abstract
With the rapid development of social economy, the arrival of knowledge economy has greatly improved social productivity and brought unlimited development opportunities to enterprises. How to achieve the rapid expansion of business scale and rapid growth of economic benefits in the market competition of survival of the fittest, in addition to selecting investment projects with low risk and strong profitability and adopting advanced science and technology, strengthening internal accounting control of enterprises is the key. It is one of the important tasks of enterprises to further understand the significance of internal accounting control in strengthening enterprise management and improving operating efficiency, and it is also an urgent need for enterprises to adapt to the new competitive situation and prevent operating risks. To construct the internal accounting control system of enterprises, it is necessary to deeply study the objectives, contents and methods of internal accounting control of enterprises, analyze the existing problems and reasons, and thus put forward specific improvement measures.
Keywords: internal accounting control; There is a problem; Perfect measure
With the rapid development of social economy, the arrival of knowledge economy has greatly improved social productivity and brought unlimited development opportunities to enterprises. In the market competition of survival of the fittest, how to choose investment projects with low risk and strong profitability and adopt advanced science and technology to realize the rapid expansion of business scale and high growth of economic benefits is the key to strengthen enterprise accounting control. Accounting control is of great significance for enterprises to strengthen their management, further understand the interior of enterprises and improve their operating efficiency. Constructing the internal accounting control system of enterprises is an important content of the new Accounting Law. & lt "Internal Accounting Control Standard-Basic Standard (Trial)">& gt One of the important topics for enterprises is that enterprises adapt to the new competitive situation and urgently need to guard against operational risks. The construction of enterprise accounting control system must solve the problems of accounting control objectives, contents and methods. Conduct an in-depth investigation of enterprises, analyze their existing problems and reasons, and put forward specific improvement measures.
Keywords: internal accounting control; The problem exists; improvement measures
Modern enterprises are relatively independent legal entities and market entities with clear property rights, clear rights and responsibilities, separation of government from enterprises and scientific management. With the deepening of the exploration and practice of modern enterprise system in China, the financial management of modern enterprises has become increasingly important and has become the core of enterprise management. Due to the influence of the planned economy system, the financial management of modern enterprises in China is still basically a report-based financial management based on expense accounting, which is difficult to meet the needs of the survival and development of modern enterprises. Therefore, it is imperative to comprehensively improve the financial management level of modern enterprises. This paper intends to explore the development direction of modern financial management from the following aspects.
First, the important position of financial management under the conditions of market economy
Under any conditions, once an enterprise is established, the first problem to be considered is how to survive and develop in the competition, which is also the overall goal of enterprise management. In order to achieve the overall goal of the enterprise, the enterprise must make commitments and guarantees in the following three aspects through financial management.
1. It is the primary requirement of financial management to strive to maintain the ability to pay off due debts with income, reduce the risk of bankruptcy and enable enterprises to survive for a long time, stably and continuously.
2. To invest working capital, it is necessary to raise funds needed for enterprise development, which is the second requirement of financial management. In the fierce market competition, if an enterprise can't improve the quality of products and services, expand market share and develop itself, it will be squeezed out by other enterprises. At the same time, the development of enterprises is also focused on expanding income. The fundamental way is to produce products needed by the market, improve product quality and expand sales volume, which requires investment.
3. The responsibility of financial management is to make the enterprise profitable through rational and effective use of funds, which is the third requirement for financial management. Enterprises must be profitable to have the value of existence; Only by making profits can we develop.
It is not difficult to see that the overall goal of an enterprise can only be achieved if financial management meets the above three requirements. Therefore, enterprise management must focus on financial management and fund management. The financial management of enterprises in China can be summarized into two main features:
First, with the gradual development of China's financial market, the content of enterprise financial management has become more abundant. For example, on the issue of fund raising, due to the diversity of varieties, the selection method will be more flexible.
Secondly, the financial management of enterprises in China is not perfect in investment, fund-raising and income distribution, and daily financial management has always been the "main melody melody" of fund management. The reason for this phenomenon is not only related to the objective economic environment in which the enterprise is located, but also related to the fact that investment, fund-raising and income distribution are important events related to the operation and development of the enterprise, and it is difficult to complete them only by the financial department. It is also possible that some people confuse financial work with accounting work.
Second, the lifeblood of financial management and the new situation that China will face after China's entry into WTO.
Financial management in the traditional sense is a practical activity, which undoubtedly has a long history as human production activities. However, financial management in the modern sense, as far as its practice and theoretical development are concerned, is only a matter of nearly a hundred years. As early as the15th century, commercial organizations with public shares appeared in commercially developed Mediterranean coastal cities. The initial development of commercial stock economy requires enterprises to do a good job in financial management such as fund raising, dividend distribution and equity management. At the beginning of the 20th century, due to the rapid development of joint-stock companies, many companies were faced with the problem of how to raise funds to expand the scale of production and operation and accelerate the development of enterprises. This situation continued until the end of the 20th century. The development of modern western financial management shows different characteristics in different periods. Its development process can basically be divided into the following three main stages:
1. financing and wealth management stage. The great crisis in the 1930s led to an unprecedented increase in the number of bankrupt enterprises, so the focus of enterprise financial management quickly shifted to bankruptcy reorganization and the management of the company's solvency. The main task of financial management is how to raise the funds needed for the establishment and development of the company. The focus of financial management in this period is to deal with the financial relationship between enterprises and external markets.
2. External financial management stage. In the late 1950s, the focus of enterprise financial management began to shift from the outside to the inside, and the decision-making of enterprise financial management became the focus of enterprise management. People apply computers to financial planning of financial analysis and daily management of cash, accounts receivable, inventory and fixed assets, and various measurement models are also widely used. The main driving force leading to this change is the great pressure brought by the fierce market competition after the Second World War on the internal management of enterprises.
3. Investment and financial management stage. In the late 1960s and 1970s, the focus of financial management once again shifted from internal to external, and the optimization of structure and portfolio became the core issue of financial management in this period. However, since the 1980s, inflation and interest rate changes, the rapid development of financial markets, the wide application of computers, fierce market competition, enterprise collectivization and internationalization have brought new challenges to financial management. China's entry into the WTO has a great impact on all aspects of China's social economy. How China enterprises adapt and develop in this ever-changing environment, and how to adjust and change the financial management, which plays an important role in enterprise management, in order to adapt to this situation in the future is a new challenge for financial management.
If we give full play to the role of financial management, in terms of investment income, we will get more income with less risk; In financing decision-making, enterprises should be brave in pioneering and making use of foreign capital reasonably and effectively; In the daily capital operation, it can ensure the timely recovery of sales revenue and the efficient use of fixed assets and current assets of enterprises, thus ensuring the survival and development of enterprises in international competition.
Three, in the face of the new situation, comprehensively strengthen and play the role of financial management.
(A) update the concept of financial management, establish a modern enterprise financial management culture.
Under the modern enterprise system, enterprises should establish a truly independent financial management system that adapts to the market economy. Enterprise managers and ordinary employees should completely update the old financial management concepts and establish new financial concepts under the modern enterprise system according to the development requirements of market economy. Only by renewing the concept of financial management and establishing a modern enterprise financial management culture within the enterprise can employees give full play to their subjective initiative and creativity in their work, find new breakthroughs, expand the survival and development space of modern enterprises, and turn the enterprise into a modern enterprise with strict management, steady operation, strong strength and excellent benefits. The renewal of financial management concept focuses on:
1. Update the concept of basic objectives of financial management. The basic goal of financial management should be "wealth maximization", not "profit maximization". From the perspective of enterprise internal management, the goal of "wealth maximization" can conveniently and reasonably explain the management requirements of modern enterprises for steady operation and profit pursuit, which is conducive to strengthening internal management and performance evaluation. However, the traditional "profit maximization" has some problems, such as failing to effectively consider risks, focusing only on short-term behavior and ignoring long-term development. "Wealth maximization" takes into account the time factor of getting paid, the time value of money and the relationship between risk and reward, overcomes the short-term behavior of enterprises in pursuing profits, and is increasingly recognized by the business community.
2. Integrate "risk" management into modern enterprise financial management. Enterprise financial management should evaluate and estimate all kinds of risks from various professional angles such as financial information and in-depth financial analysis. Through balance sheet management, budget management, risk asset allocation, profit forecast and analysis, performance evaluation and other financial means. To plan and control business activities in advance to safeguard the legitimate rights and interests of modern enterprises.
3. Establish a modern corporate financial management culture of "all-staff financial management". Modern enterprise financial management should adapt to the needs of modern enterprise system, establish an effective modern enterprise financial management culture of "all-staff financial management", make the concept of financial management penetrate into the concept of every employee in all departments and positions, make financial management penetrate into all fields of enterprise management, effectively reduce costs and comprehensively improve the competitiveness of enterprises.
(B) the object of financial management is capital circulation and turnover. Therefore, around the fund management should do:
1. Choose financing channels to reduce the cost of capital. To raise funds, we should not only study the amount and time of funds, but also choose an economical and convenient source of funds. More importantly, we should consider a reasonable capital structure in order to achieve the optimal combination of capital channels and financing methods.
2. Grasp the direction of the use of funds. Financial management should not only provide information for enterprise management, but also participate in enterprise management decision-making by using its own management functions. For example, in the feasibility study of the project, through the analysis and evaluation of different schemes, we can choose a low-risk and high-profit decision-making scheme for the enterprise to ensure the rational and scientific use of funds, improve the utilization rate of funds and ensure the realization of business objectives.
3. Reduce costs and strengthen the recovery of accounts receivable. Accounts receivable remain high. The degree of enterprise risk will be intensified. Only by reducing the cost and strengthening the recovery of accounts receivable can we alleviate the financial shortage of enterprises.
4. Strengthen cash flow management. It is manifested in the meticulous work of enterprises in accounts receivable management, reasonable inventory of raw materials and materials, equipment procurement and management. Therefore, it is necessary to coordinate the liquidity, safety and profitability of funds.
(C) the rationalization of financial management methods and organizational structure is conducive to improving the efficiency and level of financial management.
Under the market economy system, the working mode of enterprise financial management is characterized by modernization and informatization. In the economic environment after China's entry into WTO, capital movement is independent of material movement. Financial management actively leads the reproduction process of enterprises, guides enterprises to produce and provide products and services needed by the market, flexibly makes various profitable investments, and flexibly allocates funds according to market demand to maximize the value-added of enterprises. The traditional setup of accounting integration institutions in China enterprises often leads to the confusion of financial management and accounting responsibilities. In fact, the two are interrelated and have different functions. Therefore, a separate department related to financial management should be set up in the financial department, so as to report all financial information to the competent personnel in time and accurately, improve the efficiency of financial management, and make financial management really run through the whole process of production and operation activities of the whole enterprise.
Four, timely communication of internal information, forming a virtuous circle of financial management.
Many enterprises are independent in organizational structure and function setting, such as production, supply and marketing, finance and so on, and internal information cannot be communicated in time. The financial department is only regarded as a department specializing in the function of "bookkeeping", and can only passively keep accounts and settle accounts, which violates the principle that "financial management is the center of enterprise management" and weakens the competitiveness of modern enterprises. For example, the production management department of an enterprise may produce a large number of products in pursuit of output, resulting in a backlog; The raw material supply department may only purchase high-quality raw materials, thus increasing the product cost (or one-sided emphasis on saving the purchase cost and purchasing in large quantities at one time, resulting in a large amount of capital occupation and increasing the warehouse management cost); The sales department may be complacent because the contract is full, but it does not consider whether it can deliver the goods on time (provide labor services) or recover the payment on time. In this way, it will inevitably bring immeasurable losses to enterprises. For another example, the information of system integrators from software development, hardware delivery, assembly, debugging, trial operation to final acceptance should be fed back to the financial department in time, so that the financial department can make payment and repayment plans according to the actual situation, effectively use funds and determine the financing scale. At the same time, due to the limitation of related expenses during tax verification, it is impossible for tax personnel to observe the progress of the project at the project site, so the tax basis depends entirely on the contract. However, the actual situation is that due to various reasons, the project may not be completed according to the contract, and this information failed to reach the financial department in time, causing the enterprise to pay taxes in advance or overpay, which affected the enterprise's capital turnover. If all departments can exchange information, let financial management penetrate into all fields of production, supply and marketing, and make financial management change from passive coping and mechanical accounting to advanced control and scientific financial management, we can effectively avoid losses and improve the efficiency of capital utilization.
Five, the attention of decision makers and the quality of financial personnel are the guarantee to do a good job in financial work.
The decision-makers of enterprises should actively support and care about financial work, pave the way for financial personnel to display their talents to the maximum extent, and make financial personnel play a role in strengthening enterprise management. Enterprise decision-makers should regularly or irregularly analyze the operation status and capital flow of enterprises, so as to make scientific and reasonable decisions and make enterprises invincible in the fierce market competition. Financial personnel should not only be familiar with accounting business, but also often learn new financial knowledge and technology, understand financial laws and other related knowledge, and realize the standardization, scientification and modernization of accounting work. At the same time, we should strengthen financial supervision, improve our own legal concept, and make the internal financial management of enterprises more institutionalized and standardized. In addition, under the new situation, the environment faced by enterprises is more complicated, and most financial managers of enterprises will not be competent for financial work under the new environment. Talent is the most critical resource. Therefore, it is necessary to carry out targeted training for financial managers. Its main purpose is to improve the ability of enterprise financial managers to adapt to the international financial environment. Through the analysis of financial management activities in all aspects of enterprise operation, it can be said that doing a good job in financial management is the most important thing for enterprises.
[References]
1, Song Xiliang. Some opinions on strengthening the financial supervision mechanism of enterprises. Finance and accounting. Issue 6, 2005.
2, Yang Youhong. Enterprise internal control framework-construction and operation. Zhejiang People's Publishing House. 200 1 1 1 month
3. Eastern Li Xiu. Control method of enterprise financial risk. Finance and accounting. Issue 7, 2005.
4. Ge Jiashu, Du Xingqiang. The Development Trend of Contemporary Financial Accounting, Accounting Newsletter, 2003 (10), p. 5.
5. ginger. Accounting supervision and internal control [M]. Beijing: China Financial and Economic Press, 2002.
6. Deng Chunhua. Financial accounting risk prevention, China Financial and Economic Publishing House, 200 1 edition.
7. Wang Chunfeng. Financial market risk management, Tianjin University Press, 200 1 edition.
8. Wang Weidong. Comprehensive Risk Management of Modern Commercial Banks, China Economic Publishing House, 200 1 edition.
9. Chang Xun. Four difficult problems in financial accounting, China Financial and Economic Publishing House, 2nd edition, June 2005.
10, Operating Guide of Accounting System for Financial Enterprises, Economic Science Press, first edition in March, 2004.
Zhang Junmin 1 1. The target structure and hierarchical design of enterprise internal accounting control [J]. Accounting Research, 2005438+0. (5).
12, Zhang Ming. On the establishment of enterprise internal control system [J]. Business News 2003, (4).
Li Xiaolin, 13. A comparative study of Chinese and foreign accounting history [M]. Shanghai: Science and Technology Literature Publishing House, 1997.
14, Old Qin and Han Dynasties. Cultural environment, accounting personnel, accounting practice and theory [J]. Accounting research, 200 1, (1).
Li Guirong, 15. Rethinking on the Accounting Standards Formulation Model [J]. Productivity Research, 2004, (7).
16, Wei Wenjun, Xia Wenxian. Reflections on the formulation model of accounting standards in China-the enlightenment of American accounting crisis [J]. Business Accounting, 2003, (4).
17, Yang Jinguan, Gao Yonglin. Goal orientation: the best choice of accounting standards [J]. Business Accounting, 2004, (8).
18, Huang Zhongsheng, Chu. Reflections on the formulation mode of accounting standards [J]. Northern Economy and Trade 2004, (7).
19, Wu Shuipeng. Research on China's Accounting Theory [M]. Beijing: China Financial and Economic Press, 2000.