What Is the Typical Organizational Structure of a Finance Department?

The financial department refers to the functional departments that organize and lead the financial management work. The corporate finance department is a professional management unit in the corporate management organization, and its functions mainly include: guaranteeing the various funds required by the company's production and operation; participating in corporate business forecasting and decision-making, rationally allocating the currency income of the enterprise, and supervising and inspecting various aspects of the enterprise Implementation of financial activities and financial plans. Through the implementation of these functions, the financial department can give full play to the positive role of serving the socialist economic construction, promoting the development of social productive forces, correctly handling the economic relations between the enterprise and various parties, and improving the economic benefits of the enterprise. ^[1]

financial department

As a production enterprise, the main responsibilities of the finance department are as follows:

1.Accounting: Establish and improve the company's financial accounting system in accordance with the national group's accounting system; timely and accurately conduct accounting for the company's economic business; accurately and timely prepare the company's financial report; participate in the company's business analysis; provide accurate company production and operation decisions Timely financial information.

2. Fund management: Raise the company's production and operation funds; reasonably and efficiently dispatch the company's funds; analyze the company's capital operation capabilities on a regular basis; analyze the company's debt and debt control; provide good financial support for the company's production and operation.

3. Cost control: Formulate the company's cost control measures; issue the company's product or project target costs; monitor the cost range of the costs; review the authenticity and legality of the company's various costs; conduct cost analysis of the costs and propose preliminary treatment opinions; Provide accurate cost data for the company's operating bid quotes;

4. Internal control: Check and evaluate the company's internal accounting control and propose improvement measures.

For production enterprises, the job responsibilities of the finance department are mainly reflected in these four aspects. I think that accounting is the basis of the financial department. Funds are the core functions of the financial department. Cost control is actually an aspect of internal control. However, in the eyes of this man, cost is the most important magic weapon for companies to be in a competitive position in the market. .

The strange status quo of corporate marketing in China is price reduction. If the cost is extremely high and it is in a disadvantageous position in the market competition, when facing the killer of competitors, if the company follows the same route as the other party, I think its competitive disadvantage is prominent.

Money and cost are twin brothers. Where funds are available, there will be costs. Even capital expenditures will eventually translate into corporate costs. So when you manage your money, you can manage your costs. Funds run through the economic activity of an enterprise. Solving capital problems is one of the most important duties of the finance department.

The position of the financial department should be divided and set up according to the department's responsibilities.

A small business does not need to be so complicated. Many small businesses only need one accountant and one teller. From what I have said above, you can infer that the job settings we are going to do must be divided into directions. Because the financial department of a large-scale manufacturing enterprise has at least ten people and many dozens of people. It is all under the direct control of the financial manager. It is not surprising that the financial manager is not exhausted, so there are several directions to be divided below the financial department. The person in charge of such an enterprise's financial department must learn to authorize the division of labor, or he will be busy dead.

The financial department is generally divided into accounting, capital and cost direction. And three supervisors are responsible for these three aspects of work. Accountants are mainly responsible for accounting work, and funds are responsible for fund management, including financing, bank credit ratings, and fund budget management. Costs of course refer to the supervision and management of costs by the financial department. Every quarter they will be asked to provide analysis, focus on analyzing existing problems and propose solutions. The most important aspect of this analysis is not accounting. Accounting is only a tool for our capital and cost management. Fund and cost analysis must be worked hard. As mentioned earlier, funds and costs are twin brothers, so such a comparative analysis can clearly see the problems. If the work is heavy, appropriate consideration will be given to cooperating with a deputy supervisor or a capable assistant to assist them in their work.

Individual positions can be set according to the needs of various directions. The specific conditions and requirements of each enterprise are different. The setting of posts must conform to the characteristics of the enterprise itself. For example, product companies have relatively fixed requirements for product cost positions, and cost analysis also requires real estate companies and construction companies to have high requirements for project costs. They must not only have certain accounting knowledge, but also have some budget and final accounts. Knowledge. Of course, if you can do a cost accounting for reading drawings, then you will definitely be a leader in this area.

In general, there are the most positions in the accounting direction, because this aspect is the basis for analysis and management. Accounting is the basis of financial management. Accounting must meet the requirements of the company's financial management. This will make the analysis easier. To decompose accounting positions, the following accounting positions are usually set up:

Reserves, audits, general ledger statements, file management, inventory, fixed assets, claims, payroll management, taxation, financial analysis, etc.

Cost direction usually includes audit, budget cost, cost analysis, etc.

The fund direction includes credit management, fund budget, cash teller and bank teller.

Some enterprises will also have internal control, focusing on the evaluation of the internal control system.

With so many posts, it is not necessary to have one person and one post. According to the specific situation and the principle of separation of incompatible positions, more than one person can be employed

Financial manager job responsibilities

I. Construction of financial system

1. Responsible for organization and formulation of company financial management measures.

2. Responsible for the organization and formulation of the company's internal accounting control system.

3. Responsible for the organization and formulation of the company's cost management measures.

4. Responsible for organizing the company's internal audit measures.

5. Participate in the formulation of other basic systems of the company.

Accounting

1. Organize the establishment and improvement of the company's financial accounting system.

2. Organize the company's accounting work in accordance with the group accounting system.

3. The organization department submits the company's financial report to the superior unit and relevant departments in time.

4. Responsible for organizing company financial statement analysis.

3. Fund Management

1. Draw up the company's annual capital budget and submit it to the company's board of directors for approval.

2. Draw up the company's fundraising plan and submit it to the company's board of directors for approval.

3. Review the monthly fund use plan of each branch, project department and functional department, and submit to the general manager for approval.

4. Scheduling company funds to ensure the centralized use of funds required by the company for normal production and operation.

4. Budget and cost management

1. Organize the company's annual financial budget and five-year plan.

2. Review the target cost of each project and submit it to the company general manager for approval.

3. In accordance with the company's financial management measures, review the various expenses of each project, branch company and functional department.

4. Review the company's cost analysis report and submit a handling opinion to the company's general manager.

5. Supervise the implementation of financial budget and project target cost.

V. Risk Management

1. Participate in the review of all the company's economic contracts (especially project contracting contracts, engineering subcontracting contracts, and material procurement contracts).

2. Participate in the company's major business and investment project decisions.

3. Cooperate with the operating department to analyze the operational and financial risks of the bidding project.

4. Regularly check the risks in the company's production and operation.

5. Propose risk control measures.

Performance management

1. Responsible for the assessment and evaluation of subordinates.

2. Responsible for rewards, punishments and appointments of personnel in the department.

3. Responsible for business training, professional ethics education, and corporate loyalty training for subordinates.

Seven, other

To complete the tasks assigned by the company's leaders or temporarily needed by other departments.

Audit Accountant Duties

1. Check whether the substance of economic and business matters is consistent with the business scope of the enterprise, and whether the relevant procedures and credentials are complete.

2. The original credentials shall be carefully reviewed from the aspects of legality, authenticity, completeness of procedures, and accuracy of figures.

3. Whether the time limit for obtaining the certificate does not meet the requirements, whether it exceeds the accounting settlement period and whether the acquired notes exceed the use date and range specified by the tax bureau.

4. Review the implementation and completion of financial, cost, and expense plans to see if they meet revenue and expenditure standards. Draft amendments and improvements. Those who seriously exceed the plan shall be examined for their rationality, otherwise they shall not be determined.

5. For the problems found in the audit, the following measures shall be taken in each case. For those who can correct, remedy and re-obtain legal credentials, relevant personnel are required to resolutely correct, remedy and re-obtain evidence; for major problematic economic matters, they should be properly handled in conjunction with department heads, relevant departments and company leaders.

6. Examine the loopholes and disadvantages of the internal system of each department and propose improvement measures.

7. Seal the audited accounting information to show responsibility. And keep audit records at any time.

8. Whether the bookkeeping voucher is filled based on the original voucher that has been verified without error, and whether the content is complete and filled in norms.

9. Whether the use of accounting subjects and their corresponding relationships are correct (including detailed subjects and auxiliary accounting).

10. Whether the number and amount of the original vouchers attached are consistent, and whether the borrowing amount is balanced.

11. Whether the accounting statements are prepared based on complete and accurate accounting books and related information, and whether the report format is uniform.

12. Whether the accounting tables are consistent, and whether the check relationship between the tables is consistent.

13. Check whether the statements are real figures, accurate calculations, complete contents and clear explanations.

14. Check whether the checking relationship between the account certificate, the account and the account is correct.

15. Whether the signatures and seals of the responsible persons are complete.

16. Other tasks assigned by the person in charge of the department

General Ledger Statement

1. Responsible for the account processing of the company's daily reimbursement business;

2. Responsible for apportioning various expenses;

3. Determine the completion progress and income of each project on a monthly basis and withdraw various taxes and fees on a monthly basis.

4. Prepare and submit the company's express report, accounting statements and notes to accounting statements on time.

5. Prepare management accounting statements and notes on time.

6. Prepare annual budget statements.

7. Other tasks assigned by the person in charge of the department

Money management

1. Review the fund revenue and expenditure plans of each department.

2. Prepare the fund utilization plan on a weekly basis and submit it to the department manager for review.

3. Statistics and analysis of capital flow by month.

4. Analyze the fund occupation of each department of the company and propose fund management schemes;

5. Calculate the company's annual capital requirements and draft the company's annual capital budget.

6. Draft the company's annual fundraising plan.

7. Obtain bank statements and prepare bank balance adjustment monthly.

8. Do a good job of taking inventory of cash and make inventory records.

I. Strengthen financial management, realize the preservation and appreciation of state-owned assets, and transform the financial department from an accounting function to a management function

1. Fully implement the plan management function of financial budget and final accounts. Budget management is an objective requirement of financial management in today's information economy society. Budget management has a special role in clarifying business objectives, coordinating production and operation activities between various functional departments and links, controlling daily economics and evaluating work performance. The Electric (Group) Corporation issues evaluation indicators for the maintenance and appreciation of state-owned assets such as sales income, profits, accounts receivable, and foreign exchange earning from exports to the group companies. The financial department implements the evaluation indicators and implements them at various levels of the company. Financial budget plan. The budget plan is submitted to the board of directors for discussion and approval, and then signed contracting responsibility letters with subsidiaries at all levels, and the financial department is responsible for monitoring the follow-up and evaluation of the implementation of the contracting agreements of the subsidiaries; , Fund management, accounts receivable, etc., issue an internal audit report, and provide rewards for the completion of the contract agreement, in order to incentivize and restrain business operators, and ensure that the goal of maintaining and increasing the value of state-owned assets is achieved.

2. Establish and improve the financial management functions of the company's internal control system. As the financial department of a group enterprise, in order to effectively prevent and resolve the risk of asset loss, it is necessary to establish a sound internal control system. In accordance with the "General Principles of Corporate Finance", "Enterprise Accounting Standards" and related financial regulations, determine the financial management systems and regulations of group companies, and strengthen the control, supervision and restraint of the entire business process. Through the perfect management mechanism, all aspects of the asset operation of subsidiaries at all levels should be based on laws, regulations, rules, and evidence, and all assets are included in the management of the financial department. In particular, effective control should be implemented on large-capacity capital dispatching, foreign investment, providing guarantees, leasing and leasing of fixed assets, etc. to block the loss of state-owned assets from management. Wasted loophole.

3. Effectively strengthen the supervisory functions of subsidiaries at all levels. In order to ensure the implementation of the various financial systems and financial budgets and final accounts plans formulated by the group of companies, whether the assessment indicators for the operating responsibilities of subsidiaries at all levels are true, whether they violate financial laws and financial regulations, and must perform strict financial supervision . The financial department shall regularly track the economic operation of each subsidiary, establish a system for early warning reporting of major economic indicators deviation, and strengthen audit supervision. For the resignation of the company's legal representative, an audit of the economic responsibilities of the outgoing company was conducted to prevent the loss of state-owned assets into the hands of a few people. In order to ensure the effectiveness of financial supervision, the board of directors of the group company decided to gradually implement the financial supervisory appointment system to each subsidiary when the time is ripe.

4. To ensure the true and complete accounting function of accounting information. The financial department shall formulate the accounting management regulations for group companies in accordance with the "Enterprise Accounting System" issued by the Ministry of Finance, help each subsidiary correctly understand and master the content of the unified accounting system, accurately prepare financial statements, and analyze accounting data. Make timely recommendations to the operators or managers, and fully implement the "Basic Accounting Standards" to improve the quality of accounting and ensure the authenticity and integrity of the group's corporate accounting.

Second, update the concept. Participate in the capital operation of the enterprise and give play to the function of the financial department

1. Improve the professional quality of financial personnel, increase the awareness of transition, and increase the enthusiasm of financial management. Since the reform and opening up, especially since the development of the socialist market economy, the corporate environment that is closely related to financial work has also undergone great changes in the process of establishing a modern enterprise system. Finance personnel must provide accounting information for leaders at all levels and coordinate internal relationships. This must not only always pay attention to new policies and regulations, expand knowledge, delve into business, but also through various forms of training to improve skills and enhance transition awareness.

In a market economy, various financial indicators formulated by the financial department are directly related to the survival and development of group companies, and are also closely linked to their own vital interests. Financial personnel must change their concepts and change the accounting type into a management type. To help enterprises analyze and solve problems in financial management, and formulate financial indicators for the preservation and appreciation of state-owned assets in line with the actual conditions of the enterprise. Change from passive to active and improve the enthusiasm of financial management.

2. A sound financial management mechanism is conducive to increasing the rate of state-owned assets preservation and appreciation. Fund-raising, investment and distribution activities of enterprises are the main contents of corporate financial management. Through the financial supervision of subsidiaries at all levels, operators are prevented from using state-owned assets to mortgage, guarantee, or borrow funds without the consent of investment entities, causing the loss of state-owned assets or joint liability, increasing the financial risks of the company. Survival and development bring unexpected difficulties. After a reasonable analysis and forecast of the company's operating investment, the implementation of effective financial management will enable the company to obtain a reasonable investment return period and incorporate the benefits of external investment into the performance evaluation of the operator; The main operator must report in writing to the board. In the distribution of income, due to the perfect management mechanism, it is possible to ensure a reasonable distribution of profits and increase the rate of state-owned assets preservation and appreciation.

3. Accurate and timely accounting information provides operators of group companies with a basis for making business decisions. The financial department can classify and analyze the accounting information data of the company at all levels, and can compile the consolidated accounting statements of the group enterprise accurately and timely at any time. By collecting, sorting, and processing various accounting information, you can predict the changing trend of capital movements and use it as the basis for accounting decisions to achieve the goals of cost minimization, profit maximization, and capital minimization. Business leaders can use the information to understand the production and financial status of the enterprise, so as to sum up experience, learn lessons, take measures, tap potential, and actively adapt to market requirements. In the outbound investment activities, the financial department based on the relevant accounting information it has learned, conducts a demonstration of the project's economic benefits, provides a basis for decision-making, and avoids investment mistakes that result in the loss of state assets.

Any work must first collect and analyze information about the matters it is going to perform. The financial department plays this role in internal control, and completes the preliminary information collection of internal control through its own functional characteristics. As the "stabilizer" of the modern enterprise's stable development-the internal control system, its effective implementation is a necessary condition to ensure the long-term stable development of the enterprise. As the important fund accounting and auditing department of an enterprise, its role is self-evident. Therefore, it can be said that internal control is a control system based on accounting personnel.

(1) The job function of the accountant determines that it is the best performer of internal control

Accounting has two major functions: reflection and supervision. Its reflection function is the information collection and reflection work we mentioned earlier. Its supervisory function is above the basic activities of the enterprise, and it is an ongoing and auditing work. The accountants entrusted by the business operators are carrying out comprehensive and reliable confirmation, measurement, recording and analysis of the business activities of the business to organize and manage the business and financial management of the business. The nature and function of its work determine that it is the best performer of internal control, and it is concluded that the financial department is the best performer of internal control.

(II) The position of the financial department in the enterprise determines its role in internal control

In the business activities of enterprises, the financial department is at the center of corporate management. All links are converted into accounting information through accounting links. Financial personnel are an important link to comprehensively grasp the various economic activities and financial status of the enterprise. According to the theory of important information and communication of internal control, the information and communication system that can surround the corporate control activities is the financial department, in fact, the information center of enterprise management. In other words, the status of the financial department in the enterprise determines that it is an important part of information exchange and communication in the internal control of the enterprise.

(3) The power of the financial department determines its role in the internal control of the enterprise

The power of the financial department in the enterprise determines its role in the internal control of the enterprise. In pharmaceutical companies, the financial department is responsible for the important work of collecting, sorting, analyzing, and auditing corporate information.Its power can determine the procurement of raw and auxiliary materials and packaging materials, and the rationality analysis of the number of shipments required by the provincial sales market. jobs. Of course, this power is relative, and the reasonable use of this power is one of the key points for the effective implementation of internal control of enterprises. Various factors determine that the financial department plays a considerable role in the internal control of the enterprise, but how to use it reasonably and effectively is an important issue that enterprises need to solve urgently at this stage. Through the following diagram, we can easily recognize the organizational structure of centralized internal control of this successful pharmaceutical group company:

Both are important sectors (except for a few enterprises) of modern enterprises, and can be said to be interdependent and mutually developing sectors. Marketing often requires a flexible mind and advanced market awareness and a variety of flexible public relations skills, which sometimes increase risk. What finance people need is rigorous attitude and style, and sometimes they lose market opportunities because they are too conservative. In order to prevent both from causing losses due to their own shortcomings, to promote strengths and avoid weaknesses, finance should provide marketing with a basis for decision-making, and marketing should provide timely market information for finance, so that both closely follow the market, minimize risks, and maximize financial results. Better, it is more conducive to the development of enterprises.

1 Wang Meng.On the role of the financial department in the internal control of enterprises [J] .Time Economics and Trade (Academic Edition), 2006,4 (11)

2 .Coordination of marketing and finance department [J] .Scientific Management of Railway Materials, 2006, (1) ^[2]