本文選題：全面預(yù)算管理 + 吉林油田��； 參考：《吉林大學(xué)》2013年碩士論文

【摘要】：近年來，吉林油田預(yù)算工作積極落實全面預(yù)算管理思想和理念，不斷總結(jié)創(chuàng)新，以公司戰(zhàn)略目標(biāo)為指導(dǎo)開展各項預(yù)算管理工作，以配置成本、計算利潤及相關(guān)指標(biāo)為主，協(xié)調(diào)配置各類資源要素和探索優(yōu)化公司生產(chǎn)經(jīng)營活動。 目前，吉林油田預(yù)算管理正向具有計劃、跟蹤、控制、協(xié)調(diào)、激勵、評價等綜合性功能的經(jīng)營機(jī)制轉(zhuǎn)變過程當(dāng)中，本身還存在許多不足，但是方向已經(jīng)日漸清晰，就是要朝著戰(zhàn)略性、機(jī)制性的預(yù)算管理體系去發(fā)展和變革。 今后一段時間，吉林油田預(yù)算管理的總體思路是：繼續(xù)深入貫徹落實全面預(yù)算管理思想，突出效益目標(biāo)，立足長期評價，創(chuàng)新經(jīng)營機(jī)制，拓展管理范圍，增強(qiáng)決策信息的真實性、對稱性和前瞻性，促進(jìn)各業(yè)務(wù)的統(tǒng)籌協(xié)調(diào)發(fā)展，提升公司整體價值，更好服務(wù)于吉林油田建設(shè)千萬噸級油氣田目標(biāo)。 總之，吉林油田實施全面預(yù)算管理應(yīng)以戰(zhàn)略為基礎(chǔ)，以目標(biāo)管理為導(dǎo)向，以預(yù)測規(guī)劃為核心；結(jié)合實際，，選擇合適的預(yù)算管理模式，樹立全面預(yù)算管理思想觀念，增強(qiáng)意識，構(gòu)建配套的管理制度體系，實現(xiàn)全面預(yù)算管理與經(jīng)營戰(zhàn)略和長期發(fā)展戰(zhàn)略的有效對接；建立多層級預(yù)算管理組織體系，采用先進(jìn)技術(shù)和方法，提高預(yù)算編制水平；強(qiáng)化全面預(yù)算管理控制和考評環(huán)節(jié)，重視全面預(yù)算管理的激勵作用，從而促進(jìn)全面預(yù)算管理公司得到提升和完善。
[Abstract]:In recent years, the budget work of Jilin Oilfield has been actively implementing the overall budget management ideas and concepts, continuously summarizing and innovating, taking the strategic objectives of the company as the guidance to carry out various budget management work, mainly focusing on the allocation of costs, calculation of profits and related indicators. Coordinate the allocation of various resource elements and explore and optimize the company's production and operation activities. At present, there are still many deficiencies in the process of changing the management mechanism with comprehensive functions such as planning, tracking, controlling, coordinating, encouraging and evaluating in the budget management of Jilin Oilfield, but the direction is becoming clearer. Is to move towards a strategic, institutional budget management system to develop and change. For some time to come, the overall thinking of budget management in Jilin Oilfield is to continue to implement the idea of comprehensive budget management in depth, to highlight the goal of efficiency, to base itself on long-term evaluation, to innovate the management mechanism, and to expand the scope of management. To enhance the authenticity, symmetry and foresight of decision information, to promote the overall and coordinated development of various businesses, to enhance the overall value of the company, and to better serve the goal of building ten million tons of oil and gas fields in Jilin Oilfield. In a word, the overall budget management in Jilin Oilfield should be based on strategy, be guided by objective management and take forecasting planning as the core, combine with reality, select appropriate budget management mode, set up the idea of overall budget management and strengthen consciousness. Construct the supporting management system, realize the effective connection between the overall budget management and the management strategy and the long-term development strategy, establish the multi-level budget management organization system, adopt the advanced technology and method, improve the budgeting level; We should strengthen the control and evaluation of the overall budget management and attach importance to the incentive role of the overall budget management so as to promote the promotion and perfection of the comprehensive budget management company.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F275;F426.22

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 王劍標(biāo);;企業(yè)預(yù)算管理研究[J];中國城市經(jīng)濟(jì);2011年17期

本文編號：2063389