The importance of financial budgeting for concrete enterprises
(A) Analysis of relevant concepts
Financial budget refers to the overall objectives and strategies of the company, through the company engaged in the production and operation activities of all-round multi-angle analysis and summary, to achieve the classification of the company’s activities of each module of integrated management, and ultimately achieve the purpose of improving the company’s management capacity, reducing costs and improving operating profits. It can be said that the company’s financial budget is an effective means for the company to optimize the allocation of resources, and is one of the important strategies to improve the company’s market competitiveness.
(B) Importance
Financial budget work is very important for the company’s growth and development. Among them, the scientific choice of financial calculation methods is the most important to ensure the quality of financial budget. All production and operation-related income and expenditure of the company should be included in the company’s budget system and institutionalized to truly reflect the company’s operation and provide a reliable basis for the company’s leaders to formulate financing strategies and development strategies.
Problems of financial budgeting in concrete enterprises
(A) Insufficient attention to financial budgeting
At present, enterprises pay little attention to budget management, mainly because the leaders lack a proper understanding of financial budgeting. In today’s big economic era, financial budget management still exists in enterprises, but there is still the problem of lack of proper understanding of its importance, so that the implementation process of financial budget is too focused on the form, so it is difficult to play the role of financial budget in the development of enterprises. As we all know, the financial budgeting work of enterprises is very helpful to enhance the overall competitiveness of enterprises. The most important thing is to analyze the existing market before the next step of economic activities, to grasp the market development and adjust the strategy accordingly. However, most modern enterprises do not pay enough attention to this, which to a certain extent restricts the rapid development of the enterprise and also causes certain economic losses to the enterprise.
(B) Insufficient budgeting and execution
Generally speaking, the financial budget analysis of concrete enterprises is only once a year, which directly leads to the limitation of the supervision and control of the budget organization, and this budget is only obvious in the preparation process or analysis of the results, but it is not enough for the unexpected situation in the implementation, not to mention the timely correction, and this analysis is only an ex post facto evaluation. In addition, more companies are empirical and protectionist in their budget evaluation, which is often very different and arbitrary from the actual financial situation of the company. As a result, there is a lack of basic scientific judgment in assessing enterprises and evaluating employees, and such cases are even more frequent in large enterprises with relatively sound budget management.
(C) Inadequate budget management organization system
Budget management is a long-term, complex and tedious work, and the work procedure itself is contradictory to the enterprise system. Therefore, it indirectly leads to the inadequacy of the enterprise’s budget management organization system, which is unable to supervise the enterprise’s budget management comprehensively and make it difficult to guarantee the quality of work. Moreover, under the conditions of market economy, the enterprise’s own system organization concept is very weak, and the lack of macro-control role in the market is not conducive to the mutual coordination of various departments within the enterprise, which to a certain extent hinders the rapid development of the enterprise.
(D) The problem of enterprise capital management
Although most of the concrete enterprises today have built a financial budget mechanism, but there are still problems of insufficient calculation, poor control of capital flow, the calculation process is arbitrary, often overspending conditions, so that enterprises suffer greater economic losses. The evaluation index is too single, the assessment index is very undetailed, and the emphasis is on benefits rather than crises, limited only to the calculation of profits and expenses, but lacking targeted asset-based expenses and total capital calculation pre-programming. Therefore, in an increasingly volatile market, concrete enterprises should and must combine the characteristics of asset calculations with an organized allocation of items under their own control. When strong competition in the market changes the original estimation, the company should respond by reducing the calculation or increasing the calculation or both, so that the enterprise can better comply with the development of the market and guarantee the completion of the calculation in quality and quantity.
Countermeasures for financial budgeting of concrete enterprises
(a) Improve the importance of financial budgeting
According to the survey, the quality of budget management work in concrete enterprises are closely related to the professionalism of financial budgeting staff. That is, the company needs to organize a variety of regular and non-regular training to improve the financial staff’s attention to financial budgeting and understand the relationship between enterprise budgeting and the economic benefits and development of enterprises. In addition, in order to better mobilize the enthusiasm and enthusiasm of the financial staff, it is necessary to establish sound supporting reward and punishment measures.
(B) strengthen the process of financial budgeting and implementation control
Concrete enterprises due to the lack of scientific and standardized financial budgeting brought about by the problem is very serious, so we should strengthen the enterprise financial budgeting process and the implementation of control efforts. Specifically, we can give full play to the scientific research advantages of private organizations, universities and other third-party consulting institutions to apply the most advanced scientific concepts to the reality of practice and promote the transformation of science and technology into productivity in order to improve the financial budgeting techniques and levels of enterprises. In this process, it should be especially noted that different concrete enterprises have special conditions and conditions, because the realities encountered in different construction projects are also complex and changeable, so it is necessary to consider the scale of production and operation, management capacity, and the direction of development of the enterprise when formulating the financial budget, in order to ensure the scientific nature of the financial budgeting. This requires a clear financial budgeting system and strategy to regulate the preparation process, so as to effectively achieve the “law can be followed, there must be law”. In addition, to do a good job of financial budgeting supervision, the whole process of production and operation of concrete enterprises to carry out in-depth and effective evaluation and supervision, and through a variety of evaluation system and reward and punishment system to establish and improve the effectiveness of supervision. In short, we should be guided by the idea of keeping up with the times to promote the healthy and orderly development of concrete enterprises.
(3) Strengthen the construction of the organizational system of financial budgeting of enterprises
Concrete enterprise financial budgeting organization system includes budget management, information management network. Its ability to ensure the standardization and centralization of budgeting, the formation of a comprehensive financial management system based on information technology network. The enterprise financial budgeting organization system includes various departments in the enterprise, including procurement, production, operation and maintenance, sales, etc. Through timely access to the preparation information of each department, it can form accurate and time-sensitive financial information. At the same time, it can also improve the query system of financial information and facilitate the purpose of certain budget monitoring. The establishment of the system of information interchange can increase the close integration of finance and production and marketing departments, while gradually realizing the management of financial accounting system and marketing system, so as to ensure the authenticity, relevance and effectiveness of financial information.
(4) Promote capital budget management
Asset budget management is an important part of the financial management of concrete enterprises. First, concrete enterprises should strengthen the process construction and standards of budgetary tasks, promote the practical rationality of this task, and vigorously reduce errors. When carrying out market appraisal and crisis assessment, the operator should fully integrate the control of the operating funds of the concrete enterprise. The progress of the funds control task helps to strengthen the efficiency of the budget task, and the operator requires to strengthen the supervision on the original funds control strategy in order to promote the allocation of the budget task.
Conclusion
With the rapid development of market economy, the traditional closed and backward financial budgeting management can no longer meet the needs of modern enterprise development. However, the current concrete enterprises do not pay enough attention to financial budgeting, and there are quite a lot of problems in the management. In response to these problems, this paper analyzes and discusses them. And on the basis of this, the solution countermeasures are proposed to improve the financial budgeting of concrete enterprises and promote the level of financial management of enterprises, while also laying a good foundation for the modernization and transformation of enterprises.