122. Kurt Helfter graduated with a B.S. degree in Mechanical Engineering and joined Andrew
Consulting, a firm specializing in HVAC (heating, ventilation, and air conditioning) for small to
medium-size business structures. Kurt is knowledgeable in the use of CAD (computer-assisted
design) and was pleased during his initial employment to find Andrew Consulting a leader in the
use of CAD software.
During Kurt’s third year at Andrew, he felt a sense of unease with the firm’s slow pace in
updating computer hardware and software. Although not directly involved in budgeting for the
firm, Kurt has been satisfied with the resources that Andrew provided for his use. Kurt felt the
need to detail his concerns in a memo to his superior, in which he requested significant
investment in computer resources to “allow us to respond to clients’ needs, both in quantity and
quality.” Kurt was surprised and hurt when he received his superior’s response, which suggested
that resource allocation in the firm is decided at a higher administrative level. “But all I wanted to
do was help keep our firm competitive,” Kurt responded to his boss when visiting him about the
rejection memo. “Sorry, Kurt,” his boss said, “That’s how things get done in this firm.” Kurt now
feels lost, wondering if it’s time to look for another job.
Does this situation suggest what type of budgeting process the company is using? Is there a
problem with individual and company goal congruence in Andrew Consulting? If so, how might
Kurt’s supervisor have prevented the problem?