Model essay on financial management of small and medium-sized enterprises 1: Problems and countermeasures in financial management of small and medium-sized enterprises Abstract: Small and medium-sized enterprises are the core of national economic development. So far, the small and medium-sized enterprises in China have made great progress and made inestimable contributions to the economic growth of China. However, due to a large number of internal and external factors, the financial management of small and medium-sized enterprises is also contrary to their development, which leads to their economic development being blocked. Therefore, people pay more and more attention to the financial management of small and medium-sized enterprises. This paper analyzes the problems existing in the financial management of small and medium-sized enterprises, and puts forward relevant countermeasures to solve the problems.
Keywords: small and medium-sized enterprises; Financial management; Problems; Countermeasures
1 The position and role of the development of small and medium-sized enterprises in China's economy today.
In today's increasingly globalized economy, small and medium-sized enterprises play an important role in national economic development and have become a worldwide development phenomenon. After years of development, China's small and medium-sized enterprises have made remarkable achievements. According to statistics, the GDP of industrial enterprises in China increased from 65438 to 0998, with an increase of 18%, among which the growth rate of large enterprises was 5%-8%, while the growth rate of small and medium-sized enterprises exceeded 30%. It can be seen that the development speed of small and medium-sized enterprises in China exceeds that of large enterprises to some extent in the national economic growth. At the same time, the rapid development of small and medium-sized enterprises will stimulate market competition and thus promote economic growth in an all-round way. In addition, small and medium-sized enterprises are more labor-intensive industries than large enterprises. Therefore, small and medium-sized enterprises have played an important role in alleviating employment pressure and become the backbone of China's stable economic growth.
2 problems in financial management of SMEs
(A) financing difficulties, lack of funds
First of all, effective capital turnover is a necessary condition for the economic development of enterprises. Small and medium-sized enterprises need more funds to coordinate the operation of enterprises because of their small scale and insufficient technical level, and need to solve the problem of capital shortage through financing means. However, there is great resistance in the process of enterprise financing. On the one hand, the conditions of small and medium-sized enterprises are not enough to meet the conditions of investors; On the other hand, small and medium-sized enterprises lack their own funds, which leads to their low credit rating and makes it difficult to reach the loan level easily. In the end, due to the shortage of funds, small and medium-sized enterprises can not solve the problem of funds in their sustainable development in time and effectively, thus restricting the effective development of small and medium-sized enterprises.
(2) The enterprise is small in scale and poor in strength.
Small and medium-sized enterprises operate on a small scale, so the division of labor among various departments of enterprises is not very clear. Enterprises will also choose whether to set up a financial department according to the actual situation. For enterprises without financial departments, there will be unpredictable problems in their financial management. For example, poor management of cash and other assets by enterprises will lead to difficulties in capital turnover, hinder the development of enterprises, and even cause credit problems of enterprises.
(C) outdated financial management concepts, weak financial control
Managers of small and medium-sized enterprises have outdated financial concepts, and more people who are related by relatives or blood are appointed as financial personnel. Or blindly pursue the maximization of economic benefits, while ignoring issues such as cost management and capital circulation. Therefore, there is no sound and effective financial management mechanism, and the internal control of enterprises lacks binding force and mutual restriction. Often lead to financial information distortion, account confusion, inflated income, corporate capital transfer, tax evasion and other financial management loopholes.
(D) The two rights are not separated, and the management level is insufficient.
Due to the small scale of operation, small and medium-sized enterprises often adopt a highly unified management model of ownership and management rights. So it has a lot of negative effects. Especially in some individual enterprises and private enterprises, the phenomenon of family management is serious, which makes the financial accounting of enterprises imperfect. At the same time, the internal control system of enterprises is not perfect, and it is difficult to ensure the independence of internal audit of enterprises. This provides conditions for the financial management loopholes of small and medium-sized enterprises.
(E) The low level of informatization restricts the level of development.
Small and medium-sized enterprises have some shortcomings, such as small scale of operation, lack of funds and weak management level, which will further restrict the informatization development of small and medium-sized enterprises. Nowadays, the development of accounting informatization has become the trend of global economic development. Therefore, the low degree of accounting informatization of small and medium-sized enterprises has also become one of the factors restricting their development. The informatization construction of small and medium-sized enterprises is in the primary or even primary stage, which makes the efficiency of enterprise financial management not effectively improved, which not only increases the work intensity of financial personnel, but also increases the cost of enterprise financial management, thus reducing the operating profit of enterprises.
3 to solve the financial management problems of SMEs related countermeasures
(A) improve the management model
Correct and suitable financial management concept is one of the important conditions for enterprises to obtain economic benefits effectively. Therefore, small and medium-sized enterprises are required to change from outdated concepts to innovative and appropriate financial concepts. First of all, establish and improve the financial management department to effectively manage a series of financial activities such as enterprise financing, investment, operation and distribution. Secondly, we should meet the needs of economic development, constantly innovate the objectives of financial management, diversify the objectives, and then pursue the maximization of enterprise value. Finally, we must realize the fairness of financial distribution. While encouraging enterprise members to work for the enterprise, sharing the workload of members has become a great help to speed up the recovery of economic benefits.
(B) improve the information construction
For small and medium-sized enterprises, improving the management efficiency and innovation ability of enterprises through information construction is one of the good strategies to deal with the financial management crisis. Select financial software suitable for small and medium-sized enterprises in the market, standardize and rationally use information management, and speed up the informatization process of financial management. Under the perfect information structure, enterprises have the motivation and goal of development, which makes the direction of economic development more clear.
(C) to strengthen the training of professional financial personnel
On the basis of improving the management mode, we should set out from the enterprise itself and establish a team of financial personnel in line with each enterprise itself in time. Under the sound management mode, the reward and punishment system and assessment system of financial personnel are formulated to standardize team management. More importantly, it is necessary to provide sufficient construction costs and improve the professional quality and skills of enterprise financial personnel. Using professional financial personnel to manage corporate finance will significantly improve the financial management level of small and medium-sized enterprises.
(4) Establish financing institutions and expand financing channels.
The financing demand of small and medium-sized enterprises is one of the important conditions for the development of enterprises. First of all, relevant departments should actively provide financing measures to adapt to the development of small and medium-sized enterprises, speed up the establishment of financing guarantee institutions for small and medium-sized enterprises, provide effective conditions for financing, and increase support for the development of small and medium-sized enterprises. Secondly, small and medium-sized enterprises should plan multi-directional financing channels from the perspective of perfecting themselves to reduce the capital risk caused by insufficient financing.
References:
[1] Jia. On the financial management of small and medium-sized enterprises facing difficulties and countermeasures [J]. China Electronic Commerce, 20 10(5).
[2] Jiang. Countermeasures to improve the financial management of small and medium-sized enterprises [J]. Private Science and Technology, 20 10(6).
Abstract: To sum up, this paper analyzes the principles that should be followed in the construction of financial management system for small and medium-sized enterprises in China, and on this basis, discusses the measures to strengthen the construction of financial management system for small and medium-sized enterprises in China. In short, small and medium-sized enterprises must combine the development direction of market economy, constantly improve the financial management system and promote the healthy development of enterprises.
Keywords: small and medium-sized enterprises; Financial management; build
First, the principles to be followed in the construction of financial management system for small and medium-sized enterprises
According to the above analysis of the current situation and main problems of financial management of small and medium-sized enterprises in China, combined with the current development direction of market economy. The construction of financial management system should follow the principles of integrity, flexibility, proportionality and optimization, and on this basis, effectively play the role of enterprise financial management system.
1. Integrity principle
For the financial management of small and medium-sized enterprises, there are many links from raising funds to recovering monetary funds. Moreover, the above links interact and are interrelated, which is holistic. At the same time, small and medium-sized enterprises have the characteristics of rapid capital flow. In the construction of financial management system, we should start from the internal and external links of financial management and attach importance to the unity and coordination among all components. For example, to implement decentralized management in financial management, it is necessary to coordinate the interests of various responsible departments and promote the optimization of overall benefits.
2. The principle of flexibility
The principle of flexibility emphasizes the balance between admission and treatment, and it is best to achieve a slight balance. Because any decision has certain uncertainties and risks. In this regard, the construction of financial management system should ensure reasonable flexibility. Of course, this flexible scope is influenced by the enterprise environment, decision-making reliability and other factors, and it also requires small and medium-sized enterprises to scientifically evaluate the financial risks they face, thus improving the certainty of the financial management system.
3. Principle of proportionality
Financial management should not only plan and control the absolute amount of funds, but also use the proportional relationship of various factors to find problems in management and take corresponding countermeasures to rationalize the proportion. For example, the debt ratio and current ratio often encountered in financial management. In financial management, it is necessary to conduct ratio analysis to keep various proportional relationships reasonable, so as to ensure the stability and rationality of enterprise capital structure.
4. Optimization principle
Generally speaking, the optimal principle includes three aspects: first, the optimal choice among multiple schemes, that is, choosing the optimal solution in the construction of financial management system; The second is to determine the optimal total amount, such as the ideal cash amount and the total amount of corporate financing; Finally, determine the optimal proportional relationship, including profit distribution ratio and capital structure ratio.
Second, measures to strengthen the construction of financial management system for SMEs
1. Optimize the financial management environment
For the construction of financial management system of small and medium-sized enterprises, we must build a good financial management environment to ensure the quality of financial management. To this end, the first thing is to master the external financial management environment of enterprises. Enterprise financial personnel should clearly understand the factors that affect financial management, such as politics, economy, legal system and market conditions. , and comprehensively analyze and study the collected relevant information. Secondly, SMEs should improve the management's understanding of financial management and enhance the importance of financial management. In addition, enterprises should ensure the independence of financial management and the effective implementation of audit and financial supervision, so as to provide true and complete financial information for enterprise management and promote the scientific and reasonable decision-making of enterprises.
2. Improve the quality of financial personnel
Financial personnel are the main body of enterprise financial management and the executors of financial management system. As long as the professional quality of financial personnel is fully improved and their sense of responsibility is enhanced, the quality of enterprise financial management can be continuously improved. In this regard, enterprises need to strengthen the training and education of financial personnel, especially pay attention to on-the-job training, so that financial personnel can understand their own characteristics, grasp the key points and difficulties of enterprise financial work, and then carry out appropriate training according to their respective post needs. At the same time, SMEs need to increase the introduction of high-quality talents and strictly control the employment of financial personnel. In addition, by constructing a scientific incentive and restraint system, the enthusiasm and initiative of financial personnel can be enhanced, especially the professional ethics awareness of financial personnel can be cultivated, and the deficiencies in the financial management system can be improved through high-quality financial personnel, thus improving the quality of financial management.
3. Improve the financial management system and clarify the responsibilities and authority of financial management.
Combined with the actual situation of a state-owned small and medium-sized enterprise, the basic tasks of corporate financial management include: strengthening corporate financial management, establishing and improving financial supervision mechanism, standardizing corporate financial behavior, improving financial operation efficiency, clarifying the financial management responsibilities of parent and subsidiary companies, effectively utilizing resources, and striving to improve economic benefits with the goal of maximizing corporate benefits and improving corporate management level. Secondly, in the construction of financial management system, the company's financial management system implements unified management and hierarchical responsibility system. Units at all levels shall independently engage in business activities, pay taxes independently, standardize accounting, strengthen financial management, independently assume civil and economic responsibilities, operate independently, be responsible for their own profits and losses, ensure that the rights and interests of investors and creditors are not infringed, and ensure the preservation and appreciation of state-owned assets. In addition, the responsibilities of the financial department include the following aspects: First, the responsibilities of accounting. Follow the principle of accounting, conduct real, accurate, complete and timely accounting of the daily operating income and expenditure of the enterprise, prepare the budget of funds, costs, expenses and profits, and prepare monthly and annual financial reports to reflect the financial status and operating results of the enterprise. The second is the responsibility of financial supervision. Standardize the daily financial revenue and expenditure behavior of enterprises, supervise the daily financial revenue and expenditure activities of enterprises, and eliminate and correct financial matters that violate the rules and regulations in enterprise operations. If any violation of discipline or even violation of law is found in the operation of the enterprise, it shall be reported to the person in charge of the unit immediately. The third is the responsibility of participating in management. Participate in the business management and major business decisions of enterprises. In accordance with the relevant provisions and combined with the actual situation of enterprises, formulate and improve the internal control system and financial management system, effectively reduce and control the cost increase. The fourth is the responsibility of financial information management. Use accounting information to analyze, predict, control, evaluate and check the company's financial situation and operating results, reveal the problems existing in management, and put forward measures and suggestions to increase income and reduce expenses in time.
Third, the conclusion
To sum up, in view of the present situation of financial management of small and medium-sized enterprises in China, this paper analyzes the principles that should be followed in the construction of financial management system of small and medium-sized enterprises, and on this basis, discusses the measures to strengthen the construction of financial management system of small and medium-sized enterprises in China. In short, small and medium-sized enterprises must combine the development direction of market economy, constantly improve the financial management system and promote the healthy development of enterprises.
refer to
1, problems and solutions in financial management of small and medium-sized enterprises in Wang Ge; Heilongjiang foreign trade 20 1 1-05-25