AN EVALUATION OF THE IMPACT OF CAPITAL BUDGETING ON ORGANISATIONAL PPERFORMANCE A CASE STUDY OF ONDO STATE MINISTRY OF WORKS

AN EVALUATION OF THE IMPACT OF CAPITAL BUDGETING ON ORGANISATIONAL PPERFORMANCE A CASE STUDY OF ONDO STATE MINISTRY OF WORKS

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ABSTRACT

The research profer an  evaluation  of the impact of capital Budgeting on organizational performance

It analyses the nature of capital budgeting and its significance. The research profers the nature and measures of organizational performance and evaluates the impact of  capital budgeting on organizational performance.A case appraisal is provided to determine the impact of capital budgeting  on the performance of ondo state ministry of works.

INTRODUCTION

Oxford dictionary which defines ‘organization’ as “an organized group of people with a particular purpose”  ‘Performance’ is defined to include “the action or process of performing a task or function seen in terms of how successfully it is performed”.  When these definitions are put together, we can say organisation performance relates to how successfully an organised group of people with a particular purpose perform a function.  Essentially, this is what we are speaking about when we refer to organisational performance and achievement of successful outcomes. High organisational performance is when all the parts of an organisation work together to achieve great results with results being measured in terms of the value we deliver to customers.  These parts are:

Strategic objectives – provide the direction in which everyone within the organisation should head.  They provide focus and ensure we are all working towards the same end.

Organisational structure – this represents the form in which the organisation will deliver its services.  The structure must support the strategy just as the strategy must have regard to the structure.  For instance, an on-line delivery strategy will not be successfully executed unless the organisation has on-line capabilities.

Business performance measures – represent the measures by which each area of the organisation will be assessed.  There is no single set of measures that may be applied across all organisations.  In order to be relevant and of use to the organisation, the measures must be determined in light of the organisation’s goals and the strategies put in place to achieve those goals.  It is this measurement process that will direct behaviour more than any other system that may be put in place.  Further, the information must be easily obtainable - in a timely manner.  This requires the management information systems to be developed to collect the right data in an efficient way.

Allocation of resources and processes – relates to the decision making approach that takes place within the organisation.  It is how the organisation goes about deciding where to apply its scarce resources – including money, time and effort - in order to achieve its objectives.

Values, culture and guiding principles – this part is unique to the organisation.   If the organisation was human, this would be its DNA.  The culture must support the achievement of the strategic objectives in order to draw out the “best” of people.  The values and guiding principles must support the purpose (remembering from our earlier definition that an organisation is an organised group of people with a particular purpose) for achievement of desired outcomes.

Reward structures – must reinforce the culture and direct efforts to support the achievement of strategic objectives.  Reward structures may include various forms – monetary (for example, bonus on achievement of short term goals), promotion (recognition of having acquired certain skills), celebration event (recognising and congratulating team efforts), leave of absence / day off (recognition and ‘thank you’ for a job well done), and so on.

All these parts are inter-related and a change to one will impact one or more of the others. Similarly, one poor performing part will potentially negatively impact the others and lead to less than successful results.  So, what is organisational performance?  It’s getting all of these parts to work in harmony in order to achieve great results.

CHAPTER 1

1.1 BACKGROUND OF THE STUDY

An efficient economic system calls for a dependable mechanism to allocate its resources. Christy (1966) describes that land, labour and capital are to be directed to their best uses, and should hence be placed in the hands of those who can use them most capably. In a market economy, this allocation process consists largely of a set of private decisions, which are directed by a network of free markets and flexible prices . Important among these decisions are capital investments decisions that according to Northcott (1995) are vital at two levels: for the future operability of the individual firm making the investment, and for the economy of the nation as a whole. At the firm level, capital investment decisions have implications for many aspects of operations, and often exert a crucial impact on survival,profitability and growth. At the national level, the proper planning and allocation of capital investment are essential to an efficient utilisation of other resources, poorly placed investment reduces the productivity of labour and materials and sets a lower ceiling on the economy’s potential output. With this in mind it is no wonder that capital investment or capital budgeting is a central application of financial theory . the advantages and applications of sophisticated capital budgeting procedures based on cash flows, risk and the time value of money are seen as tools for maximising shareholders’ wealth, which is the same as maximising the value of the firm (Copeland & Weston, 1992). This fact is often approximated to the relationship that firms using more sophisticated capital budgeting procedures should be able to perform better over time (Christy, 1966; Klammer, 1973). Empirical studies

concerning the adoption of sophisticated capital budgeting procedures

have shown that even though the degree of adoption has increased over time, there is an obvious “theory-practice gap” (Klammer, 1972; Schall, Sundem & Geijsbeek, 1978; and Graham & Harvey, 2001).

The research therefore seek to evaluate the impact of capital budgeting on organizational performance

1.1      STATEMENT OF THE PROBLEM

Investment on capital project   constitute a major financial budget of  a firm.

Therefore it is pivotal that  it impacts positively on the firms performance in terms of profitability ,market share,growth and shareholders value.

However many organization make huge capital investment without exacting

Positive result on the firms operations.This is as a result of lack of proper

Appraisal to determine the relative worth of  such investment.Capital budgeting is the process in which a business determines whether projects such as           building a new plant or investing in a long-term venture are worth pursuing. Oftentimes, a prospective project's lifetime cash inflows and outflows are assessed in order to determine whether the returns generated meet a sufficient target .Also known as "investment appraisal.Ideally, businesses should pursue all projects and opportunities that enhance shareholder value. However, because the amount of capital available at any given time for new projects is limited, management needs to use capital budgeting techniques to determine which projects will yield the most return over an applicable period of time.Popular methods of capital budgeting include net present value (NPV), internal rate of return (IRR), discounted cash flow (DCF) and payback period

Therefore the problem confronting the research is to determine the impact of capital budgeting on organizational performance.

1.2      RESEARCH QUESTION

1       What is  the nature of capital budgeting

2       What  constitute the nature of organizational performance

3       What  is the impact of  capital budgeting on organizational performance

4       What is the impact of capital budgeting in ondo state ministry of works

1.3      OBJECTIVE OF THE RESEARCH

1    To determine the nature of capital budgeting

2    To determine the nature of organizational performance

3    To determine the impact of capital budgeting on organizational performance

4    To determine the impact of capital budgeting on the performance of ondo state ministry of works

1.4      SIGNIFICANCE OF THE RESEARCH

The research  shall provide  an analysis of capital budgeting and the techniques applicable in capital budgeting tecniques.

It shall serve as a source of information to managers and other professionals.

1.5      STATEMENT OF HYPOTHESIS

1    Ho   Capital budgeting  is not significant in ondo state ministry of works

      Hi   Capital budgeting  is  significant in ondo state ministry of works

2    Ho    organizational performance in ondo state ministry of works is low

      Hi   organizational performance in ondo state ministry of works is  high

3   Ho    The impact of capital budgeting on performance in ondo state ministry Of works is       low

    Hi     The impact of capital budgeting on performance in ondo state ministry Of works is       high

1.7      SCOPE OF THE STUDY

The study focuses on the evaluation of  the impact of capital budgeting on organizational performance with a case study of the ondo state ministry of works.

1.6      DEFINITION OF TERMS

CAPITAL BUDGETING DEFINED

Capital budgeting is the process in which a business determines whether projects such as           building a new plant or investing in a long-term venture are worth pursuing. Oftentimes, a prospective project's lifetime cash inflows and outflows are assessed in order to determine whether the returns generated meet a sufficient target .Also known as "investment appraisal.Ideally, businesses should pursue all projects and opportunities that enhance shareholder value. However, because the amount of capital available at any given time for new projects is limited, management needs to use capital budgeting techniques to determine which projects will yield the most return over an applicable period of time.Popular methods of capital budgeting include net present value (NPV), internal rate of return (IRR), discounted cash flow (DCF) and payback period

ORGANISATIONAL PERFORMANCE DEFINED

organization performance relates to how successfully an organised group of people with a particular purpose perform a function.  Essentially, this is what we are speaking about when we refer to organisational performance and achievement of successful outcomes. High organisational performance is when all the parts of an organisation work together to achieve great results with results being measured in terms of the value we deliver to customers.

Strategic objectives – provide the direction in which everyone within the organisation should head.  They provide focus and ensure we are all working towards the same end.

Organisational structure – this represents the form in which the organisation will deliver its services.  The structure must support the strategy just as the strategy must have regard to the structure.  For instance, an on-line delivery strategy will not be successfully executed unless the organisation has on-line capabilities.

Business performance measures – represent the measures by which each area of the organisation will be assessed.  There is no single set of measures that may be applied across all organisations.  In order to be relevant and of use to the organisation, the measures must be determined in light of the organisation’s goals and the strategies put in place to achieve those goals.  It is this measurement process that will direct behaviour more than any other system that may be put in place.  Further, the information must be easily obtainable - in a timely manner.  This requires the management information systems to be developed to collect the right data in an efficient way.

Allocation of resources and processes – relates to the decision making approach that takes place within the organisation.  It is how the organisation goes about deciding where to apply its scarce resources – including money, time and effort - in order to achieve its objectives. 


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