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本文以上海市建筑装饰工程集团有限公司改制为例,探讨下属基层工程公司(以下简称“我公司”)财务科能力建设和管控存在的问题及对策。2013年是公司集团化改制的关键年,对下属工程公司既是机遇也是挑战。现有的财务管理制度和体系已不能满足我公司规模发展的要求,财务科要充分认识到现有的不足,重新定位自身管理职能,从资金集中管理和审批权限设置、项目经济运行控制和效益考核等方面完善财务科管理职能,加强自身能力建设,提升财务管控能级,最终实现财务科从简单核算职能向综合管理职能的转变。
In this paper, Shanghai Construction Decoration Engineering Group Co., Ltd. restructuring as an example, to explore the grassroots construction company (hereinafter referred to “I ”) financial department capacity building and management problems and countermeasures. 2013 is the key year for the company’s group restructuring. It is both an opportunity and a challenge for its subordinate engineering companies. The existing financial management system and system can no longer meet the requirements of the development of the scale of our company. The Finance Section should fully recognize the existing deficiencies, reposition itself to manage functions, set capital authority for management and examination and approval, control and effectiveness of project economic operation Assessment and other aspects to improve the financial department management functions, strengthen their own ability to enhance the financial management and control level, and ultimately achieve the Finance Branch from simple accounting functions to comprehensive management functions change.