Financial management is a very important work in the current market economy. Different from previous years, which only focused on keeping good accounts, both state-owned enterprises and vigorous private enterprises have placed higher management expectations on the financial department. It can be said that as financial personnel, the management function has become more prominent now, while the accounting function has gradually faded into a basic work of compliance. First, handle the business relationship with the internal and external departments of other companies and do the peripheral work well. Handle the relationship with the boss, and then handle the relationship between the finance department and other departments inside and outside the company. In fact, it is not only financial work, but also a lot of work is a process of dealing with people. Han Feizi said that "if you want to learn poetry, kung fu is above poetry", which is the reason. The external relations that the financial department needs to focus on mainly include the relations among banks, taxation and financial departments. In today's information society, without the regular guidance of government functional departments, many policies cannot be fully and timely grasped. The banking department can transmit credit policy information and bank investment trends to enterprises; The tax department can provide important new policies for enterprises, and frequent exchanges will help enterprises to accurately handle tax matters; The financial department can provide more financial information for enterprises. There are many foreign trade departments involved, and there are many dealings with the foreign exchange administration and the export tax rebate administration. This is a down-to-earth business department. If you have any questions, please feel free to ask them. Let's talk about the inside of the enterprise. People are emotional animals, and there is no cooperation without communication. Many times, the financial department already has a good system and process, but the stumbling implementation is actually a problem of departmental coordination. This problem is quite common. However, if we analyze these contradictions in depth, we should find that the so-called contradictions are mostly contradictions at work because of disputes in program execution. With this understanding, it is more targeted to deal with it. Dealing with the business with various departments reasonably and reasonably can ensure the normal financial work from the periphery, especially in accuracy and timeliness. Of course, this premise is that there is a set of formed financial and business processes. Second, the person in charge of finance, to do a good job in financial management, must first obtain the support of the company's boss and fully communicate the important position of financial work in the company's operation and work planning. If you can't even reach this point, basically don't look down. Nowadays, most enterprises are private enterprises, and some bosses' understanding of finance is a "cash box" that can be taken out at any time, and their understanding is not comprehensive; Some bosses' understanding of finance only stays in bookkeeping, but they don't agree with the management color radiated by financial work, and their understanding is not deep enough. It is appropriate to explain the importance of financial work to the boss properly. Financial management plays an important role in accurate accounting, financing, reducing financial costs and operating costs, standardizing procedures and reducing operating risks. All these should be explained clearly to the boss, and examples should always be shown to the boss. Now is not the time to escape from reality. If financial management is done well, it can become an important pillar of management and even the boss's right-hand man, which is very important. Three, focus on the following four aspects of work, to protect the financial and business work. First of all, establish a set of perfect work (financial and business) processes, and consolidate them from time to time. There is a widely circulated story that someone left a pile of firewood in the corner of his house. A kind neighbor warned that it is not suitable for stacking here and it is easy to cause a fire. The owner thought it was stored at home, but he didn't agree. As a result, during the Chinese New Year, the children set off firecrackers and really lit the firewood. Neighbors helped put out and put out the possible fire. Afterwards, the host invited the neighbor who put out the fire to have a dinner to treat him, but did not invite the person who reminded him at that time. People who know better will instruct the host and say that you should be more grateful for this suggestion. If you had listened to him, the fire wouldn't have happened. The host was very busy and invited the neighbors. Everyone got together and felt deeply. This story tells us that there is a common misunderstanding in people's understanding. Like the above example, sometimes firefighters can attract more attention than security guards. And this is just putting the cart before the horse. Not only in financial management, sometimes, we can see that the heads of many departments act as firefighters, who are particularly good at solving problems and arouse the affirmation of leaders and comrades. Those who silently make and ensure the process running in the background are not easy to attract attention. For doing a good job in financial work, a complete and very operable financial process is essential, which is the most important guarantee for doing a good job in financial basic work. These financial systems include basic accounting process, delivery and accounts receivable management process, accounts payable recording and checking process, asset inventory system, fund management system and other business processes closely related to financial work. If necessary, it can even be extended to business processes, which a company needs to gradually improve and stick to. With these processes, you won't panic when you encounter problems, and the probability of encountering problems will be significantly reduced. Most importantly, these formed and tested systems can prevent mistakes and greatly reduce the probability of risks in operation. Only by observing these financial systems well can we prevent both open fire and dark fire, so that the whole business can be carried out in an orderly and good way. Two, a good handling system and work assessment methods, reflected from the efficiency. Financial work, in many departments, seems to be a very easy logistics work. It is very simple to sort out documents, make vouchers and audit accounts. This is also a common phenomenon that many units do not recognize financial status. In this case, one is that the nature of financial work at present is really mainly dealing with documents, giving people the illusion that financial work is simpler and easier; One is that the current financial work threshold is very low, and it is easy to get started, which leads people to mistakenly think that they can get on the road with a little cultural foundation and a few days' practice. In fact, looking at the current financial army, there are not many people who can really be called financial backbones. The reason why financial work is neglected is that people don't notice that financial personnel repeat their work day after day and year after year, and they are very strict about the quality and details of their work. It can be said that accounting work can't make any mistakes except being cautious. Under trivial documents and work, it actually reflects stricter quality requirements. It can be said that accounting is also a technical activity. In this case, there are two common methods to improve the level of financial work: one is to use an effective computerized processing system to help financial personnel improve their work efficiency and quality; the other is to liberate the labor force of financial personnel and transfer more energy to data management; Second, a set of good work efficiency and quality assessment methods, such as "daily liquidation" and "linking score assessment with bonus", have been proved to be very effective. Third, there is a set of mature fund management methods. Why talk about money alone? At present, this phenomenon is widespread in many units. From the external form or essence, the financial department of large-scale units may be divided into accounting and capital accounting, and some units with more detailed assessment may also set up cost accounting departments separately. Commonly divided into accounting and capital departments. In the accounting and finance departments, one pays more attention to internal financial processing and the other prefers external financial financing. If the two departments are not positioned correctly, there may be local conflicts and poor cooperation. In fact, fund management and accounting really can't talk about who is more important, let alone who is not. Both functional departments are the focus of financial management. Enterprises with better benefits generally have loose funds and less loan business, and their daily work is mainly cashier work, which is of course easier; When the benefit is not good for a long time or the enterprise expands its scale, the importance of capital work is highlighted. The operating conditions of an enterprise can be largely reflected in the cash flow. Without the smooth flow of cash flow, it is not without precedent that the enterprises that were booming yesterday suddenly fell into production suspension or even bankruptcy. So many people in the accounting department often wonder, what are fund personnel doing every day? Did you go out to eat and drink again? These are just superficial misunderstandings. Therefore, to manage financial work well, we need a set of mature fund management methods. I recommend you to read the book "Strategic Budget-Industrial Revolution in Management", which is a walking dictionary for financial personnel in capital operation management. Four, do a good job in several basic points: the management of delivery and receivable, the management of procurement and payable, the dynamic management of assets, and the management of financial and operational risks. Finally, some work. These tasks may represent the typical financial priorities at present: (1) delivery and accounts receivable management: for manufacturing enterprises, product sales are the most important business activities. Therefore, the management of delivery and accounts receivable has become very important. Enterprises should establish an effective internal control system from the financial point of view to prevent risks in market operation, and at the same time prevent market sales and the operation of the whole company from being controlled by individual sales personnel. Such distressing examples often occur in reality, causing great trouble to operators. (2) Procurement and accounts payable management: When we have finished the external sales, we will talk about internal procurement. An effective procurement and accounts payable management system is also necessary. At present, most well-run enterprises have made great efforts in purchasing. Because in the market, everyone faces the same situation, and different competitive advantages are reflected in internal strength and reducing operating costs. Doing a good job in purchasing and preventing high-priced purchasing is the most direct way to reduce costs. (3) Asset management: For enterprises, asset management is also a very important part. At present, there are many kinds of assets of enterprises. In addition to regular fixed assets, intangible assets such as land and trademarks, ongoing engineering construction, monetary funds, accounts receivable and other accounts receivable are all things that enterprises need to check regularly. And this first needs a dynamic management system. The purpose of system implementation is to ensure the preservation and appreciation of assets, which can be achieved by dynamic management of assets. (D) Financial risk management: At present, in addition to doing a good job, enterprises must always face various risks, including the risk of unstable personnel, changes in the market, the risk of poor fund organization, contingent risks arising from external guarantees, operational risks brought about by changes in tax policies, and management risks brought about by the lack of internal control systems. And these risks can be fully or partially reflected from the financial point of view. As the person in charge of finance, we should find and prevent these risks in time to protect the company's operation. To do a good job in finance, we must first get the support of the boss, then coordinate the internal and external departments of the company, and then do a good job in four aspects: first, establish a good financial management process, second, have a good financial handling system and assessment method, third, attach importance to fund management, and fourth, do a good job in the management of delivery and accounts receivable, procurement and accounts payable, dynamic asset management and financial risk management.