How To Strengthen Financial Budget Management And Execution?

We should improve and perfect the corresponding financial budget management organization, which is responsible for the organization and implementation of enterprise financial budget management.

In order to promote enterprises to establish and perfect the internal restraint mechanism and strengthen the financial budget management of enterprises, enterprises must set up budgetary management organizations according to corresponding policies and regulations, such as the enterprise finance budget committee or general manager's office, responsible for the specific matters of the enterprise's financial budget management, raise the awareness of financial budgeting management of all the decision-making levels of enterprises, and identify the corporate legal representatives as the first responsible persons, earnestly strengthen leadership and clarify responsibilities.

Budget management is a systematic project that integrates budgeting, execution, control, evaluation and encouragement into enterprise production and operation activities, involving all aspects and links of enterprise management and production and operation. These links are implemented by different departments and staff members. Therefore, all employees are required to participate directly or indirectly in the process of budget management.

The decision-making level should give great support in the process of financial budget management, communicate and coordinate the rights and responsibilities between the upper and lower levels, between departments and employees, and mobilize the enthusiasm of various departments to participate in the management of financial budgets, so as to achieve full budget management.

Financial budgets should be prepared at different levels of the enterprise according to the types of economic operations and their responsibilities and responsibilities of the budgetary units.

In order to prepare financial budgets, enterprises should proceed according to the business budget, capital budget, financing budget and the process of subsequent financial budgeting.

Meanwhile, enterprises should seek more actively.

Reasonable way to strengthen dynamic management.

For example, the use of zero base budgets, without restrictions from existing projects, can mobilize the enthusiasm, initiative and creativity of managers at all levels, tap the potential of reducing costs, help enterprises to develop in the future, make use of probability budgets, improve the reliability of budgeting and the accuracy of budgetary values, and reduce the risks of budgetary indicators in uncertain environments. Implementing rolling budgets can not only adjust short-term budgets in a timely manner, make the budget more realistic, but also achieve the connection with daily management, so that managers can always grasp the short-term planning objectives and long-term strategic layout of enterprises from a dynamic perspective.

Financial budget management based on enterprise strategic objectives can enable enterprises to combine their immediate interests with long-term development and promote sustainable development of enterprises.

Without a strategic sense, the financial budget is the short-term behavior of the enterprise, it will lose the right direction, and can not enhance the market competitive advantage of the enterprise.

Therefore, before launching the enterprise's financial budget management, enterprises should clarify their strategic objectives and take a series of measures around the formulation, implementation and control of enterprise strategy.

On this basis, the budgets for each period should be worked out so that the budgets of the enterprises should be linked up before and after each period to avoid blindness in the budget work.

The financial budget management of enterprises is subordinate to the strategic management of enterprises, rather than the simple tactics and methods of enterprise prediction.

Enterprise

The strategic objectives will directly determine the choice of the budgetary mode, decide on the key points of the budget and the key areas from which they need to be protected, and determine how to determine the budgetary goals.

Only in this way can the financial budget be located in the strategic objective of the enterprise and the vitality of the budget management can be achieved.

Therefore, in order to implement financial budget management, enterprises must formulate enterprise development strategy according to the market environment and existing resources of enterprises, determine the strategic objectives of enterprises, and grasp the correct objectives and direction of financial budget management.

First of all, the budget execution process is the key link of the whole budget.

Once the budget is confirmed, it has "legal effect" within the enterprise.

After the completion of the budgeting, all departments of the enterprise not only clearly defined the tasks of the Department, but also clearly saw the objectives of the whole enterprise and the impact of the activities of the Department on the overall objectives.

Therefore, departments must strictly enforce the budget and set up the concept of budget in the whole enterprise.

Only by strictly and conscientiously carrying out the budget, can every business be linked to the corresponding budgetary items so as to truly achieve the goal.

The purpose of control.

Secondly, we should summarize and analyze the budget implementation in time.

At the end of each budget period, through the comparison of financial statements and budget statements, detailed pre and final analysis reports are worked out to find out the deviation between actual and budgetary indicators, and analyze the causes of the differences: the budget deviations are adjusted in time, and the budgetary indicators are adjusted in time. Those who belong to the execution deviation should correctly analyze the crux of the problem, summarize the problems and contradictions in the production and operation process, provide the real situation for the continuous operation or change the business strategy of the enterprises, and do the basic work for the next assessment of rewards and punishments.

Thirdly, the concept of "assessment and rewards and punishments is the lifeline of the budget work" is set up strictly to ensure that the budget management is in place.

Without assessment, budget work cannot be carried out and budget management becomes meaningless.

Strict examination is not only to compare the budget target value with the actual execution result of the budget, confirm the results, find out the problems, analyze the causes, and improve the future work. It is also aimed at impartial rewards and punishments for the employees, arousing the enthusiasm of the staff and ensuring the ultimate realization of the strategic objectives of the enterprises.

Rewards and punishments are important links to ensure the completion of budgetary goals. Only rewards and punishments can ensure the seriousness of the budget and ensure the convergence of all links in the management process.

In the choice of timing of budgetary control, most enterprises in China carry out results control on enterprise financial budgets.

Under such control, the actual deviation has been formed, and the loss has already occurred. There is no alternative but to adjust the financial budget of the next year.

If we choose process control and result control, we can not only achieve the result control effect, but also through process control, especially the establishment of enterprise financial budget report system, can timely adjust the deviation in the process of budget execution, and ensure the smooth implementation of the budget.