The Optimized Research Of ZY Communication Company’s Budget Management

Along with the telecom industry restructuring in2008and the issuance of3G licenses bythe Ministry of Industry in early2009, as well as the imminent rising of the fourth-generationmobile communication technology, the mobile communications industry is facingunprecedented opportunities and challenges. In order to survive in such an increasinglycompetitive domestic and international market, the mobile communication companies mustaccelerate the pace of reform to achieve the economies of scale, cost, price, quality, marketcompetitive advantage and economic benefits as soon as possible. In this context, the budgetmanagement has been set a new meaning and mission as its important position in enterprisemanagement.As an effective enterprise management, budget management plays an important role inZY Communication Company’s operating and development process, especially in recent years,the company implemented the “new cost-effective culture".It requires budget management tobe able to optimize resource allocation, reduce operating costs and improve productionefficiency. But there are still many defects and shortcomings of the company’s Budgetmanagement system, and thus it’s unable to adapt to the requirements of the company’s “newcost-effective culture”. Then what are the deficiencies and shortcomings in the budgetmanagement system of the company and how to solve them?-That’s what this paper focuseson.This paper elaborates the connotation of the budget management system, managementmodel, organizational structure, management processes firstly,and then combining thesurvey,the analysis of relevant theoretical theories and the practical experiences to analyseand summarize the problems in ZY Communication Company’s budget managementprocess,which contains budget goal setting, budget preparation, budget approval, budgetexecution, budget analysis and report, budget adjustment and budget assessment.And thentaking the game theory analysis of the contradictions between the budget decision-makers,thebudget administrators and the budget performers. Finally,using specific recommendations inChapter4to address the problems analysised aboved and proposing the safeguards to theimplementation of the optimization in the final chapter of this paper.