Magazine article Supervisory Management

Some Advice on Getting Your Budget Approved

Magazine article Supervisory Management

Some Advice on Getting Your Budget Approved

Article excerpt

Around about now, you will be sitting down and reviewing your proposed budget either with your boss or a senior member of the management group.

Getting the budget you want will demand a specialized set of negotiating skills.

In many negotiations, the participants are on opposite sides, and when one wins a point, the other loses. In budget negotiations, both parties should have the same goal: helping the company to succeed.


List your needs. Before submitting your final budget proposal, you need to make up a list of everything you plan to ask for. Now set that list aside and make a list of everything you feel you need. You may find that your needs differ significantly from your demands. Now re-evaluate your initial list.

List the company's needs. This will help you in your re-evaluation. Go through your initial list to see if you can justify each item in terms of what the company needs. You want to be able to say, in the budget review, "Our corporate mission is to do x, which means that my department needs to do y and z. To do that, I'll need...."

Consider the consequences. For each of your demands, write down what the consequences will be if that demand isn't met. This will help you to make that demand persuasively; it will also be helpful to your supervisor to know what he or she will be giving up by refusing your request.

Examine last year's negotiations. Go over what you asked for last year and what you got. This will give you some idea of how much you can expect to get this year and how much you should ask for. Also, examine what you accomplished last year, what you wanted to do but couldn't for lack of funds, and where cutbacks could be made. Write this all down. The more information you have, the better prepared you will be.


Never be adversarial. Remember that mutual success is the goal that should drive the review process. …

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