While controlling intangible capital, state-owned enterprises should also control tangible capital and improve the level of internal accounting control. So, how do enterprises carry out financial management under the new situation?

First, the characteristics of financial management of state-owned enterprises under the new situation

(a) Towards diversified and integrated financial management.

At present, financial management involves more and more fields and occupies an increasingly important position in enterprises, which makes financial management penetrate into all aspects of enterprise management. The purpose of financial management of state-owned enterprises is to expect to get the maximum value with the least material and human input, so as to realize the appreciation of capital and meet the needs of enterprise development. Although financial management has certain independence, with the expansion of state-owned enterprises, it is necessary to develop financial management in a diversified and comprehensive way and improve its efficiency.

(2) Financial management is closely related to all aspects of enterprise management.

In state-owned enterprises, everything related to capital is inseparable from financial management, so financial management is closely related to all aspects of enterprise management. In state-owned enterprises, everything from the formulation of enterprise investment plans to the salary of each employee is related to financial management. Therefore, financial management involves all aspects of enterprise management and determines the enthusiasm of employees to a certain extent. Under the new situation, financial management should be oriented not only to decision-making departments, but also to employees to ensure the profits of enterprises.

(3) Financial changes can show the operating conditions of state-owned enterprises.

The change of financial data can show the advantages and disadvantages of enterprise development plan to a certain extent, reflect the sales situation of products, and also reflect the business situation of enterprises. If the product sales increase in a short period of time, the promotion plan formulated on behalf of the enterprise is effective and the sales channels are good; If the sales volume of products keeps growing for a long time, it shows that the quality of products is excellent, consumers are more recognized for products, and the corresponding capital flow speed of enterprises will also be accelerated to meet the demand for liquidity in the development of state-owned enterprises.

Second, the financial management of state-owned enterprises under the new situation is facing challenges

(A) unreasonable allocation of financial resources

At present, the allocation of financial resources of state-owned enterprises is bound by the property right system, which makes the allocation of financial resources unable to achieve equalization and fairness, intensifies the conflict of interests among shareholders, professional managers and employees, and slows down the development of state-owned enterprises. As the foundation of the economic system, property rights have always restricted the development of enterprises, and because of this, property rights restrict the financial management behavior of state-owned enterprises. With the exposure of the disadvantages of family business, scholars advocate the separation of management rights and management rights. With the improvement of management level, more and more enterprises have realized the separation of the two rights, but the separation of the two rights has not promoted the development of enterprises. People have subjective initiative, and it is not the differentiation of the two rights that can promote the development of enterprises. The main force of enterprise development today is employees, and the promotion of human resources to enterprise development can not be ignored. Under the new situation, people imitate the experience of western developed countries and adopt advanced methods to plan the distribution structure of state-owned enterprises. Specifically, the original resource allocation structure based on material resources such as factories and machines has been transformed into a resource allocation structure based on knowledge and scientific and technological level. However, in the process of resource allocation structure transformation, employees' salary is not determined according to their knowledge level, but by adopting traditional resource allocation methods, which reduces the fairness of resource allocation and causes unnecessary conflicts of interest.

(B) the content of financial management can not meet

In the past, state-owned enterprises relied on tangible assets, such as machines and factories, to achieve economic growth. Under the new situation, state-owned enterprises need not only tangible assets, but also intangible assets, such as patents, trademarks and human resources. And with the advent of the era of science and technology, the share of intangible assets has gradually increased, which can effectively promote the development of state-owned enterprises. At present, the content of financial management is aimed at tangible assets, and there are few management theories about intangible assets, which limits the development of state-owned enterprises. In addition, with the expansion of state-owned enterprises and the intensification of external competition, the traditional management theory can no longer meet the investment needs of state-owned enterprises, limiting the development speed of state-owned enterprises. In addition, some state-owned enterprises do not attach importance to intangible capital and ignore its value, which makes them unable to have core competitiveness.

(C) the financial institutions are not perfect.

And the low quality of financial personnel. Restricted by the traditional management concept, state-owned enterprises allocate their financial institutions with public ownership as the main body, which reduces the efficiency of financial management. In the new form, financial institutions need to develop in flexible and diverse directions in order to deal with the business activities of enterprises quickly. The level of financial management in state-owned enterprises directly depends on the professional quality of financial managers, and only high-quality financial personnel can meet the needs of the development of state-owned enterprises. But at present, the quality of some financial personnel is not high, so they can't observe the situation reflected by financial data keenly. They only passively complete the tasks entrusted by their superiors and cannot achieve the real purpose of financial management. In addition, the comprehensive quality of financial personnel is not high, they can't put forward solutions to existing problems, and they lack certain innovative consciousness and ability, which makes the financial management of enterprises a mere formality and loses the significance of establishing financial management.

Third, the new situation of state-owned enterprise financial management innovation path

(A) to strengthen the awareness of financial management

Under the new situation of improving financial management institutions, state-owned enterprises are facing many challenges in the process of development, and the existence of these challenges is directly related to the survival and development of enterprises. Therefore, enterprises should pay close attention to all aspects of enterprise management, especially financial management, and strive to improve the level of financial management. First of all, the operators of state-owned enterprises should fully realize the importance of financial management, strengthen the awareness of financial management of enterprise employees, and avoid financial management becoming a mere formality, so as to play its due role. The decision-makers of state-owned enterprises should constantly improve their knowledge level, understand and manage well, learn some necessary legal knowledge, maintain normal capital circulation, and realize the healthy development of enterprises. In addition, on the basis of existing financial management institutions, we should further improve the flexibility of financial management institutions, establish different and targeted financial management mechanisms according to the types of state-owned enterprises, and give full play to the guiding role of financial management for employees.

(2) Strengthen training and assessment.

The implementation of any method to improve the quality of financial personnel is inseparable from assessment. Only by establishing a perfect assessment system can we give full play to the role of financial management. Assessment can supervise financial management, make financial management develop in a standardized and reasonable direction, ensure the accuracy and timeliness of financial statements, and reduce the decision-making risk of enterprises. Therefore, training and assessment should be strengthened to improve the quality of financial personnel. First of all, we should fully understand the comprehensive quality of financial personnel, understand the strength of professional skills, formulate training programs, and improve the comprehensive level of financial personnel in a targeted manner. Different from other employees of state-owned enterprises, financial personnel should handle every detail with a serious and dedicated attitude, and should not be careless, leading to bad phenomena. In addition, to popularize the necessary knowledge of economic management to financial personnel, such as auditing and criminal law, we should also learn some psychology to adjust our mentality. State-owned enterprises should record the training results of each financial personnel in detail. Only excellent financial personnel can stay in their posts, and employees who do not meet the requirements can be retrained or transferred.

(3) Strengthen the informationization and accuracy of financial information management.

With the rapid development of science and technology, the financial management efficiency of state-owned enterprises has been greatly improved. Therefore, state-owned enterprises should make full use of information technology to strengthen the informationization and accuracy of financial information management. State-owned enterprises can establish an internal unified platform, complete the informationization of financial management, disclose the current situation of enterprise management on the information platform, release the flow of enterprise funds, accept the supervision of employees, effectively avoid decision-making risks and improve the enthusiasm of employees to participate in enterprise decision-making. In addition, financial information is presented in digital form, and the position of decimal point is related to the size of numerical value and the direction of enterprise decision-making. Therefore, financial management should develop in an accurate direction and handle every link of financial information well. The good operation of state-owned enterprises depends on information flow, logistics and other forms. Mistakes in any link will lead to fatal losses. Therefore, financial personnel should devote themselves to the process of financial information processing, avoid mistakes, do a good job in cost management and budget management, and improve the accuracy of financial data processing.

(4) Continuously optimize the capital structure.

At present, the competition between enterprises is the competition of intangible capital, in the final analysis, the competition of knowledge capital, so state-owned enterprises should constantly optimize their capital structure and improve their financial management level. In the process of optimizing the capital structure, we should do the following three things: first, determine the proportion of tangible capital and intangible capital in the capital structure. Different types of enterprises should clarify the proportion of the two according to the different types of industries involved. Second, in tangible capital, the relationship between internal proportion and level should be clarified to improve the speed of capital turnover. Third, to improve the efficiency of enterprise knowledge utilization, state-owned enterprises should not only have knowledge capital, but also plan the use of knowledge capital, improve the utilization efficiency of knowledge capital, handle the ratio of income and risk well, and realize the rapid development of state-owned enterprises.

(5) Strengthen cost management.

In financial management, we should constantly strengthen and improve the cost management, reduce the operating costs of enterprises and increase the income space of state-owned enterprises. State-owned enterprises should determine their own cost calculation and statistical methods according to their operating conditions, conduct cost accounting once a month, understand the expenses of enterprises, and reduce unnecessary money investment. At present, some state-owned enterprises do not attach importance to cost management, but blindly demand to improve corporate profits, do not try their best to save costs and reduce capital investment. In the process of cost management, state-owned enterprises should record the consumption and sales of each product in detail, calculate the profits of different commodities, and provide reference for the development and decision-making of state-owned enterprises. At the same time, record the introduction and wear of equipment, reduce consumption as much as possible and increase income.

(six) to strengthen the level of internal accounting control

While controlling intangible capital, state-owned enterprises should also control tangible capital and improve the level of internal accounting control. First of all, we should establish a perfect approver system, realize the management of tangible capital by approvers, and record the use, consumption and transaction of tangible capital in detail. In addition, the use and wear of the machine should be recorded. In addition, a fixed maintenance management system is established to record the maintenance, use and operation of tangible capital. Finally, establish an asset disposal system, define the standards of scrapped machines and factories, and realize the control of tangible capital.

(7) State-owned enterprises that regulate budget control.

In the process of strengthening cost management, we should also improve the level of budget management and improve the effectiveness of decision-making. Budget control work includes prior investigation and analysis, evidence collection, and determination of relevant budgets. All these work should be based on theory and facts, and the budget should not be exaggerated or reduced. We must maintain a fair attitude and determine the budget of the project. In order to improve the accuracy of the budget, it is necessary to establish a corresponding supervision system, allowing the budget to deviate, but the deviation should not be too large. If the budget is not within the allowable range, financial personnel should give some warning to improve the efficiency of budget control.

Four. Concluding remarks

The good development of state-owned enterprises can not be separated from financial management. Only by constantly improving the level of financial management can we promote the sustained and healthy development of state-owned enterprises. This paper puts forward measures to improve the level of financial management from seven angles, which provides theoretical reference for relevant managers to carry out financial management.

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