(A) information-based financial management
1. The concept of information-based financial management
Information-based financial management, also known as network financial management, is an activity that enterprises process, predict, analyze and judge enterprise financial information in real time by means of modern computer technology and information processing technology, with financial management mode as the basic method and data provided by accounting information system and other enterprise management systems as the main basis. Its essence is to fully realize the digitalization and networking of financial and business processes, generate new financial information resources through the networking of various information systems, and manage and operate the logistics, capital flow and information flow of enterprises in an integrated way, thus improving the overall decision-making ability and competitiveness of enterprises.
2. Financial business integrated information processing system
Financial business integrated information processing system, also known as financial management information system, is a kind of enterprise information financial management tool widely used in modern enterprises. The software can be used across departments to realize the integrated management of sales and warehousing business and finance, so that the information of various economic activities of enterprises can be fully enjoyed and the phenomenon of "isolated islands" of information can be eliminated. The financial business integrated information processing system integrates financial management functions such as fixed assets management, procurement management, sales management and inventory management, and includes cost control, human resource management and other parts. Therefore, the system can play an important role in strengthening capital control in procurement, reducing inventory, strengthening enterprise accounts receivable management, reducing bad debt losses, strengthening budget control and strengthening enterprise asset management.
(2) Enterprise resource planning system
1. The concept of enterprise resource planning system
Enterprise resource planning (ERP) is an enterprise information management tool widely used by modern enterprises. With this method, an enterprise management information system with information integration across regions, departments and even companies can be realized. Based on business processes, it comprehensively integrates human, financial and material resources of enterprises. The system has three main functions: financial management, logistics management and human resource management. On the premise of optimizing enterprise resource allocation, it integrates all major business activities within the enterprise, including financial accounting, management accounting, production planning management, material management, sales and distribution, etc. In order to achieve the purpose of efficient operation. In essence, it is a highly integrated and standardized enterprise management system.
2. The relationship between enterprise resource planning system and financial management
Financial information system has always been the focus of enterprises when implementing ERP, and financial management is the core module and important function of ERP. At present, ERP system has absorbed the financial management practice of international advanced enterprises, and the financial system is not only fully integrated in each module, but also seamlessly integrated with supply chain and manufacturing system, thus improving the financial management process. The financial management module has completed the transformation from post-job financial information reflection to financial information processing to multi-level and overall financial management support. It emphasizes the collection, analysis and control of business process-oriented financial information, supports network-based financial information processing and global operation of enterprises, and provides financial management information in an all-round way to serve the management at all levels such as strategic decision-making and business operation.
(C) financial early warning and early warning mechanism
1. The meaning of financial early warning
Under the condition of market economy system, enterprises are prone to financial crisis in production and operation, that is, they are unable to pay due debts or expenses, which leads to operational difficulties and even bankruptcy. Financial early warning is a process that uses various financial indicators to measure the degree to which the financial situation of an enterprise deviates from the normal operation track of the enterprise, and sends out financial early warning signals when the deviation is large.
2. Financial early warning mechanism
The financial early warning mechanism is that enterprises choose key financial indicators to monitor, determine the early warning standard of financial crisis, monitor and discover whether financial crisis occurs, so as to warn relevant managers, who will analyze the causes of financial crisis and potential problems in the financial operation of enterprises, and put forward institutional arrangements for preventive measures. In the face of fierce market competition, enterprises should have a sense of crisis, establish a financial early warning mechanism and take timely measures to resolve the financial crisis.
Financial evaluation
1. The concept of financial evaluation
The competent financial organ shall establish and improve the enterprise financial evaluation system according to the General Principles of Enterprise Finance, and require the competent financial organ to establish a scientific and reasonable enterprise financial evaluation system to objectively and fairly reflect the enterprise's operating conditions and social contributions. The financial goal of modern enterprises is to maximize enterprise value, which does not mean to maximize enterprise profit. Financial evaluation refers to the quantitative and qualitative evaluation of the process and achievements of enterprise financial management by the competent financial organ with certain methods, so as to analyze and judge the management status of the enterprise.
2. The significance of financial evaluation
(1) provides a basis for macro decision-making. The establishment of enterprise financial evaluation system is not only the need of enterprise micro management, but also the need of financial macro management. For the government and its related departments, the correct economic decision-making of the government and its related departments is based on the grasp of macroeconomic operation. Microeconomic operation is the foundation of macroeconomic operation. The evaluation and analysis of enterprise finance truly reflects the operation of microeconomics, thus providing a guarantee for the scientific and economic decision-making of the government and its relevant departments.
(2) To enable investors to have a more comprehensive understanding of the operation of the enterprise. According to the results of financial evaluation, investors can have a more comprehensive and systematic understanding of the operating conditions of enterprises. At the same time, according to the financial evaluation results of the financial department, establish incentives and constraints for operators. The financial evaluation results of the financial authorities also provide a basis for potential investors to make reasonable investments, which is conducive to the effective allocation of social resources.
(3) Provide comprehensive information for creditors' loan decision. What creditors are most concerned about is the ability of enterprises to repay the principal and interest on time. The financial information of an enterprise only reflects the solvency and operating conditions of the enterprise. Through the evaluation results of the financial department in charge of the enterprise, creditors can clearly understand the operating conditions, debt service ability and credit level of the enterprise, which provides sufficient information for creditors' loan decision-making, which is conducive to reducing credit risk and avoiding greater losses.
(E) Evaluation of the effectiveness of enterprise internal control
1. The concept of effectiveness evaluation of enterprise internal control
The effectiveness evaluation of enterprise internal control refers to the evaluation and analysis of enterprise internal financial control by the competent financial organ using certain evaluation standards and methods to judge its effectiveness. In view of the fact that the internal financial control of enterprises in China is not perfect, the competent financial organ should evaluate the legitimacy, soundness and effectiveness of the internal financial control system of enterprises and announce it to the public, so as to guide and urge enterprises to establish and improve the internal financial control system.
2. The necessity of evaluating the effectiveness of enterprise internal control
(1) is beneficial for enterprises to establish and improve their internal financial systems. The internal financial control system is the guarantee for enterprises to independently carry out financial activities, and the establishment of an effective internal financial control system is the cornerstone for the survival and development of enterprises. Implementing the effectiveness evaluation of enterprise internal financial control is conducive to establishing and perfecting the enterprise internal financial control system and ensuring the implementation and control of the financial system.
(2) Enterprise internal control is the basis for ensuring the competent financial department to perform enterprise management functions and establish a good socialist market economic order, but the management, supervision and control of the government and its functional departments are also indispensable. For enterprises, government supervision is particularly important. In a sense, enterprise internal control is an integral part of national macro-control. The government should take the law as a means to strengthen macro-control, combat and curb economic crimes, and promote the healthy development of the socialist market economy. Internal supervision and inspection is to ensure the integrity and appreciation of state-owned assets, and then strengthen internal control and improve the management level and competitiveness of enterprises.
(3) Prevention and control of violations of laws and regulations Internal financial control can evaluate and improve the effectiveness of risk management and control through systematic and standardized methods. Effective internal audit can give full play to the powerful supervision function, check the management control effect of the company, verify whether the management and financial leaders of the enterprise effectively perform the functions of entrusted economic responsibility, evaluate the authenticity and integrity of financial information, and evaluate whether the internal control system is designed and operated well, thus helping the organization achieve its goals. Effective internal control can greatly enhance the binding force of the company, especially in the prevention, inspection and reporting of fraud, which will play a more important role than social audit, find signs of fraud and ensure the realization of the overall interests of the company.
3. The principle of evaluating the effectiveness of enterprise internal control
(1) purpose principle
The fundamental purpose of implementing internal control in enterprises is to ensure that the objectives of enterprises can be realized. As a financial management function, financial control must have a clear purpose, serve the overall goal of the enterprise, and formulate and strictly implement scientific and reasonable business processes and rules and regulations. Scientific business process requires that every business should go through established steps, and each step needs to go through certain procedures to ensure that these business activities achieve the expected purpose.
(2) the principle of objectivity
Rules and regulations are the code of conduct for various production and business activities, the basis and standard for enterprises to carry out various production and business activities, and the basis for implementing internal control. Therefore, enterprises should scientifically design and strictly abide by various business processes according to their own business characteristics, organizational structure and post settings, prevent business activities from making mistakes, ensure their efficient completion, and let employees in various positions clearly know what to do and how to do it, what not to do and what not to do.
(3) the principle of economy
The means of enterprise internal control must be necessary, not redundant. Enterprises formulate internal control system in order to obtain higher benefits from strengthened internal control. Therefore, the value obtained by the enterprise in formulating the internal control system should be greater than the required expenses.
(4) the principle of sufficiency
The timeliness of enterprise internal control means that the operators can timely understand the whole enterprise, the ins and outs of operation, the operation of funds and the operating results with the help of the functions of accounting and auditing departments, and timely evaluate and standardize their own business activities. Through timely, systematic and scientific collection, processing and storage of statistical data related to enterprise economic activities, scientific and effective analysis and evaluation can provide scientific basis for decision-making. The timely implementation of enterprise internal control enables enterprise management to find the deviation in enterprise operation in time and ensure the realization of the goal.
(5) the principle of coordination
The various means of enterprise internal control cannot restrict each other in function, function, direction and scope, but should cooperate with each other to form a joint force within the unit and produce a synergistic effect. To set up the organization system reasonably, it is necessary to give each organization and post the necessary power to complete the task, distinguish their respective responsibilities, make every link of each business be responsible by the corresponding organization and management personnel, and make the organization system of the whole enterprise operate in a coordinated and efficient manner under the premise of checks and balances.
(6) the principle of timeliness
The timeliness of enterprise internal control refers to finding deviations in time and taking timely measures to correct them. According to the changes of the internal and external environment of the enterprise, make corresponding adjustments in time to ensure the effective operation of the internal control system of the enterprise.
(7) the principle of adaptability
Financial control should reflect the organizational structure, adapt to the post and reflect the plan to be implemented. Every enterprise manager should be clear about his position and role in the whole organization system and the relationship between them. According to the principle of mutual restraint and mutual promotion, the processing of various business activities is not completed by one institution or post alone, but by two or more institutions or posts on the basis of mutual coordination, mutual promotion and mutual restriction.
(8) the principle of flexibility
The internal control of an enterprise should include flexible elements, so that it can keep control of the business process in case of abnormal conditions and is not affected by environmental changes, plan negligence and plan changes. To do this, the key is scientific decision-making procedure, which is the core content of scientific business process. It is true that the internal control system of enterprises is established on the basis of comprehensive consideration of many internal and external factors of enterprises, and it should be adjusted in time with the constant changes of internal and external conditions of enterprises.
4. The effectiveness of enterprise internal control
The evaluation of the effectiveness of enterprise internal control means that the competent financial organ uses certain evaluation standards and methods to evaluate and analyze the internal financial control of the enterprise and evaluate its effectiveness (this definition is taken from the explanation of the General Principles of Enterprise Finance). In view of the fact that the internal financial control of enterprises in China is not perfect, the competent financial organ should evaluate the legitimacy, soundness and effectiveness of the internal financial control system of enterprises and announce it to the public, so as to guide and urge enterprises to establish and improve the internal financial control system.
(1) Reasonable organizational structure
Establishing a reasonable organizational structure, that is, setting up internal institutions and posts scientifically and reasonably, and determining the responsibilities of institutions and posts, as well as the relationship between institutions and posts, is the basic premise to realize effective internal control of people flow, logistics and information flow. In other words, the appropriate organizational structure should be determined according to the industry, production and operation, enterprise scale, enterprise growth stage, employee quality, enterprise cultural background and status, enterprise managers' management philosophy and strategy, enterprise external environment and other factors.
(2) Rapid information management
Enterprise managers should put forward their own information management responsibilities to all employees. Every manager should understand his position and role in the information management system, have the responsibility and conditions to collect, process and transmit relevant information, and the whole enterprise should have effective ways to transmit relevant information from top to bottom. Accurate, timely and full access to and utilization of information about technology, market and management from inside and outside the enterprise is the premise of effective internal control. To achieve excellent management of relevant information, it is necessary to identify, obtain and process this information in time, and then effectively transmit it vertically and horizontally within the enterprise.
(3) Effective incentives and constraints
In order to make the overall behavior of internal organizations and managers consistent with the expected goals of enterprises, a series of effective incentive and restraint methods must be adopted. Commonly used methods should include the following aspects.
① Scientific performance evaluation. According to different organizations and posts, scientific and reasonable evaluation standards are formulated respectively, and scientific evaluation methods are adopted to distinguish excellent (especially innovative), qualified and unqualified work performance under the condition of excluding uncontrollable factors, and economic and non-economic rewards and punishments are given respectively to promote the optimization of managers' work motivation and behavior.
② Scientific management by objectives. The formulation of enterprise's long-term goals requires the participation of all employees, which is conducive to stimulating the enthusiasm of employees and working together to achieve enterprise goals. Organize relevant managers to participate in the formulation of relevant work objectives respectively, and decompose the enterprise objectives layer by layer, and implement them to each manager, so that they can consciously play their wisdom and wisdom in their work, do their best to prevent and correct deviations, and strive to achieve the work objectives.
③ Scientific financial management, accounting and statistics. First of all, formulate and supervise the implementation of scientific and reasonable financial policies, accounting policies and expense policies, so that operators and relevant management can carry out financial management, accounting and expense control of enterprises under the guidance or constraints of these policies. Secondly, according to the actual situation of the enterprise, the financial system is concretized, a series of operable financial systems are formulated and strictly implemented, so as to rationalize financial behavior. Third, according to the accounting policy, we should formulate scientific and reasonable accounting systems that are in line with the actual situation of enterprises, and carry out accounting treatment in strict accordance with these systems, and ensure the property safety of enterprises with the help of the accounting control and supervision functions of audit departments.
(4) scientific authorization. Authorization includes general authorization and specific authorization. General authorization refers to the policies that managers should follow throughout the organization, and all employees carry out various businesses according to the provisions of these policies on incentives and constraints; Specific authorization means that management personnel examine and approve some special businesses one by one, and relevant departments and management personnel carry out related businesses according to the power of special authorization. Every economic management activity must be properly authorized and approved, so that managers can carry out various activities on the basis of authorized power, thus promoting them to fully perform their duties; It can also prevent the randomness and blindness of business activities and prevent the waste of enterprise resources.
(4) Good personnel quality
Enterprises should clearly establish an effective management mechanism in terms of employee recruitment, professional ethics education and business training, job rotation, assessment, promotion and punishment according to their own production and operation characteristics, employee quality and external environment, so as to ensure that the quality of employees can continuously meet the needs of effective internal control. All employees of an enterprise are the shapers of internal control, and their integrity, professionalism, business knowledge and skills, and innovation ability are important determinants of scientific and effective internal control. Employees, especially those in key positions, should have good quality.
(5) Applicable corporate culture
Corporate culture is a flexible management method with unique values, environmental atmosphere and visualized cultural ceremonies. It is also a humanized management method that pays attention to self-discipline and gives full play to the enthusiasm and creativity of employees in a relaxed environment. Enterprises should rely on corporate culture to make employees self-discipline in a soft environment, so as to correct and standardize their own behaviors, solve the contradiction between the controlled and the controller, and provide employees with an atmosphere of giving full play to their subjective initiative with respect for employees, thus motivating employees and enabling them to have the intrinsic motivation to be willing to contribute to the enterprise.
(6) Scientific risk management
Enterprises are always faced with risks in the process of operation. Therefore, in order to ensure the realization of enterprise goals, we must identify all kinds of risks from inside and outside the enterprise in time, make necessary assessments respectively, and implement scientific planning, control and supervision, that is, implement scientific risk management. If enterprises can find these risks in time and take scientific measures to manage them, it is possible to avoid risks, avoid or reduce losses, and even turn risks into opportunities. Even if you encounter risks, as long as you can find them in time and take countermeasures in advance, it is possible to reduce losses.