本文選題：星輝建筑集團(tuán) + 財(cái)務(wù)管理��； 參考：《湖南大學(xué)》2015年碩士論文

【摘要】：企業(yè)管理的核心是財(cái)務(wù)管理。企業(yè)集團(tuán)的財(cái)務(wù)管理涉及面廣、綜合性強(qiáng)、靈敏度高,集中體現(xiàn)了企業(yè)集團(tuán)管理的各種矛盾沖突。伴隨著企業(yè)集團(tuán)規(guī)模的不斷擴(kuò)大、控制的資產(chǎn)急劇膨脹,企業(yè)集團(tuán)內(nèi)部管理水平未能跟上節(jié)拍,尤其是集團(tuán)財(cái)務(wù)管理跟不上,從而導(dǎo)致集團(tuán)內(nèi)部分、子公司各自為政、相互牽制,成員企業(yè)內(nèi)部競(jìng)爭(zhēng)、人員權(quán)責(zé)不清等現(xiàn)象的出現(xiàn)�；诖�,本文在梳理介紹企業(yè)集團(tuán)財(cái)務(wù)管理相關(guān)理論的基礎(chǔ)上,首先對(duì)星輝建筑集團(tuán)的財(cái)務(wù)管理現(xiàn)狀進(jìn)行分析,查找出集團(tuán)現(xiàn)有財(cái)務(wù)管理中存在的問題與不足,進(jìn)而從這些需要解決的問題入手,對(duì)其財(cái)務(wù)管理模式進(jìn)行改進(jìn)。改進(jìn)措施主要從財(cái)務(wù)管理制度、資金利用效率、全面預(yù)算管理、財(cái)務(wù)人員的專業(yè)化水平以及ERP信息系統(tǒng)的建立與推廣著手,進(jìn)行優(yōu)化。最后探討湖南星輝建筑集團(tuán)財(cái)務(wù)管理優(yōu)化策略的實(shí)施步驟,主要從集團(tuán)內(nèi)部控制的件數(shù)、融資方式的確定和投資風(fēng)險(xiǎn)的管理著手,再通過建立模型對(duì)集團(tuán)綜合財(cái)務(wù)狀況進(jìn)行評(píng)價(jià)。通過這一系列的改進(jìn)使星輝建筑集團(tuán)的內(nèi)部管理科學(xué)高效、資金循環(huán)更加順暢、投資結(jié)構(gòu)也趨向合理。本文在詳盡分析的基礎(chǔ)上,針對(duì)星輝建筑集團(tuán)財(cái)務(wù)管理中存在的問題,對(duì)癥下藥,設(shè)計(jì)一套財(cái)務(wù)管理優(yōu)化策略,為其它類似的企業(yè)集團(tuán)管理提供借鑒。
[Abstract]:The core of enterprise management is financial management. The financial management of the enterprise group involves a wide range, strong synthesis, high sensitivity, and embodies all kinds of contradictions and conflicts of the enterprise group management. With the expansion of enterprise group scale and the rapid expansion of controlled assets, the internal management level of the enterprise group can not keep up with the rhythm, especially the financial management of the enterprise group can not keep up with each other, which leads to the internal division of the group and the division of the subsidiary companies. Mutual restraint, internal competition of member enterprises, unclear rights and responsibilities of personnel and other phenomena. Based on this, on the basis of combing and introducing the related theories of financial management of enterprise groups, this paper first analyzes the present situation of financial management of Xinghui Construction Group, and finds out the problems and shortcomings in the existing financial management of the Group. Then from these needs to solve the problem, to its financial management mode to carry on the improvement. The improvement measures mainly from the financial management system, funds utilization efficiency, overall budget management, financial personnel professional level and ERP information system establishment and promotion, to optimize. Finally, the paper discusses the implementation steps of financial management optimization strategy of Hunan Xinghui Construction Group, mainly from the aspects of the number of internal controls, the determination of financing methods and the management of investment risks. Then through the establishment of a model to evaluate the group's comprehensive financial situation. Through this series of improvements, the internal management of Xinghui Architectural Group is scientific and efficient, the circulation of funds is more smooth, and the investment structure tends to be reasonable. On the basis of detailed analysis, aiming at the problems existing in the financial management of Xinghui Architectural Group, this paper designs a set of optimization strategies for financial management to provide reference for other similar enterprise group management.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F406.7;F426.92

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