英国dissertation本科毕业论文：中国财务管理制度

发布时间：2016-04-28 15:21

论文题目：关于影响中国集团公司内部财务管理制度创新的 不利因素及创新思路的探讨
论文语种：英文
您的研究方向：会计
是否有数据处理要求：是
您的国家：英国
您的学校背景：英国大学，有论文抄袭检测系统，且毕业论文检测的非常严格
要求字数：10000
论文用途：本科毕业论文
是否需要盲审（博士或硕士生有这个需要）：否
补充要求和说明：需要实证研究，不需要开题报告，文献格式为havard，，文献数量要20条，论文格式要dissertation的，引用率要小于8%。论文我已经有一个大体的提纲了，请在这个基础上写。

1. Current situation of financial management systems on Chinese group中国集团财务管理系统现状

With the improvement and development of the marketing economy, Chinese enterprises have set up for the Group's structures in the form of capital reorganization, joint, mergers, and acquisitions and other form of capital operation, these forms are continue to grow. After these form of capital operation, the group company has been initially formed a large number of scale, stronger large or large enterprise groups involving a variety of industries and economic types, which could have a good impact on a corporate group's resources, the effect of integration and economies of scale. However, companies in these groups normally have the prevalence of the poor, such as economies of scale, duplication of investment, capital operation and low efficiency. In order to develop long-term stability of a large enterprise groups, a positive and effective financial management system is necessary. 

1.1 Definition of the Group Company
The definition of Group Company is related to “gradually produced in thehighly developed commodity economy”, “increasingly common shares economic conditions and developed”, “ a versatile business consortium consisting of several companies”, “a joint enterprise” and  “the advanced form”. That mean these key terms have form the words “Group Company”. The most important factor is “Group” which has a close relationship with the management; the financial management system is important for the group. 

1.2 The features of the financial management system in the Group company
Obviously, as animportant part of enterprise management, the company's financial strategy must be unified in its established business strategy.  With thedevelopment of diversification of the road and the rapid expansion of business scale, the Group management has become a necessity. In addition, the main task of the company management is the company's integration. Apparently, No integration of the companiesare difficult to play the overall advantages of the Group, at best, is a large platter, each company is under the control of their own way, within the group difficult to coordinate the operation, will inevitably lead to financial control. The GroupCompany’s financial management system will differ from a single enterprise financial management, and it is also different from other general business units and departments, exhibiting the following characteristics:

1.2.1 The dual nature of the Group Company’s goal 
the dual nature of the Group Company is both a shareholder and financial management objectives authorized operators. As a role of the operators,to maximize the creation and implementation of "maximizing the overall value of the group," while the GroupCompany is a subsidiary of investors, but also the guidance and supervision of a subsidiary to achieve "profit maximization."

1.2.2 The Complex relationship 

The relationship between the enterprises under the same groupareproperty management organization, which is different from the enterprise directly engaged in commodity production, nor is it a simple product partnership or collaboration between enterprises, but mainly by controlling the form of property relations as a link to the business group. In addition, different business groups can take different shareholding way, vertical holding mode, annular cross-shareholdings (or stock exchange) mode, as well as holding a ring, the vertical mixing of the way. As a consequence, property relations within the group companyare very complex. 

1.2.3 The dual functions

The functions of the two differentiationsare a relationship as a link to the property business groups. In addition, the Group Company (the parent company) can be seen as a whole, the Group's development and implementation of the development goals of the organizers, leaders, whose function is no longer confined to its own simple commodity business, it is more important functions that by holding a variety of ways to engage in relationship-based equity capital operation and management of enterprises, and promote their goods under various operating subsidiaries. In addition, the entire enterprises can be used as an organic group effective coordination of the overall operations and rapid expansion, achieved the goal of maximizing the value of the Group's target. 

1.2.4 The financial management system 

Financial Management contents from the respective of the group are to influence the decision-making of the company's development strategy, financial targets, auditing and supervision as well as other aspects of personnel management and control of the production and operation and asset management of the member units; the corporation in the formulation of development strategies, structural adjustment, coordination interests play a leading role as the decision-making center of the company on major issues of investment, financing and so on. 

1.2.5 Management activities hierarchical

The group company is under the financial sector and the financial sector units, respectively, at different levels of management, with different management rights. At the same time,  there are higher levels of financial management and oversight of the financial management department subordinate, control,in a vertical power structure, from top to bottom layers of monitoring, reporting reflects the bottom-up layers, forming a system of financial management pattern. 

1.2.6 Diversity of markets
In the field of diversified business group with deep pockets subjective conditions, commonly used by diversified investment management strategy, focusing on product serialization and diversified industries, through a variety of fields to enter the market economy, in the development of the ability to enhance its competitiveness at the same time, improve the ability to withstand various market risks, which can accelerate the expansion of the group's capital and capital gains rate. 

1.3 The current situation of financial management for the group company 
The current situation of the company management is under a market economy environment, the success or failure of the company depends largely on the Group's management. However, financial management is the central link in enterprise management. Currently, due to many factors, the level of financial management of the company is out of the performance. 

1.3.1Current management deficiencies 

Group is huge lineup of the companies. In addition, its internal enterprises have opened accounts in different banks, and some companies have multiple accounts, so that the entire group of cash flow cannot be controlled. It is difficult to make regulations on the cash flow , cannot play centralization and decentralization over coexist, the main risk is the lack of excessive centralization initiative on subsidiaries, motivation, loss of vitality; the main risk is that they will make excessive decentralization of financial decentralized Group, management control, weakening Group the overall strength. Business strategy of specialization and diversification of coordination has always been important issues, which are first determination of management, corporate financial management content and methods under different orientations are different. However, there exists a group of companies blindly implement a wide range of business trends, resulting in the company's financial management confusion. 

2. The factors of the influence over the financial management creation 影响财务管理创新的因素分析

The factors of the influence over the financial management creation are contained as follow: firstly, factor is related to the idea behind and the lack of scientific. Market economic system gradually established and after "Corporate Finance Law" was promulgated, the company faces financial management environment. At present,Group Company’s financial management limited to "combined account and form", "unified settlement" and "an account" work, the management gap is linked to fragmented, loosely managed funds, and the lack ofunity. In China, some of the subsidiaries did not control the relationship between the equity or equity structure, more complex enterprise group, in terms of financial institutions and financial organizations, etc., because positioning is unclear, the power structure is unknown, or a member of subsidiary companies' businesses financial activities of the lack of effective monitoring, supervision and control, it is difficult to be arranged from investing and financing activities of the Group's strategic perspective, the members of the corporate control become powerless. Speaking with the lack of comprehensiveness,under the old system, people formed a trivial concepts of financial management, the Group's financial officers are often fighting alone, and people lightly micro; at the same time, managers of other departments of financial management are also poorly understood, or even indifferent, difficult and financial who act in harmony, which led to a comprehensive financial management difficult on Content inadequate budget management difficulties, and lack of dynamic. From the current situation, the company is lack of a comprehensive budget management in financial management. While part of the group can be combined with the actual situation, put forward a full year of production and operation plans to provide guidance to the subsidiary as an outline, but the subsidiaries in the implementation process will be one-sided pursuit of profits locally to meet their needs, give up the implementation of the company's business plan, resulting in budget implementation difficulties on unregulated, lack of intensity, and timeliness. From the company's current management control mode look far beyond the "accounting" means, but the basic functions of accounting - accounting and oversight, the oversight function does not really play a role in the group companies. Some Group assets supervision and administration, there is a certain degree of control of the flow of funds out of line, disorderly capital management, cardiopulmonary bypass phenomenon exists; the lack of real-time monitoring things afterwards audit and supervision through the motions; secondly. Group financial information is not accurate, operational risks cannot be effectively controlled. Due to various reasons, the Group managers by way of the financial statements of certain legal and non-legal actions, so that the authenticity of the financial statements is affected, it is difficult to effectively control operational risks;thirdly,  mishandling of centralization and decentralization, enterprise group financial risks. Whether syndicates centralization or decentralization, enterprises are carried out from the perspective of business strategy. But for financial management is concerned, due to a significant adjustment operation management strategy, financial control mode should be adjusted to increase the financial risk; fourthly,the lack of a systematic, disciplined financial management, internal control weaknesses. Lack of awareness of risk management, not risk management mechanism, is China's enterprise financial management of the more prominent issues (especially some private enterprise groups).
Enterprise Group financial management system, presenting in the overall management of the company within the enterprise framework, combined to achieve the business group's overall financial objectives and design of financial management, administration and organizational elements of the division of other items, mainly related to parents and subsidiaries. The GroupCompany is divided between major financial decision-making authority, including the right financing decisions, investment decisions, fund management rights, the right to dispose of assets and income distribution rights. Depending on how you configure the Corporate Property, in theory, the financial management model is divided into "centralized management mode," "decentralized financial management model" and "hybrid financial management model." It is undeniable that great Centralized Financial Management "solution the world" trend. According to statistics, the vast majority of the world's largest group (Global 500 in more than 80%), while conducting business process reengineering, almost all established a centralized model of financial management.
Core financial management system is an effective choice of centralization and decentralization. Selecting the centralized model, the various financial decision-making power of enterprise groups are concentrated in the Group's parent company, centralized control and management of the parent company within the Group's operations and finances, and make appropriate financial decisions, a subsidiary of the parent company's decision-making must be strictly enforced. Each subsidiary is responsible only for short-term financial planning and daily management.
Enterprise Group is currently in the early stages of development, the Group's development strategy has not been developed within the group of other members of the corporate identity and implementation, each member companies in capital allocation and market positioning and corporate culture join forces, there is no achieve economies of scale, fully decentralized management conditions are not yet ripe. Therefore, it is necessary for the parent company of the subsidiaries certain degree of centralized management, based on property rights, so that subsidiaries conduct their financial activities within the designated range. But for the mobilization of the subsidiaries' financial considerations motivated staff, some of the daily management of the parent company financial activities should be delegated to a subsidiary of a subsidiary, and will involve a significant impact on the development prospects of its subsidiaries as well as financial matters throughout the Group's strategy to achieve the objective of decision-making, such as the right to change the capital, significant investment rights, a major fund-raising rights, the right to dispose of major assets, financial institutions and set up the right people in charge of appointing and removing the financial and budget approval authority, and so focused on the parent company, in order to achieve the sub The company's financial controls.
The company is not a member of the company's financial activities specification. On individual companies, most of our business is in the traditional enterprise to establish a modern enterprise system transition period, not really a market economy required corporate governance structure. Currently only a handful of companies to achieve a scientific management decisions, but most companies are still managing the phenomenon of chaos. Especially in financial activities, due to the impact of business leaders’ personal will, combined with the quality of the financial staff needs to be improved, so they appear as blind investment, random misappropriation of funds and illegal accounts and other acts. Therefore, composed by these companies must use the power of centralized enterprise group financial management system, will focus on major financial decision-making subsidiary of the parent company by the parent company through the establishment and implementation of effective internal financial management system to regulate its subsidiaries financial activities.
The popularity and enterprise management information system software development of the Internet is to achieve the centralized management of the Group's financial and technical support provided. To the parent company subsidiaries relatively centralized financial management, must first obtain relevant and timely financial information of subsidiaries, and to make the right financial decisions on this basis. In China, most enterprises have implemented computerized accounting and centralized financial management software financial software or network is being vigorously promoted, these measures will undoubtedly accelerate the speed of information transfer between enterprises, making the management of the parent company to keep abreast of the financial situation through a network of subsidiaries, its decision to provide financial and technical support.
Enterprise Group uses centralized financial management system, the main advantages are the following three aspects.

1. The high efficiency of financial management, the Group parent company by arranging a unified financial policy, better able to control the behavior of financial subsidiaries;

2. Conducive to the sharing of resources, the Group parent company easier to mobilize internal financial resources to promote the rational allocation of financial resources, reduce the cost of capital;

3. The role of the group in favor of the parent company financial experts, reducing the company's financial and operational risks.

The biggest drawback of centralized financial management system that can not motivate the managers of subsidiaries, due to the financial management authority is highly concentrated in the parent company, a subsidiary of the operator easily dampen enthusiasm, flexibility and creativity suppression subsidiaries. Secondly, the parent company of the site away from the grass-roots operation may result due to incomplete information grasp inefficiencies caused by decisions or mistakes.
In recent years, some local regional economic weakness is in the period, PSA face greater difficulties in production and operation, the Group's Board of Directors in accordance with the actual situation of their own production and management features and the organization through centralized financial management, to effectively regulate the subsidiaries financial behavior, integration of internal financial resources, mobilizing capital operation, the enterprise through the most difficult period, to achieve the desired financial goals. Thus, the use of centralized financial management and achieved good results is in business management.
Under the centralized financial management, the parent company by virtue of the power of its original capital will be a major financial power concentrated subsidiaries to the parent company and the parent company of the financial management authority extends to infiltrate and subsidiaries. Only configured correctly handle financial issues in order to take advantage of centralized financial management system, in particular the role of the parent company financial management center, thus forming a concentration of power "Eight Center" in the centralized model.

1. The parent company financial center management should be highly centralized management of external financing, foreign debt and its subsidiaries are not allowed to absorb external capital. Parent finance management responsibilities as follows: put the issuance of bonds, issue stock, absorbing foreign investment and other major financing program matters, to closely monitor the Group's gearing ratio and loan risk; external security group to develop management practices; financing subsidiaries own decisions matters necessary inspection and supervision; external financing subsidiaries authorized to apply within the audit scope; cash flow from financing activities of the subsidiary budget review; summary cash flow budget preparation whole group financing activities, the implementation of total liabilities and capital structure adjustment and optimization of control .

2. Investment Management Centre Investment Group and the parent company should be included in the Group's financial investments in subsidiaries strategic planning, to grasp a direct or potential impact on the development of the Group structure and control structure of the relevant information. The main responsibilities of the parent company's investment management are: to establish and improve parent-subsidiary investment project approval, control, inspection and surveillance systems; compilation of the whole group from investing activities Cash flow budget; fixed asset investment in the development of major projects and programs; and audit their own decision-making subsidiaries Changes in investment projects and subsidiaries of fixed assets, intangible assets and other long-term assets; together with planning and development department of the company and its subsidiaries of foreign investment decision scheme.

3. Settlement Center how to parent and subsidiary companies scattered funds pooled funds hold reasonable to reduce the level of funding required to ensure the Group's key projects is an important issue facing the Group's capital management. Settlement Center centralized management of the entire group of funds, the specific work are: the unified management of the subsidiary bank accounts; money transfers surplus and deficiency within the group; the approved quota of foreign subsidiaries of payment; internal audit subsidiary loan applications; presided over the Group's internal dealings control liquidity stocks and accounts receivable amount of the whole group; settlement management, organizational group liquidity management.

4. Monitoring Center Capital Management Group's Board of Directors to exercise capital changes and capital management activities, decision-making power, as the capital of the parent company's financial department operations management department, specifically responsible for managing and monitoring the Group's capital from operating activities. The main work is as follows: Preparation of an increase or decrease of the registered capital of the parent program; preparation of asset restructuring program subsidiary; subsidiary important asset disposal plan approval; development of the parent company's after-tax profit distribution plan; implementation of the Group's capital within the group of all units increasing the value of responsibility; monitoring process of capital operation subsidiaries.

5. Taxes paid unified management center to implement taxes and centralized management, help minimize the overall tax burden on the group, and to improve the Group's operating funds unified scheduling efficiency. Tax management department within the group of various taxes, accrued expenses and fund centralized management, unified collection. Its main work: analysis of national tax laws, regulations and fund management fee collection system; coordinate and handle the relationship between the company and the collection of the tax, social security and other institutions; to develop the Group tax policy and tax planning program management; guidance and supervise the various taxes subsidiary, costs, pays the Fund; good group tax, accounting and daily management of the Fund accounts.

6. Financial Budget Control Center budget is an important means to the parent company for its subsidiaries to implement effective financial control. The main content of the parent company in the financial budget control system are as follows: development of budget preparation procedures, subsidiaries and units directly under the guidance of the annual financial budget preparation, preparation of group financial budget summary, check and monitor the implementation of the budget process, budget execution process deviations recommending treatment; budget targets proposed audit adjustments apply subsidiaries; organizational units within the Group to complete the annual financial budget evaluation work and other conditions.

7. Financial Information Systems Center to establish a unified group of financial information systems, the use of Internet technology and data systematization, real-time financial control, reporting, and remote online now handle, easy to quickly integrate the Group financial resources, effectively making business decisions, thereby improving enterprise management level and the ability to respond quickly to the market. The main content of the parent company are: to develop the Group's financial system development planning; promote the building of Group Accounting network system; the implementation of the subordinate units of accounting and tracking information at any time call monitoring; establishing group-wide financial analysis system, timely analysis and master operation and financial condition of each unit.

8. Financial Accounting Management Center Finance Department as the parent company financial and accounting management, business management and operation of the Group's internal financial personnel responsible for financial and accounting management system, financial management and accounting work to ensure that the Group's financial and accounting norms and efficient. Specific tasks include: development of a unified accounting system Group subsidiaries; research and develop financial and accounting policies of the company; the inspection and supervision of financial accounting Group subsidiaries; unified management of the Group's financial subordinates to send financial officer, who is responsible for education and training for the financial work guidance, business evaluation, qualification and management responsibilities.
To ensure centralized financial management system to run more efficiently in the group, the company can finance reform and innovation in terms of personnel, finance mechanisms, financial systems, etc., to ensure the development and implementation of related measures in order to improve the centralized financial management system.
The full implementation of the Financial appointed System is sound. In order to ensure the realization of the group's overall financial goals, reduce the degree of asymmetry of financial information, specifications and constraints of financial behavior subsidiaries, agents effectively solve the contradiction, the parent company of the subsidiaries' financial staff can implement centralized management. Delegated management of the parent company financial officers are in the Ministry of Finance, job qualifications specific financial management personnel appointments and dismissals, performance evaluation, follow-up education, job rotation and business records and other matters. Parent company's financial department should strengthen the work of the subsidiaries 'financial personnel inspection and supervision to ensure the subsidiaries' financial behaviors conducive to achieving the Group's overall financial goals.
The establishment of a sound financial control mechanisms Group is necessary. In the centralized model, a subsidiary of the parent company should implement effective financial monitoring. The main implementation of financial monitoring are: Chief Financial Officer, the Company's financial department, audit department. Departments perform their duties, regular and irregular subsidiary financial checks and realize the whole process of monitoring the implementation of its operating and financial activities.
Unified financial accounting system is related to Parent Group to establish a unified internal accounting and financial management system, and its purpose is to ensure a high degree of comparable financial information of subsidiaries to facilitate consolidation and consolidated financial reporting, but also to strengthen the financial centralized management to provide more convenient conditions. Correctly handle the relationship between mother and corporate finance. The parent company of all kinds of property rights should be flexible configuration subsidiaries. The parent should be mainly based on the proportion of shares subordinate units, subsidiaries and other important factors, such as the specific content of the financial management of the group were determined wholly-owned subsidiaries, holding companies, subsidiaries and other affiliated companies of the financial privileges the degree of centralization of management at all levels reasonable authorization. At the same time, the parent company must pay attention to shorten the chain of financial management, minimize financial power of multi-level segmentation to improve management efficiency, allowing the parent company can concentrate on the financial relationship between the good and the subsidiary.The parent company in the implementation of the financial centralization and strengthen financial controls at the same time, we must use reasonable incentives motivate subsidiaries operate and manage, promote their understanding and cooperation in the financial aspects of the Group of centralization and monitoring to ensure that its parent company, earnestly implement the unified financial policies, and strive to achieve the Group's overall financial goals.

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