财务管理系统论文外文及译文.docx

The traditional financialmanagement systems are included traditional financialmanagement systemand modern financialmanagement system.The traditional financial management systemis the mainbusiness of accountingas the basis,expandthe financialoperationon the basis of the other.Modern financialmanagement system isbased on thefinancialmanagement system oftraditional system,and thenextendedto some otherfinancialoperation.Most of it ison the financial aspects,such aspersonal income tax calculator,financial budget.At present,the modern financialmanagement systemsoftwareare mainly OracleE-Business Suite,Jin Die,UF,easy to flyERP seriesetc.1. ConnotationWith the gradual perfection of market economy,financial management theoryin constantly enrich and develop.Oneof the objectives of financial management in constantly.So far,the appearance of the 4 kinds ofrepresentative viewpoints,respectively is:the principle of profit maximization,shareholder wealth maximizationprinciple,the maximization of enterprise valueand the principle of capital of the enterprisesustainable growthprinciple.2. Characteristic1,the function is complete;2,involved in many fields;3,is the core part ofcorporateoperation.3. Function-Efficiencythrougheasy to use interfacecan increase thedata input,to speed up theoperation of the keyboardand the integrity of thedatareview and managementIntegrationofdata inputMDIprovides multiwindow operationenvironment,easy to useThinclient technologycan be operated in alow frequencyconnection- To strengthen thesafety andquickreport-Widespread support for SQLdatabase orhigh speed ISAM-The rapidprocessing of large amounts of data-Withmany powerful featuresforthe budget,accounts,accounts allocation merger,recalculationand regulation-Accounting yearunlimitedcompany,moremoney,moreopenaccountingperiod,theAnalysis offunctionof multi angle,multi-levelCorrespondencebetween companies-Summonsfunction-Thanother softwareon the market,fasterproduction report- Uniquereport previewfunction-Reportcan be output toa different format,such as Text,Excel,Word,HTML,XML,PDF.Usingemail,fax,Internetportaland WebServicesReport-provide a completeoperatingand management report4. ImportanceThe goal of enterprise financial managementis the fundamental purposeof enterprise organizationof financial activities,dealing with financial relationship achieve,itdetermines the basicdirectionof enterprise financial management is the starting point ofthe financial management of enterprises.The goal of enterprise financial managementfromthe view of itsevolutionprocess,directly reflects the changeof financial management environment,reflects the relationship betweenbusiness interestsbalance of interests,is the comprehensive reflection ofthe interaction of various factors.Therefore,the objective of financialmanagementofenterprise,we must start from theinfluence factorsof enterprise financial management,in order tomake the best choice.A Financial Control System that Focuses on Improvement and SuccessOf course, we are not saying that businesses should ignore prudent controls over their cash drawer. The point is that focusing on small components while not knowing how much cash is tied up in receivables does not represent a control system that recognizes priorities and risk. Focusing solely on the rote and mundane does little to improve your overall financial performance. Financial control systems should not just be about compliance, they should be about continually improving key aspects of the financial operation such as:Regularly reviewing and improving the overall capital structure. Using a capital plan to minimize the cost of capital while strengthening the Debt/Equity position. Managing working capital so excessive inventories and receivables do not sap financial resources. Ensuring proper calculations and scenarios are explored while making debt/investment or leasing decisions. Maximizing returns while minimizing costs for cash and merchant accounts.A control system of well-defined processes is not only about control or compliance, it is also about consistently striving to do a little better. Control systems that are designed only to achieve compliance are doing the bare minimum, and they represent a missed opportunity to gain improvement and a competitive edge. And that should be enough reason for any size and type of company to think about using a continual improving process approach to creating a financial internal control system. Sox is nice; but continual improvement is better for everyone.Financial control of projectsPurpose:Established and effective cost control systems and procedures, understood and adopted by all members of the project team, entail less effort than crisis management and will release management effort to other areas of the project.Fitness for purpose checklist: The prime objective of the governments procurement policy is to achieve best VFM. To exercise financial/cost control, project sponsors need to review and act on the best and most appropriate cost information. This means that they should receive regular, consistent and accurate cost reports that are both comprehensive in detail and presented in a manner that permits easy understanding of both status and trends. Reports need to be tailored to suit the individual needs of each project and should always be presented to give a comparison of the present position with the control estimate. Reports to project sponsors normally give only the status of the project overall. But sponsors will on occasion need to monitor costs against a specific cost center in more detail. The typical contents of a cost report are given in Annex A. Tables of figures are essential, but for rapid understanding and analysis of trends some graphs are helpful.Suggested content:The following aspects should be addressed in a financial report (rather than repeating detailed information available in earlier reports, later reports can summarize the key points and cross refer to the relevant earlier reports): development of budget original authorized budget new budget authorizations (giving justification for changes) current authorized budget expenditure to date(Each section on budgets and expenditure should address the original base estimates and risk allowances for each element)? commitments agreed variations (giving justification for variations) potential/expected claims or disputes awaiting resolution (if the project is going well, this area should be small) commitments required to complete orders yet to be placed variations pending future changes anticipated.Each of the following cost elements should be covered: in-house costs and expenses (including all central support services, administration, overheads ) consultancy fees and expenses (design, feasibility, client advice, legal, construction management, site supervision ) land costs way leaves and compensation demolition and diversion of existing facilities new construction or refurbishment costs operating costs maintenance costs disposal costs insurance costs all other costs relating to the project not listed above. All prices need to be discounted to a common base. Example of a cost summary reportFinancial ControlFinancial Control is a major contributory factor to business survival. For many managers, exercising effective financial control is, at best, seen as a mystery and, at worst, not even considered. Yet monitoring a small number of important figures can ensure that you retain complete and effective financial control.ObjectivesThis section is intended to help you put in place that financial control: to ensure that you are estimating costs accurately and then keeping them under control; to ensure that you are charging and/or paying the right price; and to ensure that you can collect money owed to you and can pay your bills as they fall due. Its objectives are: to demonstrate how effective financial control assists in the management of the organization in which you work; to show that control can be achieved through simple documentation; and, to suggest financial indicators for inclusion in your strategic objectives.1. Achieving ControlGood financial results will not arise by happy accident! They will arise by realistic planning and tight control over expenses. Remember that profit is the comparatively small difference between two large numbers: sales and costs. A relatively small change in either costs or sales, therefore, has a disproportionate effect on profit.You must watch your costs/prices and margins very carefully at all times since small changes in any of these areas can lead to substantial changes in net profit. Control can then be exercised by comparing actual performance with budget. To do this, you will need to produce: a financial plan, agreed as being achievable by all concerned; and, some means of monitoring performance against the plan.Since there will always be differences between the actual and the plan, you need some form of control. Beyond a certain organizational size, control can only be exercised by delegation; the human aspect of control is, therefore, important.Why keep records?Accurate record keeping is required if you are to be effective in monitoring performance against budget. Other reasons why you will need to keep accurate records are: there is a legal obligation to do so; any shareholders may want accounts; the VAT inspectors will need them; HM Revenue and Customs will require them; potential suppliers may require them; you will need to report accurate figures to your stakeholders; you will need to identify areas of possible concern; and, you will need to investigate and explain variances (under or overspends against your budget).Accounting records will need to be detailed enough for you to be able to say at any one time what the financial position is; ie, how much cash is in the business or the budget? How much do you owe? How much is owed to you? How big is the overdraft (or overspend)? How long could bills be paid for if cash stopped flowing in? What is the profit margin?Financial control will be poor if there are no clear objectives and a lack of knowledge of the basic information necessary to run a business or department successfully. A lack of appreciation of the cash needs for a given rate of activity and a tendency to assume that poor results stem from economic conditions or even bad luck will only exacerbate the situation.Accounting centersOne way of delegating financial responsibility is to set up a system of accounting centers. Where businesses make a range of products, putting each into a different accounting center makes it easier to determine which of the products are profitable. Some costs (factory rent) are more difficult to allocate, so may be recorded in a holding account and then split between products. Indirect costs could be allocated by the proportion of sales represented by each product (by volume or cost), by proportion of machine time used, or by some other appropriate method. This split will give an indication of the profitability of each product, but you should beware of ceasing sales of a particular product because of low profit or loss - the costs currently charged to that accounting center would have to be redistributed among those remaining, so necessitating increased sales of those products.There are four possible levels of financial responsibility with appropriate targets and control requirements: revenue center - staff only have responsibility for income (eg a sales department in a store). Staff have sales targets against which income is measured and compared; cost center - staff have responsibility for keeping costs within set targets, but do not have to worry about where the money comes from ( an NHS Trust department); profit center - staff have more responsibility and control and will agree targets of profitability and absolute levels of profit ( a division within a larger company). Control is achieved through monitoring performance as measured by the profit and loss account (P&L); they are unable, however, to invest in new equipment; and, investment center - the staff have authority over investments and the use of assets ( a subsidiary company) although the holding company would typically need to approve major investment. Targets would focus on return on capital and control would be through monitoring performance measured by the complete accounts.2. Management Information SystemsIf your financial control is to be effective you need to regularly analyze your actual performance figures and compare them against the financial plan and, perhaps, performance of the business historically.An easy way of comparing actuals and budgets is variance analysis. Usually, only a few figures need to be watched regularly to achieve effective control. Using a computer-based spreadsheet will assist you with all your analysis requirements. Having a suitable management information system (MIS) is a prerequisite for effective monitoring. Although it might sound daunting, an MIS can be extremely simple. An MIS is simply a set of procedures set up by you and your staff to ensure that data about the business is collected, recorded, reported and evaluated quickly and efficiently. That information is then used to check the progress of the business and to control it effectively. For most small businesses, there are likely only to be a few key elements. Marketing monitoring - Are you achieving your sales targets, in terms of level of sales and market share? How full is your order book? Are customers paying the right price? Production - How does the level of output compare with the level of sales? What is the percentage of rejects? How does the actual cost compare with the standard cost? Staff monitoring - Are they being effective? Are they satisfied and motivated? Financial control - Are you meeting your financial targets?You will need proper systems in place to ensure that: You keep careful track of everything bought by the business, especially if the person ordering is not the person who pays the bills; You record everything sold by the business and that everything is properly invoiced, especially if the person doing the selling is not the person who raises the invoices or chases customers for payment; There is an effective stock control system which records incoming raw materials and compares them against purchase orders, monitors progress through the production stages (if appropriate) and records the dispatch of finished goods; and, All payments and receipts are recorded to ensure that bank balances and overdraft limits are kept within agreed levels.Computerized accounting packages and spreadsheets make it relatively straightforward to record data and present it in an easily understood format. It still requires discipline to ensure that the data is collected, but making an effort will be rewarded through improved understanding of your business.The key to an effective MIS is to ensure that you only monitor a small number of figures and that those figures relate back to the strategic objectives and the operational objectives that you have set for your business. If other people need to see the figures, ensure that they get them speedily. If your system of financial control is to be successful, figures must be quickly available after month end.传统财务管理系统分传统财务管理系统和现代财务管理系统。传统财务管理系统主要是以会计业务为基础，在此基础上扩充其他的一些财务操作。现代财务管理系统是在传统的财务管理系统基础之上，再扩充了其他一些财务操作。大部分是关于理财方面的，比如个人所得税计算器、财政预算。目前，现代财务管理系统软件主要有Oracle电子商务套件、金碟、用友、易飞ERP系列等。1.内涵随着市场经济体制的逐步完善,财务管理理论在不断地丰富和发展。其中财务管理的目标，也在不断推陈出新。到目前为止，先后出现了4种比较具有代表性的观点，分别是:利润最大化原则、股东财富最大化原则、企业价值最大化原则和企业资本可持续有效增值原则。2.特点1、功能齐全；2、涉及的领域多；3、是公司企业运行的核心部件。3.功能- 透过容易使用的用户接口可增加数据输入的效率，加快键盘的操作及完整的数据检视及管理- 整合性的数据输入- MDI提供容易使用的多窗口操作环境- 超薄客户技术能操作于低频连接中- 加强安全性及快捷的报表- 支持广泛的SQL数据库或高速的ISAM- 迅速处理大量数据- 拥有多种强大功能用于预算、帐目合并、账户分配、重算及调节- 多公司、多货币、开放的会计期、无限制的会计年度- 多角度、多层次的分析功能- 处理往来公司间传票功能- 比市场上其它软件，可更快地生产报表- 独特的报表预览功能- 报表可输出至不同格式，如Text, Excel, Word, HTML, XML, PDF - 运用电邮、传真、Internet portal及web services分发报表- 提供完整的操作及管理报表4.重要性企业财务管理目标是企业组织财务活动、处理财务关系所要达到的根本目的，它决定着企业财务管理的基本方向，是企业财务管理工作的出发点。企业财务管理目标从它的演进过程来看，均直接反映着财务管理环境的变化，反映着企业利益集团利益关系的均衡，是各种因素相互作用的综合体现。因此，研究企业财务管理目标，必须从影响企业财务管理的各因素入手，以便做出最佳的选择。一个财务管理系统，该系统的改进与成功重点当然，我们并不是说，企业应该忽视对他们的现金抽屉审慎控制。 重点是，集中于小部分，而不知多少现金绑在了应收账款并不代表一种控制系统，识别优先事项和风险。 着眼于死记硬背和世俗完全没有用于改善整体财务表现。 财务控制系统不应仅仅是合规性，他们应该对不断改善的财务运作等关键方面： 定期检讨及改善整体的资本结构。 利用资本计划，以尽量减少资金成本，同时加强债务/股东权益的立场。 营运资金管理等过度存货和应收款不SAP财务资源。 确保适当的计算和方案进行了探讨，同时使债务/投资或出租的决定。 最大化回报，同时尽量减少现金和商家帐户的费用。一个确定的过程控制系统的完善也即将一贯努力做到不仅涉及控制或遵守，这是一个好一点 。 四，控制设计不仅是为了实现合规系统正在做的最低限度，他们代表了错过机会获得改善和竞争优势。 和应为任何规模和类型的公司足够的理由认为，大约用持续改进的过程方法来建立一个财务内部控制制度。 红袜是好的，但不断改善，对所有人都有好处。 财务控制项目目的：建立和有效的成本控制制度和程序，理解和项目组全体成员通过，意味着更少的精力比危机管理和发布管理的努力将这个项目的其他领域。目的清单： 政府的采购政策的首要目标是要达到最佳的VFM。 行使财务/成本控制，项目发起人需要审查并采取行动的最佳和最适当的成本信息。这意味着他们要接受定期的，一致的和准确的成本报告，既全面，详细的方式，允许两者状况和趋势的介绍很容易理解。 报告需要进行调整，以适应每个项目的个别需要，应始终将提交给一个有控制的估计现在的位置比较。 报告对项目发起人通常只给出该项目的整体状态。 但是，赞助商将需要监控的场合详细针对一个特定的成本中心的成本。 一个典型的成本报告的内容载于附件A 数字表是必不可少的，但对于快速理解和趋势的分析一些图是有益的。建议的内容：应从以下几个方面加以解决的财务报告（而不是重复以前的报告中的详细信息可用，后来的报道可以总结的重点和交叉参考有关以前的报告）： 发展预算 原核定的预算 新的预算授权（提供变更理由） 目前核定预算 迄今为止开支（每对预算和支出部分应针对每个元素的原有基础估计和风险津贴） 承诺 同意变化（变化给予的理由） 潜在/预期索赔或纠纷亟待解决（如果项目进展顺利，这方面要小） 需要完成的承诺 订单尚未被放置 待变化 未来变化的预期。以下各成本要素应包括： 内部成本和费用（包括所有中央支援服务，管理，费用等） 顾问费用及开支（设计，可行性，客户咨询，法律，施工管理，现场监督等） 土地成本 叶和补偿方式 拆除现有设施和引水 新建