How to manage a branch is usually the operator of the pillar business or core business of the head office, which is a conventional form of decentralized management of enterprises, but this decentralization is not complete and its degree of decentralization is not the same. There are two extreme ways to decentralize the management of branch offices. One is to manage the branch as a workshop, with a low degree of decentralization. The other is to operate the branch independently in the form of a highly decentralized simulated legal person; Between the two, there can be a variety of power and responsibility arrangements between the head office and the branch office. However, regardless of the degree and mode of decentralization, decentralized management must ensure clear and equal rights and responsibilities, and control cannot be weakened by decentralization. At the same time, power and responsibility should be unified to ensure effective constraints and incentives.
The financial right of a branch is to manage assets, and the financial responsibility is to realize profits. After the profits are realized, the benefits of relevant management and production personnel will be realized according to the salary system. The head office arranges the financial responsibility and rights system of branches through authorization control, budget management, accounting and audit supervision.
I. Authorization control
The head office is relatively independent of the operation of branches within a certain scope of authorization, and financial matters outside the scope of authorization should be reported to the head office for approval, forming an authorization control system between the head office and branches.
1, authorized to manage assets.
The authorization of the head office to the asset management of the branch company is the natural authorization to set up the branch company, and its corresponding responsibility is to ensure the safety, integrity and good use of the assets, so as to realize the preservation and appreciation of the assets and create profits through operating the assets. However, this authorization should not be a complete authorization, and the power to dispose of the assets of the branch should be restricted.
2. Capital expenditure authorization
Capital expenditure authorization. This authorization varies according to the degree of decentralization of financial management of the head office. The biggest scope of decentralization is to let the branch operate in the way of simulating a legal person. Under this model, branches can have complete capital expenditure approval authority under normal circumstances. Of course, the funds used by branches under abnormal circumstances or with large amount of funds, such as technical transformation, big contracts, big budget changes, asset disposal, etc. , must be reported to the head office for approval and expenditure.
The minimum scope of dispersing the capital expenditure of branch companies is to let the branch companies operate in the form of workshops. In this mode, the branch is equivalent to a large workshop of the head office, but it is fully authorized in terms of production and technology, and the scope of its capital expenditure approval authority is limited to sporadic small expenditures.
The authorization of the branch's capital expenditure enables the branch to have certain financial control ability, so it is necessary to monitor the branch's financial expenditure. The conventional prior control method is to ask the branch to implement the budget system to make funds? Forget it. Use it again? ; Based on this, the head office can also understand the surplus and deficit of the budget funds of each branch, rationally allocate the funds of each branch, and improve the efficiency of the use of funds. Routine control during and after an event depends on a sound accounting and control system.
Second, the budget management
The head office authorizes its branches to manage their assets, and the corresponding responsibility is to realize profits through operating assets. Therefore, the head office should coordinate with the branch office to determine the profit target before the budget of the fiscal year, so as to quantitatively standardize the power and responsibility arrangement of the head office to the branch office; The branch shall prepare annual and monthly budgets for sales, production, cost, expenses and procurement. Accordingly, all business budgets will be implemented in workshops, teams and even individuals in a centralized way, forming an effective responsibility and rights system at all levels within the branch; Branches then make financial budgets such as capital budget and forecast statements according to the business budget, and the head office can grasp the estimated assets and liabilities, profits and losses of each branch accordingly, so as to balance the budget and allocate funds reasonably.
The core of the budget management system is the system of responsibility and rights, so it is necessary to ensure the effectiveness of the arrangement of responsibility and rights at all levels. At the branch level, the head office checks and evaluates its annual business objectives, and encourages and restricts the overall operation of the branch through a reasonable personnel and salary system; At the workshop level of the branch company, it is the branch company that checks and evaluates its daily financial objectives such as cost control, expenses, material consumption and equipment management. At the same time, it is necessary to formulate a labor and personnel system and an incentive and restraint mechanism at the workshop level that matches the budgetary power and responsibility; Conversely, for the necessary budget control projects, it is necessary to implement them to relevant individuals.
Third, accounting.
Branches shall conduct accounting and control in strict accordance with the prescribed accounting system. There are generally two ways for the head office to conduct accounting on the branch offices, one is centralized in the head office, and the other is decentralized to the branch offices. Centralized method can make the head office grasp all financial information in time, which is convenient for the management of the head office, but it is not conducive to mobilizing the enthusiasm of branches; On the contrary, decentralization has a strong incentive effect, but it makes it impossible for the head office to understand detailed information. If it is completely decentralized (that is, the branch company sets up its own financial department and personnel), it may also increase the audit cost of the head office. Therefore, if decentralized accounting is adopted, the head office should appoint financial accounting personnel to the branches, that is, the accounting business is decentralized and the accounting personnel are centralized. In addition, the establishment of a good computer network financial system will make up for the insufficient understanding of accounting information by scattered accounting companies.
Fourth, audit control.
Establish branch financial audit system and form branch audit control. Audit control of branch companies should include accounting audit and budget audit. Accounting audit mainly checks the accounting and control system, and mainly audits the rationality of the accounting system of the branch company, the integrity and effectiveness of the internal control system, and the authenticity of the accounting statements. This is an audit of the accounting system; Budget audit is a kind of management audit, which examines and evaluates the rationality of the budget preparation summary system, the completeness of the accounting statistics system, and the effectiveness of the budget implementation and assessment system of the branch company.
Verb (abbreviation of verb) conclusion
Establish effective authorization control system, budget management system, accounting control system and audit control system to form an effective branch financial management system.
The four main aspects of this system are interrelated. Authorization system is organizational arrangement, budget management is pre-control, accounting control is during and after the event, and audit control is the inspection and supervision of the whole financial system.
The core of this system is to scientifically arrange the responsibilities and rights step by step, and to ensure that the responsibilities and rights arrangements at all levels are clear and effective. Clarity means that the goal is quantified as much as possible; Effectiveness means equal rights and responsibilities, comprehensive monitoring, and complete incentive and restraint mechanisms.
The financial management system of the head office to the branch office is usually the operator of the pillar business or core business of the head office, which is a conventional form of decentralized management of enterprises, but this decentralization is not complete and its degree of decentralization is not the same. There are two extreme ways to decentralize the management of branch offices. One is to manage the branch as a workshop, with a low degree of decentralization. The other is to operate the branch independently in the form of a highly decentralized simulated legal person; Between the two, there can be a variety of power and responsibility arrangements between the head office and the branch office. However, regardless of the degree and mode of decentralization, decentralized management must ensure clear and equal rights and responsibilities, and control cannot be weakened by decentralization. At the same time, power and responsibility should be unified to ensure effective constraints and incentives.
The financial right of a branch is to manage assets, and the financial responsibility is to realize profits. After the profits are realized, the benefits of relevant management and production personnel will be realized according to the salary system. The head office arranges the financial responsibility and rights system of branches through authorization control, budget management, accounting and audit supervision.
I. Authorization management control
The head office is relatively independent of the operation of branches within a certain scope of authorization, and financial matters outside the scope of authorization should be reported to the head office for approval, forming an authorization control system between the head office and branches.
1, authorized to manage assets.
The authorization of the head office to the asset management of the branch company is the natural authorization to set up the branch company, and its corresponding responsibility is to ensure the safety, integrity and good use of the assets, so as to realize the preservation and appreciation of the assets and create profits through operating the assets. However, this authorization should not be a complete authorization, and the power to dispose of the assets of the branch should be restricted.
2. Capital expenditure management authorization
Capital expenditure authorization. This authorization varies according to the degree of decentralization of financial management of the head office. The biggest scope of decentralization is to let the branches operate in the way of simulating legal persons. Under this model, branches can have complete capital expenditure approval authority under normal circumstances. Of course, the funds used by branches under abnormal circumstances or with large amount of funds, such as technical transformation, big contracts, big budget changes, asset disposal, etc. , must be reported to the head office for approval and expenditure.
The minimum scope of dispersing the capital expenditure of branch companies is to let the branch companies operate in the form of workshops. In this mode, the branch is equivalent to a large workshop of the head office, but it is fully authorized in terms of production and technology, and the scope of its capital expenditure approval authority is limited to sporadic small expenditures.
The authorization of the branch's capital expenditure enables the branch to have certain financial control ability, so it is necessary to monitor the branch's financial expenditure. The conventional prior control method is to ask the branch to implement the budget system to make funds? Forget it. Use it again? ; Based on this, the head office can also understand the surplus and deficit of the budget funds of each branch, rationally allocate the funds of each branch, and improve the efficiency of the use of funds. Routine control during and after an event depends on a sound accounting and control system.
Second, the budget management
The head office authorizes its branches to manage their assets, and the corresponding responsibility is to realize profits through operating assets. Therefore, the head office should coordinate with the branch office to determine the profit target before the budget of the fiscal year, so as to quantitatively standardize the power and responsibility arrangement of the head office to the branch office; The branch shall prepare annual and monthly budgets for sales, production, cost, expenses and procurement. Accordingly, all business budgets will be implemented in workshops, teams and even individuals in a centralized way, forming an effective responsibility and rights system at all levels within the branch; Branches then make financial budgets such as capital budget and forecast statements according to the business budget, and the head office can grasp the estimated assets and liabilities, profits and losses of each branch accordingly, so as to balance the budget and allocate funds reasonably.
The core of the budget management system is the system of responsibility and rights, so it is necessary to ensure the effectiveness of the arrangement of responsibility and rights at all levels. At the branch level, the head office checks and evaluates its annual business objectives, and encourages and restricts the overall operation of the branch through a reasonable personnel and salary system; At the workshop level of the branch company, it is the branch company that checks and evaluates its daily financial objectives such as cost control, expenses, material consumption and equipment management. At the same time, it is necessary to formulate a labor and personnel system and an incentive and restraint mechanism at the workshop level that matches the budgetary power and responsibility; Conversely, for the necessary budget control projects, it is necessary to implement them to relevant individuals.
Third, accounting management.
Branches shall conduct accounting and control in strict accordance with the prescribed accounting system. There are generally two ways for the head office to conduct accounting on the branch offices, one is centralized in the head office, and the other is decentralized to the branch offices. Centralized method can make the head office grasp all financial information in time, which is convenient for the management of the head office, but it is not conducive to mobilizing the enthusiasm of branches; On the contrary, decentralization has a strong incentive effect, but it makes it impossible for the head office to understand detailed information. If it is completely decentralized (that is, the branch company sets up its own financial department and personnel), it may also increase the audit cost of the head office. Therefore, if decentralized accounting is adopted, the head office should appoint financial accounting personnel to the branches, that is, the accounting business is decentralized and the accounting personnel are centralized. In addition, the establishment of a good computer network financial system will make up for the insufficient understanding of accounting information by scattered accounting companies.
Fourth, audit control.
Establish branch financial audit system and form branch audit control. Audit control of branch companies should include accounting audit and budget audit. Accounting audit mainly checks the accounting and control system, and mainly audits the rationality of the accounting system of the branch company, the integrity and effectiveness of the internal control system, and the authenticity of the accounting statements. This is an audit of the accounting system; Budget audit is a kind of management audit, which examines and evaluates the rationality of the budget preparation summary system, the completeness of the accounting statistics system, and the effectiveness of the budget implementation and assessment system of the branch company.
Verb (abbreviation of verb) conclusion
Establish effective authorization control system, budget management system, accounting control system and audit control system to form an effective branch financial management system.