A 2000-word model essay on financial management
Discussion on financial management of power grid enterprises
Abstract: With the continuous development of China's social economy, the demand of enterprises and residents for electricity is increasing, which greatly promotes the development of China's electric power enterprises. In order to further promote the development of China electric power enterprises and enhance their market competitiveness, the China government has accelerated the reform of the electric power industry. With the deepening of power industry reform, especially the establishment of modern enterprise system in power enterprises, power grid enterprises urgently need to establish modern financial system. However, due to various factors, it is difficult for many power grid enterprises in China to meet this requirement, which restricts the development of power grid enterprises in China. This paper discusses the financial management of power grid enterprises and puts forward some constructive suggestions for improvement.
[Keywords:] power grid enterprises; Financial management; Risk warning
1 quotation
Due to the rapid development of China's social economy, the demand for electricity is increasing day by day, which makes the importance of power grid enterprises in China's social and economic development increasingly prominent. Due to the influence of history and other factors, the management mode of many power grid enterprises in China still follows the management mode of planned economy period, which makes it difficult for power grid enterprises in China to adapt to the development of socialist market economy and hinders their further development. To this end, our government has accelerated the reform of electric power enterprises, hoping to help them better adapt to the needs of market economy development. As one of the core departments of enterprises, financial management department must attach importance to financial management, innovate and reform, and make greater contributions to the development of power grid enterprises in China. However, as far as the actual situation is concerned, there are still many problems and deficiencies in the financial management of power grid enterprises in China due to the constraints of systems and concepts. Therefore, it is particularly important and urgent to strengthen the research on the financial management of power grid enterprises.
2 power grid enterprise financial management development trend
2. 1 external supervision has been continuously improved.
The electric power industry is the pillar industry of China's national economy, and its development is not only related to the interests of the electric power industry, but also to the vital interests of the broad masses of the people. Therefore, in order to better promote the development of power grid enterprises, under the new situation of deepening the reform of power system, the social supervision of power grid enterprises has also been continuously improved. Mainly reflected in two aspects: first, consumers' awareness of supervision over power grid enterprises is constantly increasing. With the deepening of power reform, consumers put forward higher requirements for power grid enterprises in order to obtain better power services, which will inevitably increase consumers' supervision over power enterprises and enable them to provide better power services; Second, the state's supervision of power grid enterprises is becoming more and more mature. In China, power grid enterprises are basically state-owned enterprises, and their financial situation is not only related to the development of power enterprises, but also to the safety of state-owned assets. Therefore, in addition to the supervision of power grid enterprises by the Ministry of Finance, the National Development and Reform Commission, the National Audit Office and the State Taxation Bureau, the China Municipal Government has also set up SERC and SASAC to supervise them, thus comprehensively strengthening the supervision of power grid enterprises.
2.2 China's financial management laws are constantly improving.
At present, our party is vigorously advocating the construction of a society ruled by law. As an extremely important management activity of an enterprise, financial management cannot be carried out normally without the support of laws and regulations. In order to further standardize the financial management activities of Chinese enterprises, the Chinese government promulgated the General Principles of Enterprise Finance in 2007, and then promulgated the new accounting standards for enterprises in 2008. The promulgation of these two laws and regulations on enterprise financial management puts forward higher requirements for the financial management activities of Chinese enterprises, which makes the financial management of Chinese power grid enterprises face new situations and challenges. In addition, in order to ensure that the financial management system of China enterprises can adapt to the development of China's socialist market economy, China has promulgated many laws and regulations, such as Company Law and Enterprise Income Tax. These laws and regulations promote the importance of financial management in the development of enterprises, and also put forward stricter requirements for the financial management activities of enterprises.
2.3 The quality requirements for financial management personnel are constantly improving.
With the continuous establishment of modern enterprise system, financial management plays an increasingly prominent role in enterprise development. To do a good job in financial management, enterprises must have a team of high-quality financial management talents. Especially in China, with the rapid development of China's socialist market economy, various policies related to financial management are constantly improving, which invisibly puts forward more and higher requirements for the financial managers of power grid enterprises, not only requiring them to have solid accounting knowledge, but also requiring them to have certain knowledge and skills in finance, law, taxation and economy. In addition, financial management workers need to further clarify their position, not just a pure financial worker. These are not only the challenges faced by the financial management of China's power grid enterprises at this stage, but also their future development trends.
3 China power grid enterprise financial management innovation approach analysis
3. 1 Innovating the concept of financial management of power grid enterprises
It is imperative for China power grid enterprises to establish modern financial system. However, in order to build a modern financial system suitable for enterprise development, power grid enterprises need to innovate enterprise financial management first. Only by establishing a correct concept of financial management can we better help China's power grid enterprises to build a modern financial system. At present, China's power grid enterprises can innovate financial management concepts from several aspects: First, establish humanized financial management concepts. 2 1 century is the era of knowledge economy. In all walks of life, people are always the most important resource. Therefore, in the process of financial management of China's power grid enterprises, we should always put the incentive and constraint on employees in a key position and establish a humanized financial operation system suitable for the development of China's power grid enterprises; The second is to establish the concept of knowledge-based financial management. With the development of social economy, the problems faced by power grid enterprises in financial management activities are increasingly complex and changeable. At the same time, power grid enterprises are mostly technology-intensive and capital-intensive enterprises, and it is an inevitable direction for the development of power grid enterprises to establish knowledge-based financial management concepts. The third is to establish the concept of information-based financial management. With the rapid development of information technology, information technology has been widely used in all walks of life. The application of information technology can not only improve the quality of enterprise management activities, but also improve the efficiency of enterprise management activities. Therefore, China's power grid enterprises should build an information-based financial management system to realize the comprehensive informationization of enterprise financial management activities.
3.2 Risk early warning and control to achieve risk management innovation.
Risks exist objectively. In the process of development, enterprises will inevitably encounter various risks. Especially with the deepening of economic globalization, the risks faced by enterprises are not only increasing in number, but also becoming more complex and changeable. If enterprises can't reasonably and effectively control the risks encountered in the process of enterprise development, it will seriously restrict the healthy, rapid and stable development of enterprises. In recent years, due to China's social and economic development, the demand for electricity is increasing, which makes China's power grid enterprises enter a period of rapid development. Although China's power grid enterprises are developing rapidly, there are more and more risks, especially financial risks. Therefore, it is particularly important for China power grid enterprises to establish a sound risk early warning and control mechanism if they want to achieve further development. Specifically: first, improve the understanding of financial risks. At present, China's power grid enterprises have a good development momentum, but the existence of risks should not be ignored. Instead, it is necessary to effectively improve the understanding of financial risks, and actively do a good job in risk early warning and control as one of the important tasks of financial management. The second is to establish a risk identification system. Risks are diverse and hidden, which requires power grid enterprises to establish a risk identification system to better identify various risks; The third is to build a risk control system, so that enterprises can take various measures to resolve risks in time.
3.3 Financial personnel ability innovation
For power grid enterprises, the comprehensive quality of financial personnel in power grid enterprises directly affects the construction and implementation of modern financial system. Therefore, at this stage, China's power grid enterprises should pay attention to the innovation of financial personnel's ability to better meet the future development needs of power grid enterprises. In 2008, after the promulgation of the new accounting standards, more and higher requirements were put forward for the quality of financial personnel. Therefore, China's power grid enterprises should strengthen the innovation of enterprise financial management personnel's ability. Specifically: First, it is necessary to strengthen the professional training for the financial management personnel of power grid enterprises, so that they can strictly implement financial laws and regulations, flexibly implement and apply accounting standards, and have high professional judgment ability, economic forecasting and investment decision-making ability, thus providing high financial advice for strategic management and capital operation of enterprises; The second is to do a good job in the selection mechanism of financial personnel, so that outstanding financial managers can stand out, so as to constantly adjust and optimize the structure of the enterprise financial team, keep the enterprise financial team alive all the time, and help the financial management team better adapt to the future development needs of the enterprise.
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2000-word financial management model essay II
On financial management and financial management methods
Enterprise financial management is based on the law of capital movement. With the transformation of economic system, the ideas and concepts of enterprise managers are also being updated, especially after the socialist market economy in China has played a huge role, the business community has gradually formed such a * * * understanding that modern enterprises must attach importance to management and enterprise management should focus on financial management.
Enterprise financial management; market economy
1. The position of financial management in enterprise management
Financial management is an important part of enterprise management.
Financial management is based on the objective financial activities and financial relations in the process of enterprise reproduction. It is an economic management work to organize enterprise capital activities and deal with the financial relationship between enterprises and all aspects. The process of enterprise production and operation is the process of capital movement appreciation, and financial management goes deep into all aspects of enterprise production and operation. The complexity of enterprise production and operation activities determines that enterprise management must include many aspects, such as technical management, production management, equipment management, material supply management, sales management, financial management and so on. They are closely related and have their own characteristics: some focus on the management of use value, some focus on the management of value, some focus on the management of information, and some focus on the management of labor factors. In view of the objective existence of bonus activities in the process of enterprise reproduction, the management of enterprise capital activities is gradually independent, forming enterprise financial management. The contents of enterprise financial management include: financial analysis, financial forecast, decision-making, planning, bonus raising management, investment product cost management, income and profit distribution, etc. In addition, it also includes the financial treatment of enterprise establishment, merger, division, reorganization, dissolution and bankruptcy. Therefore, financial management is different from other management, it is a kind of value management, the management of value movement in the process of enterprise reproduction, and an important part of enterprise management.
1.2 financial management is a comprehensive enterprise management.
Financial management is a comprehensive management work in enterprise management. The quality and effect of all aspects of enterprise's production and operation activities can be comprehensively reflected in the capital movement. By reasonably organizing the capital movement, it can play a positive role in promoting all aspects of enterprise's production and operation activities. Each value index of financial management is the main basis of enterprise economic decision-making. It timely and objectively reflects the production and financial situation of an enterprise, makes in-depth analysis, finds the weak links in management, puts forward measures, plugs loopholes, improves efficiency, strengthens cost management, and obtains the same or higher benefits with lower consumption.
In China, financial management has gone through a long process from highly centralized management of enterprises by the state to comprehensive management of enterprises. When the planned economy system is dominant, enterprises lack operational autonomy, and their management always revolves around the national unified plan. Under the condition of socialist market economy, enterprises must become the main body of competition, and must operate independently, be responsible for their own profits and losses, be self-disciplined and develop themselves, so that social resources can flow to those enterprises with high utilization efficiency and good benefits, and finally realize rational allocation, so that the invested capital can move and increase its value, which forces enterprises to pay attention to controlling costs and increasing profits with funds. Modern enterprise is an independent accounting economic organization established in accordance with the law for the purpose of making profits, engaged in production and business activities. Once an enterprise is established, it will face fierce competition. Only by surviving in development and making profits can an enterprise realize its existence value. In order to achieve its survival and development, enterprises carry out various management work such as production, quality and sales, and the axis of these management work is financial management, and its final result will be reflected in the financial performance of enterprises. It can be seen that without the concept of financial management, no matter how well other work is done, the value of products can not be realized or the expenses can not be compensated, and enterprises can not guarantee their survival and development.
In a word, enterprise financial management runs through the whole process of enterprise operation, covering all aspects of operation. Doing a good job in financial management plays a very important role in improving the management level and economic benefits of enterprises.
2. Enterprise financial management methods
2. 1 Do a good job in fund operation
Capital is the premise of enterprise's survival and development, and it is the blood of enterprise's production and operation. Fund management is the core content of group company's financial management. Raise funds reasonably to ensure the lowest capital occupation and cost. The funds needed for the production and operation of the Group shall be uniformly arranged by the financial department of the Group Company except for a small part of the operating funds raised by subsidiaries. The group company prepares the financing plan according to the group budget. When raising funds, the group company should fully consider the surplus and deficiency of funds between subsidiaries and make full use of the idle funds of the group; In addition, we should also consider the changing trend of bank loan interest rates, rationally arrange the structure between short-term loans and long-term loans, and ensure the lowest capital occupation and capital cost.
Rational use of funds, strengthen the control of the use of funds. Centralized management is the best way to manage the funds of group companies, which can not only avoid the phenomenon of scattered use of funds, but also make use of idle funds for research and development, foreign production and other work to seek short-term benefits of funds.
2.2 Establish a scientific operating mechanism
Financial management is a cyclical process. Generally speaking, it should be consistent with the production cycle of an enterprise, and it should include five links: financial forecasting, financial planning, financial control, financial analysis and financial inspection. These management links cooperate with each other and are closely linked, forming a circular process of financial management and forming a complete financial management work system.
Through the establishment and operation of scientific financial management mechanism, from forecasting, target release, monitoring, assessment, information feedback and analysis to the next target revision, release and reciprocating cycle, the whole enterprise management has been strengthened and the core role of financial management has been fully played.
2.3 the implementation of comprehensive budget management
In order to maximize profits, we must implement comprehensive budget management for the whole group. Budget management should be carried out under the leadership of the chief accountant of the group company. On the basis of scientific market forecast and on the premise of profit target, the comprehensive sales budget, purchase budget, expense budget, cost budget, cash revenue and expenditure budget and income statement budget are compiled, so that the production and operation of enterprises can be carried out scientifically and reasonably along the track of budget management.
3. Conclusion
To sum up, enterprise financial management runs through the whole process of enterprise management, covering all aspects of operation and being at the core of enterprise management. Strengthen financial management, improve the core of modern management, and take social benefits as the lifeline; We should not only pay attention to the allocation of tangible assets and investment capital, but also pay attention to the effective allocation of knowledge capital; It is necessary to mobilize the enthusiasm and pioneering of enterprise talents, guard against various risks, make enterprises better emancipate their minds, change their concepts, truly establish the central position of financial management in enterprise management, and fully understand and play the role of financial management. [partial]
refer to
[1] Pei Huili, Zhang Xiaodong. Analysis of the relationship between management accounting and financial management [J]. Science and Technology Innovation Herald, 2007 (26): 149.
[2] Wang Xiaojie, Zhou Yanping. Discussion on several theoretical problems in the merger and acquisition of domestic and foreign-funded enterprises [J]. Economics and Management, 2005( 10).
[3] hartwell? Henry III. M&A and International Accounting [M]. Beijing beijing University Press 2005.
2000-word financial management model essay 3
Problems and Countermeasures of Financial Management of Small and Medium-sized Enterprises in China
First, the status of financial management of SMEs in China
At present, China's small and medium-sized enterprises show a trend of rapid development. However, with the development of enterprises, the contradiction between various problems in financial management and the expansion and redevelopment of enterprises has also begun to appear. In order to pursue the production, sales and market share of products, some enterprises ignore the core role of financial management in enterprise development. Production and operation management is superior to financial management, which makes enterprise management limited to production and operation management, and the important role of enterprise financial management and risk control is ignored and not fully exerted. In addition, the changes in macroeconomic environment and economic system also make it difficult to strengthen its financial management. Such as financing policy and administrative intervention. , so that small and medium-sized enterprises have no time to take care of financial management issues before seeking enterprise survival.
Second, China's specific problems in the financial management of SMEs
(A) the financial management model is solidified and the management concept is backward.
The typical management mode of small and medium-sized enterprises is that enterprise leaders are highly centralized and adopt family management. Due to the lack of proper understanding and research on the theoretical methods of financial management, some enterprise leaders have neglected their duties and acted beyond their authority, resulting in chaotic financial management, lax financial monitoring and distorted accounting information. Enterprises do not have or cannot establish an internal audit department, and even if they do, it is difficult to guarantee the independence of internal audit. Furthermore, the management ability and management ideas of enterprise managers are also limited to a certain extent. Due to their own reasons, enterprise managers failed to bring financial management into the effective mechanism of enterprise management, lacked modern financial management concepts, and at the same time lacked certain trust in foreign personnel, and could not accept advanced management concepts and methods with an open mind, which made financial management lose its due position and role in enterprise management.
(B) Enterprise financing difficulties, a serious shortage of funds
At present, China's small and medium-sized enterprises have great difficulties in financing during their development. On the one hand, their capital strength is limited. Small and medium-sized enterprises have little original capital, small business scale, difficult to expand production scale, unstable benefits, extensive management, backward technology and equipment, weak product competitiveness and insufficient ability to resist market risks, which makes it difficult to attract credit funds.
On the other hand, the credit is low. Due to the opaque information of small and medium-sized enterprises, some enterprises have the phenomena of untrue financial information, low financial management level and incomplete statements and account books. And they can't repay the loan in time or even have the ability to repay it, which makes financial institutions have to be cautious about the loans of small and medium-sized enterprises. At the same time, small and medium-sized enterprises have no reliable guarantee system, which makes it difficult for them to borrow money.
Moreover, there are few financing channels and lack of effective mortgage assets. Due to the limitation of its own conditions, there are few effective assets available for mortgage, so it is not easy to expand financing through loan channels. Moreover, the preferential policies of national financial institutions for SME loans have certain limitations, such as strong policies, complicated procedures and high thresholds, which are all factors that make SME financing difficult.
The above three reasons make financial institutions more strict and cautious in approving and issuing loans to small and medium-sized enterprises, and commercial banks appear? Cherish the loan? It is also reasonable for small and medium-sized enterprises to have difficulty in financing.
(C) the awareness of financial risks is weak, and enterprises are facing higher financial risks.
On the one hand, small and medium-sized enterprises have difficulties in financing, on the other hand, there are high financial risks after financing. Mainly manifested in three aspects: First, the high cost of capital. Due to the limitations of their own conditions, it is difficult for SMEs to obtain loans from financial institutions. However, in order to survive, develop and cope with competition, SMEs have to consider other sources of funds, such as borrowing from investment guarantee companies, inter-enterprise loans and personal loans. Compared with financing from banks, these sources of funds have high interest rates and high risks. Small and medium-sized enterprises are facing serious financial risks while increasing the cost of using funds. The second is excessive debt. In order to pursue sales, some small and medium-sized enterprises sell on credit, which leads to slow capital turnover and inefficient use of funds, which affects the expansion of reproduction and has to raise funds from outside the enterprise, thus entering a vicious circle of maintaining operations by loans. The third is short-term integration and long-term investment. In order to expand reproduction, some small and medium-sized enterprises raise funds first, regardless of the length of the repayment period of funds, and use some working capital loans for projects with long investment recovery period, which makes enterprises have greater payment risks and is also prone to capital chain breakage.
(D) Incomplete institutions and relatively low level of financial management.
Most small and medium-sized enterprises, because of their small scale and simple business, generally do not set up special financial management institutions and are equipped with full-time financial management personnel, and often hold several positions, including some incompatible positions, resulting in unclear responsibilities and weak financial management foundation. At the same time, small and medium-sized enterprises are reluctant to introduce professionals at a higher wage level because of wage costs. Generally, the accountants in small and medium-sized enterprises have a low professional level and are more casual in accounting-related work. Because of their weak knowledge of accounting theory, they often do not operate according to the accounting methods stipulated in the accounting system. At work, meetings are also restricted by business owners, so it is difficult to carry out financial treatment, tax payment and fund management according to the norms.
(E) the financial control of enterprises is weak, ignoring the management of funds.
Small and medium-sized enterprises are small in scale and lack of credit. In market economy activities, they usually pay for goods in cash or bank deposits, so it is difficult to carry out short-term financing, and the demand for monetary funds is often great. At the same time, in the fierce market competition, enterprises have to sell on credit in order to expand sales and increase profits. However, there are no effective collection measures in the financial management of small and medium-sized enterprises, and the high accounts receivable will directly affect the cash inflow of enterprises, which will lead to the difficulty of withdrawing funds and the loss of capital utilization efficiency. In addition, many small and medium-sized enterprises have no plan in the management of raw material procurement, and there is no strict control over the receipt, delivery and balance of inventory materials, which makes the inventory occupy a lot of funds at the end of the accounting period, and the inventory turnover rate is low, which will also cause a shortage of liquidity.
Three, to solve the problems and countermeasures of financial management of small and medium-sized enterprises
Because the problems existing in the financial management of small and medium-sized enterprises are caused by their own factors and macroeconomic environment, it is necessary to take multiple measures to solve the problems existing in the financial management of small and medium-sized enterprises. On the one hand, the government should give full play to the macro-control role and improve the external environment. On the other hand, enterprises should adopt scientific management methods and establish a sound financial management system.
(A) the government to give full play to its regulatory role, the introduction of relevant policies, increase support.
The development of small and medium-sized enterprises should not only have a good internal management system, but also rely on the external environment and favorable policy support. In recent years, the government has supported the development of small and medium-sized enterprises by raising the tax threshold for small and low-profit enterprises and issuing small and micro enterprise bonds, which has played a positive role in their development. The government needs to further play its macro-control role, formulate and improve financial policies that are conducive to the development of small and medium-sized enterprises, develop financing methods suitable for small and medium-sized enterprises, build a financial institution system suitable for small and medium-sized enterprises as soon as possible, broaden financing channels, effectively build a platform and carrier for the docking of private capital with small and medium-sized enterprises, actively explore a long-term mechanism to solve the financing difficulties of small and medium-sized enterprises, and crack the financing bottleneck of small and medium-sized enterprises. At the same time, further establish and improve the credit system of small and medium-sized enterprises, guide enterprises to strengthen credit construction, improve the relationship between banks and enterprises, and obtain financial support.
(B) to strengthen fund management
In order to ensure the healthy development of enterprises and improve the level of financial management, it is particularly important to strengthen fund management. First, improve the efficiency of capital use, reasonably plan the existing funds to improve the efficiency of capital use and reduce the risks in the process of cash flow while ensuring that there are enough funds to meet the needs of normal production and operation. The second is to strengthen the management of accounts receivable and inventory, formulate a sound credit policy for accounts receivable, weigh the benefits and costs, strictly control the aging, reduce bad debts and improve the capital turnover rate. Reasonable determination of enterprise inventory, reduce inventory backlog, determine production by sales, ensure the optimal structure of inventory funds, and improve inventory turnover rate.
(C) establish the concept of financial risk
Enterprises should make full use of the positive role of financial leverage, determine a reasonable debt ratio, fully consider the repayment ability of enterprises and the efficiency of the use of funds, avoid the risk of high debt and failure to pay due, and reduce operating costs and financial expenses. At the same time, it is necessary to fully consider the loan period, strengthen the control of loan purposes, and avoid using short-term financing for projects with long payback period.
(D) establish the core position of financial management
Financial management involves all aspects of enterprise management, which is of great significance for improving enterprise management and improving economic benefits. Company managers should earnestly establish the concept that the key to enterprise management is financial management, take strengthening financial management as the core content of implementing modern enterprise system, and implement it in various functional departments within the enterprise, so that financial management can give full play to its due position and role in enterprise management.
(V) Improve the internal system and the basic work of financial management.
Small and medium-sized enterprises should improve the governance structure, standardize the management system, establish strict financial internal control system and improve the basic work of financial management.
1. Establish and improve the internal control system.
2. The combination of responsibility and rights, the implementation of accountability system.
3. Improve the professional level of accounting personnel and standardize the accounting work order.
4. Strengthen internal audit control.
5. The person in charge of the enterprise must attach great importance to the internal control system and consciously accept supervision.
Four. conclusion
With the rapid development of market economy, the problems existing in the financial management of small and medium-sized enterprises will become more and more prominent and present a diversified trend. While the government actively promotes the support and guidance of various policies, small and medium-sized enterprises should rely on national policies, actively make good use of external environmental resources, constantly strengthen their own fund management, improve internal control system, strengthen the construction of financial personnel, and establish the core position of financial management. Only in this way can small and medium-sized enterprises survive and develop healthily in the long-term fierce competition in society and make greater contributions to promoting China's economic development and social stability.
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