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某农电企业一直以来存在着区域面积大、财务人员少、年龄结构老化、信息化水平落后、会计政策、核算标准不统一、历史遗留问题较多等问题。划入集团公司以后,“三集五大”体系改革全面铺开,推进财务集约化管理更是新老财务管理方法的交替变革,农电企业一时很难适应新财务管理方法的转变。为解决农电企业财务管理的问题,公司决定实行“子公司运作、分公司管理”的管理模式,成立区域财务管理中心,负责监督、指导和帮助上划农电企业财务管理,促进农电企业持续健康发展。
A rural power enterprise has long been a large area, less financial staff, the aging of the age structure, the level of backwardness of information, accounting policies, accounting standards are not uniform, the problems left over by history and other issues. Into the group after the “three sets of five” system reform in full swing to promote financial intensive management is the new old alternative financial management methods change, the temporary difficulty for rural power enterprises to adapt to the changes in the new financial management methods. In order to solve the problem of financial management of rural power enterprises, the Company decided to implement the management mode of “Subsidiary Operation and Branch Management”, set up a regional financial management center, which is responsible for supervising, guiding and helping the financial management of the top agricultural enterprises, Electric enterprises sustained and healthy development.