Organizational support of financial management

Financial management

The organizational structure of financial management companies can be built in different ways. Mostly entity financial management and staffing of direct financial services depends on the type and volume of business entities. The order of financial services company regulated by its main internal legal document - the charter.

That statute defines the specific features of financial businesses that are influenced by the following factors:
• the scope and features of the charter of the company;
• financial relationship with the company budget on taxes and mandatory contributions;
• conditions and methods of capital formation;
• intensity of investment processes in the enterprise;
• the distribution relationships;
• the degree of financial responsibility to shareholders of the enterprise (shareholders) and senior organizations;
• Availability of structural subdivisions, affiliates, subsidiaries;
• Company affiliation of the vertical financial and organizational structures (associations, holdings, networks of French-chayzynhu, financial and industrial groups, etc.).
Methods capital formation, distribution of profits and the creation of funds of funds are especially important in the registration of companies, their liquidation, reorganization (merger, division, separation, transformation). The scale of the financial and business features greatly affect their classification in categories of large, medium and small businesses and to companies formed with foreign capital.
The organizational model of financial service small businesses are quite simplified. The role of the CFO in small businesses usually performs Chief Accountant. However, a sufficient level of competence in financial matters financial-credit activity planning and operational management of finances small businesses can partially or completely carry out himself the head (top manager) or his deputy. If the entry of small businesses in vertical legal forms (holding companies, consortia, associations, franchise network, etc.) organizational structure to manage their finances is complicated by additional subject-object relationships and greater reliance on higher cost units.
For large enterprises, the most typical is the allocation of special services financial management and structuring large system financial management (Vice President Finance - CFO - heads of specialized financial departments - financial managers of different levels and with different specializations).

In each enterprise has its own special financial and organizational structure, depending on the scope and objectives of the charter and the approved staffing.
Generally, for financial management is not limited to the finance department.
To solve some problems may involve financial management professionals planning and economic department, the department of labor and wages, production, marketing, legal, analytical departments (if these units separately identified in the organizational model of the company).
Advanced forms of integration of financial management is the management of certain areas of financial activity by isolating the main centers of responsibility. Centrum responsibility is a unit of the company, which fully controls a direction of financial activity. IA The form identifies four possible centers of responsibility in the company: 1) cost center; 2) Centre of income; 3) profit center; 4) investment center. Within these areas of responsibility center managers take their own management decisions and are responsible for the implementation of normative (planned) financial performance.