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How Should Financial Personnel Behave And Do Things?

2010/12/2 13:36:00 135

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This week, an important task has been completed. It is to call the mobile phone and sign the share pfer agreement with the original management shareholders of the undertakings of IT undertakings.

The boss attached great importance to this matter, because when the management department of the former Department was retreated, the management departments of these departments had to pfer the ownership of the company to the group company without compensation.

The boss is worried that after more than two months of reorganization, the Division has gradually straightened out and the original management has gone back on its word.

Therefore, the boss urged me to do a lot of work to supervise this matter.

The pfer itself is not complicated, but it is difficult to gather these people together and sign the property exchange.

After they left the group, they were all working on their own companies, and their work was busy. On the one hand, the more important thing was because they were unhappy.

The chief executive officer who had been in charge of these management departments had called them before. Most of them did not answer or gave reasons for various reasons. Finally, the director told me very difficult that the assignment could be difficult to determine the date of the operation.

So I tried to make a call to the W of the business department. He didn't wait for me to finish talking. He readily agreed and told me that he would help me coordinate with other bosses.

The director of administration was wondering why the sun came out of the West. I didn't tell her why, but I told him with a smile that I was in luck.

Thing

In fact, I am.

Entry

In the first month, when he led the auditor to the Department audit, he had a long talk with the W general.

Forget to introduce, W is always the chief executive officer of audit and IT business department, and the boss of other subsidiaries is the team he brought.

In this conversation, he told me his ideas on financial and financial control, and in his words, his idea was "one collect four payment project accounts method" (I did not elaborate on the details), and he asked his accountant to keep accounts according to his train of thought.

After listening to his idea of financial management, I fully affirmed that some of his ideas were correct. At the same time, I told him that his thinking was not in conflict with the current accounting system as a whole, but his format of "one payment and four payment" was inconsistent with the current profit statement, and the accounting methods of the current system were more comprehensive than those he had considered, and the profit of calculated projects was more accurate.

At the same time, I gave him a basic accounting course, including what is double entry bookkeeping, the importance of balance sheet and how the result is derived, what is accrual basis and so on.

Our communication lasted about four hours. At the end of the session, W always said to me, "no one in my previous accounting has ever been able to speak clearly like you. Maybe they don't know themselves, and then I will know what to do with the accounts."

One of the emotions is that people actually know good and bad, no matter what other aspects of this person are.

As long as you are nice to him, he will remember. Of course, we do things not for the sake of return, but if we give more, we will not let you get into trouble later.

Emotion two: in fact, many executives of large companies do not know enough about finance. Of course, they are also very smart. They can make a financial accounting model suited to themselves and understand themselves from their understanding, to calculate how much they have earned, how much they have lost, and even ask for financial data to count some data according to their thinking.

I used to do this when I was auditing. I even thought such a boss was cool.

But after all these years, it is actually because these bosses have not received professional financial training, in fact, their ideas are very simple or incomplete, and they will not be better than the classic financial double entry bookkeeping method.

Emotion three: as a financial officer, how we communicate with our boss and how to convey our basic financial knowledge to our boss is very important.

Of course, we need to have a solid foundation, understand our own things, and understand other people's things. Besides, we should also pay attention to our communication skills. It is also important to let others accept your views with sincerity.

Emotion four: Lenovo to W, the former chief financial officer, with a monthly salary of more than 10000, but the collapse of the account.

Muddle headed

Maybe he thought it would be a good help for W to make it unclear to others.

The group asked him for accurate statements, he could not get out; the group boss said that W always lost at least 20 million, W was always unclear, and the director was also afraid to oppose it.

As a matter of fact, we did not find out much of the loss.

Therefore, as a person in charge of finance, his level and ability are not enough; what is most sad is that after he resigned, he told the company not to sign a contract with him, and asked for compensation twice, but the latter's labor contract was managed by him.

In fact, I do not think his claim is legal. The key is whether he really feels that his personal status depends on this way. After the claim happened, although the boss once had a complaint with me, I did not directly negotiate with him or accuse him, and I sent him a blessing message on the mid Autumn Festival.

If he can have a chance to see this article one day, I hope he can understand that as a professional, it is more meaningful to realize his value by profession.