Capital is the lifeblood or blood of an enterprise, and capital management is of great significance to the survival and development of an enterprise. Grasping and mastering capital is the lifeline and survival line of managing and controlling an enterprise. This paper mainly discusses the cooperative management of funds, the effective management of funds, the regular management of funds, the centralized management of funds, the safe management of funds and the improvement of the quality of financial personnel. With the increasing competition among enterprises, how to manage funds well has become a common concern in the business community. Fund management is the systematic management of enterprise fund flow, fund settlement, fund scheduling and fund operation, and it is the whole process of organization, control and coordination from fund raising to product sales and cash withdrawal. Capital-centered enterprise management is irreplaceable in object. First, strengthen the coordinated management of funds. Capital is the "blood" of enterprise development and operation. Therefore, in order to maintain a good coordinated development, enterprises must give full play to the synergistic effect of capital utilization. The overall management of funds mainly achieves the following points: first, there should be a reasonable proportional relationship between tactical funds and strategic funds; Second, unified and reasonable planning of business operation funds of various departments; Third, we must maintain a reasonable proportion of capital investment between different functions and different products; Fourth, the funds between various departments within the enterprise should be adjusted and accommodated; Fifth, the use and investment of internal and external funds of enterprises should maintain a certain proportion; Sixth, coordinate capital investment with enterprises or partners outside enterprises to achieve win-win results sharing and benefit sharing. In particular, coordination with competitors will play a role that pure competition cannot play. Due to the interdependence and interaction among the elements of an enterprise, the contribution of each element depends on the degree of support and cooperation of other elements. Modern coordination theory holds that coordination leads to the stability and order of the whole system, thus amplifying the efficiency of the system. Second, strengthen the management of capital efficiency Strengthen the management of capital efficiency, that is, enterprises should invest their funds in projects that improve their profitability as much as possible, so that more funds can participate in turnover. Of course, there is a certain contradiction between efficiency and the liquidity of enterprise funds. Projects with large profits often take a long time, have slow liquidity and are risky. In order to meet the requirements of liquidity (such as paying debts, paying all kinds of money, handling emergencies, etc.). ), enterprises can only meet the needs of short-term repayment by investing some monetary funds in projects with low profitability, strong liquidity and low risk. Therefore, funds must be divided into two parts: one part is used for daily business activities and occupied for a long time, which is called permanent funds. The other part is occupied as working capital, which changes with the increase or decrease of business demand for funds, and can be used for short-term investment profit when it is abundant. What needs to be clear is that the principle of efficiency is not the first, and the principle of cost-effectiveness must be taken into account in financial management, and efficiency must be pursued under the condition of ensuring that there will be no liquidity risk. Third, strengthen the management of capital timing Strengthening the management of capital timing means that the capital investment and management of enterprises cannot remain unchanged, but must be adjusted in time according to the changes of the external environment and opponents of enterprises. When an enterprise obtains the most effective control, command and coordination on the manufacturing, marketing and technology transfer of related important products, so that the enterprise as a whole can achieve its business strategic objectives, it is advisable to centrally control the investment and management of monetary funds; When the management ability of each department has reached the mature stage, the development strategy of the enterprise has moved towards diversification, and the production and operation contents of each department have been greatly different, and the efficiency of establishing competitive concepts between department managers and other employees has been greatly improved. When each department can seize more strategic opportunities by relying on its own organizational structure and regional characteristics, in order to improve the efficiency of each department and save the cost of funds, decentralized management should be adopted in the control of monetary funds to fully mobilize their enthusiasm. To sum up, the capital investment should be "punctual" and "timely", which must be consistent with the strategic development stage and steps of the enterprise, and gradually cultivate the core competitiveness of the enterprise in the market. Fourth, strengthen the management of centralized funds. Strengthening the management of centralized funds is to ensure that all funds of enterprises are controlled quickly and effectively, and to rationalize and optimize the use of these funds in order to achieve the goal of maximizing value. It can be said that the rapid development of the network provides convenient conditions for the centralized management of funds, and you can enjoy information and allocate funds just by clicking the mouse or language instructions. The essence of centralized management of enterprise funds is to centralize the fund management authority of each department to the enterprise headquarters, which is convenient for the overall management and use of the funds of the whole enterprise. That is, idle funds scattered in departmental accounts are concentrated in bank accounts designated by corporate headquarters, thus aggregating capital resources and forming capital scale advantages. For developing enterprises, capital is a relatively scarce resource and needs more investment. In order to reduce the idle rate of funds and the risk of using funds, it is necessary to concentrate funds on individuals who have important strategic value and decisive direction for the success of competition, so as to form a differentiated advantage over competitors and make enterprises in a favorable position in the competition. Moreover, due to the multi-level and decentralized organization and management of enterprises, especially in different countries and regions, too scattered funds make branches more flexible, but the corresponding capital risks and costs increase, and a large number of scattered idle funds are difficult to form a unique superior force, which is likely to fail due to exhaustion of competitive energy. Finally, according to the successful experience of foreign companies and the development experience of enterprises in China, centralized fund management is a relatively good choice in the development stage of enterprises. V. Strengthening the Safety Management of Funds Strengthening the Safety Management of Funds means that enterprises fully consider the risks of the network while taking advantage of the fast network speed. Because there are security risks in sending, transmitting, receiving and saving information, whether it is misoperation of operators, malicious destruction of data by hackers, infection of network viruses or damage to storage itself, it will bring huge losses to enterprises, even if the server stops running for a few seconds, it will bring chaos to the information management system. Therefore, while making use of the information achievements, enterprises must do a good job in software and hardware support, such as file backup, establishment of network firewall, and secondary audit procedures for transfer transactions. To avoid failure caused by non-competitive factors. Sixth, improve the quality of financial personnel At present, the focus of financial personnel has gradually shifted from traditional financial accounting to management analysis and decision support. The control function of financial personnel is more prominent and effective, and its role and position in enterprise management and business decision-making are constantly improving. After engaging in business, they reflect the business situation of the enterprise, and turn more to forecasting in advance and monitoring in the process, and their work scope is further expanded. More important responsibilities and richer work content put forward higher requirements for the quality of financial personnel. The effectiveness of any accounting method and internal accounting system depends on the design level and the implementation of high-quality personnel. Therefore, strengthening the comprehensive system design and compliance training for financial personnel in various businesses, and regularly checking and evaluating the work performance of each employee will be of great help to improve the effectiveness of accounting and internal accounting control systems.