This paper attempts to determine and highlight the problems that militate against the application and utilisation of budgeting as a tool for planning and control in a manufacturing industry. Management is often confronted with the problem of how to deploy available scarce resources to achieve the objective of profit maximisation. An empirical investigation was undertaken, using the chi-square test. 250 questionnaires were administered. Tables and simples percentages were used in data presentation. Three hypotheses were formulated. Based on the findings, managers and business operators should pay more attention to their budgetary control system, for those without an existing budgetary control system, they should put one in place, and those with a dummy and passive budgetary control system, it is time they re-establish a result-oriented budgetary control system as it goes a long way in repositioning the manufacturing industry from its creeping performance level to an improved high capacity utilization point
