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class="info"> <span id="5vajrimf" class="time">時間：2020-08-17 17:55:03 </span> <span id="5vajrimf" class="sm_after_time"></span> <span id="5vajrimf" class="source"><a target="_blank" href="http://m.1-jiu.com/edu/caiwuguanli/" title="財務(wù)管理">財務(wù)管理</a></span> <span id="5vajrimf" class="source"><a target="_blank" href="http://m.1-jiu.com/usr/login.html" title="我要投稿">我要投稿</a></span> </div> <script type="text/javascript">s("content_top");</script> <div id="5vajrimf" class="content"> <p>財務(wù)管理如何做到剛?cè)嵯酀?/p> <p> 　　柔性財務(wù)管理是相對于傳統(tǒng)的剛性財務(wù)管理而言的�，F(xiàn)在許多企業(yè)還是強調(diào)帶有強制色彩的剛性財務(wù)管理，只強調(diào)遵守和服從各種財務(wù)管理制度，完成各項財務(wù)指標(biāo)，否則便給予懲處，這種剛性財務(wù)管理具有強制性特征。而柔性財務(wù)管理則是在研究人們財務(wù)心理和行為規(guī)律的基礎(chǔ)上，采用非強制方式，在人們心目中產(chǎn)生一種誘導(dǎo)性力量，從而實現(xiàn)企業(yè)財務(wù)管理目標(biāo)，把企業(yè)的財務(wù)意志轉(zhuǎn)化為大家自覺的財務(wù)行動�？梢娙嵝载攧�(wù)管理是一種更加高級，更加人性化、民主化、理性化、科學(xué)化的財務(wù)管理。</p><p style="text-align: center;"><img loading="lazy" src="https://p.9136.com/00/l/lm2310.jpg" alt="財務(wù)管理如何做到剛?cè)嵯酀?/></p> <p> 　<strong>　柔性管理，大有可為</strong></p> <p> 　　在管理方式上，柔性財務(wù)管理注重財務(wù)靈活性，而傳統(tǒng)財務(wù)管理則強調(diào)集權(quán)式或相對分權(quán)式;在財務(wù)管理的主導(dǎo)戰(zhàn)略上，柔性財務(wù)管理主張多樣化戰(zhàn)略和市場領(lǐng)先戰(zhàn)略，而傳統(tǒng)財務(wù)管理則主張低成本戰(zhàn)略;在財務(wù)管理思想上，柔性財務(wù)管理強調(diào)快速反應(yīng)、柔性化，而傳統(tǒng)財務(wù)管理則強調(diào)規(guī)范化、專業(yè)化;在財務(wù)管理體制上，柔性財務(wù)管理實行一體化管理，強調(diào)集成管理，而傳統(tǒng)財務(wù)管理則實行部門管理、層次管理，各工作環(huán)節(jié)是按順序銜接;在財務(wù)管理的任務(wù)上，柔性財務(wù)管理采取財務(wù)管理、協(xié)調(diào)、服務(wù)、創(chuàng)新的多目標(biāo)，強調(diào)不斷調(diào)整自身的學(xué)習(xí)、適應(yīng)環(huán)境、改造環(huán)境、與時俱進(jìn)、不斷創(chuàng)新，傳統(tǒng)財務(wù)管理則是單一目標(biāo)制度，強調(diào)建立財務(wù)管理的秩序、追求效率、穩(wěn)定和連續(xù)性。</p> <p> 　　在人才問題上一定要有柔性財務(wù)管理思想，才能充分發(fā)揮人才的智力優(yōu)勢，而過去那種剛性財務(wù)管理思想是不適應(yīng)優(yōu)秀人才隊伍建設(shè)的。比如有些人才并非企業(yè)員工，如何利用他們?yōu)槠髽I(yè)創(chuàng)造價值，企業(yè)財務(wù)管理上就應(yīng)當(dāng)有相應(yīng)的辦法。這些辦法應(yīng)當(dāng)是柔性的，而不是僵化的，如項目報酬制度、業(yè)績獎勵制度、入股分紅制度、人才基地經(jīng)費配套制度等。這些財務(wù)制度的人性化、柔性化應(yīng)用就會給企業(yè)創(chuàng)造長期價值。有些科技人才有技術(shù)，但不懂管理，更不懂財務(wù)管理，科研成果難以快速轉(zhuǎn)化。企業(yè)財務(wù)管理部門有責(zé)任使他們的才智轉(zhuǎn)化為生產(chǎn)力，為企業(yè)創(chuàng)造財富。千萬不要在財務(wù)管理方面?zhèn)α诉@些科技人員，要千方百計地為他們服務(wù)，創(chuàng)造好的創(chuàng)業(yè)環(huán)境。</p> <p> 　　知識經(jīng)濟時代高科技企業(yè)社會中比重越來越大，由于高科技企業(yè)大量采用新技術(shù)、新能源，將減少環(huán)境污染和對自然資源的掠奪性耗費，企業(yè)產(chǎn)品質(zhì)量提高，并更注意售后服務(wù)，增加就業(yè)機會，企業(yè)的生態(tài)效益和社會效益將得到較好的體現(xiàn)，擁有高素質(zhì)的人才和員工隊伍就有了獲得財富和更多知識的可能。但是由于知識的飛速發(fā)展，人的精力有限，一個人不可能掌握眾多的知識，因此獲得優(yōu)秀人才，形成最佳知識結(jié)構(gòu)及良好的知識流動程序，便成為企業(yè)財務(wù)管理的重要任務(wù)。企業(yè)知識資本的擴大需要財務(wù)管理創(chuàng)新，需要行之有效的財務(wù)制度。</p> <p> 　　柔性財務(wù)管理充分體現(xiàn)了財務(wù)管理的靈活性、創(chuàng)新性，但并不否定剛性財務(wù)管理。柔性財務(wù)管理也是以“剛性財務(wù)管理”的一些內(nèi)容為前提和基礎(chǔ)的。沒有剛性財務(wù)規(guī)章制度約束的企業(yè)必然是無序的、混亂的，柔性財務(wù)管理也必然喪失其立足點。在某種意義上說，柔性財務(wù)管理是剛性財務(wù)管理的“潤滑劑”，是剛性財務(wù)管理的“升華”。</p> <p> 　　作為財務(wù)管理的重要組成部分，柔性財務(wù)管理有其存在和發(fā)展的條件，可以歸納為兩點：一是科學(xué)健全的剛性財務(wù)管理體系;二是良好的社會風(fēng)尚和領(lǐng)導(dǎo)者形象。離開這兩點，柔性財務(wù)管理就難以發(fā)揮應(yīng)有的作用，甚至?xí)霈F(xiàn)相反的效果。</p> <p> 　　中國好的企業(yè)高管都懂得“剛?cè)嵯酀?rdquo;的道理，并成功加以應(yīng)用。格力電器總裁董明珠最早是財務(wù)管理出身。她所實施的精細(xì)化財務(wù)管理，真正做到節(jié)約每一張紙的程度。如果員工沒有正反面使用打印紙，往往會被除名。但她同時又為員工設(shè)立了陽光基金，員工遇到大的困難，可以得到公司最高100萬元的資助。她把剛性財務(wù)管理和柔性財務(wù)管理結(jié)合到極致，其效用更是成倍放大。</p> <p> 　<strong>　如何做到“剛?cè)嵯酀?rdquo;?</strong></p> <p> 　　柔性財務(wù)管理和剛性財務(wù)管理在最終目標(biāo)上是一致的，只不過所采用的方法和手段、管理思想等方面有顯著差異而已。我們在此強調(diào)柔性財務(wù)管理，并沒有否定剛性財務(wù)管理必要性的意思。恰恰相反，剛性財務(wù)管理是柔性財務(wù)管理的基礎(chǔ)，企業(yè)財務(wù)管理要“剛?cè)嵯酀?rdquo;。</p> <p> 　　首先，財務(wù)管理對象要從以資金為主轉(zhuǎn)向以人為主。過于剛性的財務(wù)管理有時雖然控制住了費用支出，卻失去了人心。權(quán)變理論認(rèn)為，管理行為和方法與其所處的環(huán)境密切相關(guān)。在企業(yè)財務(wù)管理中要根據(jù)所處的內(nèi)外部條件隨機應(yīng)變，不存在一成不變的財務(wù)管理制度和方法。如某企業(yè)的高級工程師一年一次回家探親，路途1500公里，但財務(wù)部門只給報銷來回的火車票，不給報銷飛機票，依據(jù)是10年前的財務(wù)制度。這影響了技術(shù)人員的工作積極性，產(chǎn)生了消極影響。傳統(tǒng)財務(wù)管理理論一直把資金作為管理對象，而現(xiàn)在企業(yè)已經(jīng)越來越認(rèn)識到人在財務(wù)管理中的重要性。財務(wù)管理既是對資金的管理，更是對人的管理，人是企業(yè)的主體，人管理不好，資金就難以管好。一個企業(yè)只有讓每一個員工積極參與到財務(wù)管理中來，財務(wù)管理才能真正成功。因此關(guān)心員工的尊嚴(yán)和價值實現(xiàn)將成為實施財務(wù)管理柔性化的`前提。企業(yè)財務(wù)文化的管理方法就是基于這種認(rèn)識基礎(chǔ)上所形成的一種管理藝術(shù)。財務(wù)管理要發(fā)揮企業(yè)員工的天賦和能力，這是取得成功的關(guān)鍵。企業(yè)財務(wù)文化作為一種管理文化，應(yīng)當(dāng)以人為本，以價值觀的塑造為核心來引導(dǎo)、調(diào)控和凝聚人的積極性和創(chuàng)造性。其核心是企業(yè)財務(wù)精神，財務(wù)管理作為一種文化現(xiàn)象，明顯呈現(xiàn)出柔性化趨勢。</p> <p> 　　其次，財務(wù)管理要及時溝通，還要講究溝通的藝術(shù)。由于我國許多企業(yè)還是沿用金字塔式的組織結(jié)構(gòu)，層次多，關(guān)系復(fù)雜，靠行政命令控制，信息不暢通，財務(wù)管理形象較差，缺乏與其他部門的溝通，許多人不認(rèn)同企業(yè)的財務(wù)管理，效果必然較差。財務(wù)部門和市場營銷部門可以說是一個企業(yè)的左膀右臂。這兩個部門有時會因為業(yè)績考核和薪酬分配、業(yè)務(wù)和預(yù)算等問題產(chǎn)生決策沖突，兩部門之間相互指責(zé)，影響企業(yè)成本控制和業(yè)績。市場營銷部門因為市場競爭越來越激烈，常常出現(xiàn)競價銷售現(xiàn)象。企業(yè)營業(yè)額和利潤的增加離不開市場營銷部門。但該部門如果不注意控制成本，企業(yè)照樣會陷入困境。企業(yè)財務(wù)部門必須經(jīng)常與市場營銷部門溝通，大家形成共識，從單純的銷售思維轉(zhuǎn)變到盈利思維;從過分關(guān)注市場份額到關(guān)注企業(yè)價值。</p> <p> 　　第三，管理方式要從控制轉(zhuǎn)向引導(dǎo)和激勵。傳統(tǒng)剛性財務(wù)管理往往就是財務(wù)控制，企業(yè)財務(wù)經(jīng)理的主要任務(wù)就是為了保證完成任務(wù)，加強對各部門和員工的財務(wù)控制，對于如何優(yōu)化各部門和員工的財務(wù)行為考慮不夠。實踐證明，財務(wù)管理已經(jīng)不再是傳統(tǒng)意義上的財務(wù)控制，而是引導(dǎo)和激勵。由許多員工只滿足于完成自己份內(nèi)的工作，對如何改善企業(yè)財務(wù)管理不感興趣。財務(wù)管理人員只滿足于制定各種財務(wù)指標(biāo)，不了解企業(yè)其他員工的想法，這對企業(yè)整體改善財務(wù)管理工作是不利的。</p> <p> 　　美國石化企業(yè)NuStarEnergy屬于高危企業(yè)，但員工仍安心工作，這與企業(yè)注重安全生產(chǎn)方面的投入是分不開的。員工可以拒絕任何不安全的工作，企業(yè)馬上研究如何進(jìn)一步改進(jìn)安全保障。企業(yè)根據(jù)工作危險性的不同給出不同的報酬，高危工作有高額補償和報酬。另外企業(yè)還花費很大財力為員工營造令人愉快的工作氛圍，各種慶�；顒臃浅６唷．�(dāng)公司員工遇到困難時，公司會大力相助，及時送上救濟金。財務(wù)部門非常清楚其他部門員工的想法，以“關(guān)心與分享”為主旨，妥善處理與員工的財務(wù)關(guān)系，除了花錢改善工作環(huán)境，組織豐富多彩的企業(yè)活動，更是投入大量“真金白銀”，改善員工福利待遇。如所有員工享有免費醫(yī)保，人人享有獎金和分紅的權(quán)利。公司還向員工配發(fā)股票，近半數(shù)員工持有本公司的股票，公司的獎金90%是獎勵基層員工而并非高管。對于退休員工，在公司工作滿30年以上者，可以獲得高于原來工資17%的養(yǎng)老金。該公司從來不裁員。當(dāng)員工富余必須裁員時，企業(yè)向員工求助解決辦法。這時員工會想出一切辦法為公司減少損失浪費，提高效率和效益。別的企業(yè)破產(chǎn)倒閉，該公司反而增加盈利。在美國不景氣的今天，公司不但給了員工豐厚的回報，也給了股東平均22%收益率的回報。</p> <p> 　　最后，培養(yǎng)一批優(yōu)秀的知識型財務(wù)總監(jiān)。優(yōu)秀的財務(wù)總監(jiān)是經(jīng)濟資源中非常寶貴的資源，在市場經(jīng)濟條件下，企業(yè)發(fā)展好壞與他們關(guān)系很大。他們的目標(biāo)理想、精神狀態(tài)、管理水平、經(jīng)營能力、思維方式對財務(wù)管理有很大影響。</p> <script>s("content_relate");</script><p>【財務(wù)管理如何做到剛?cè)嵯酀肯嚓P(guān)文章：</p><p><a target="_blank" href="http://m.1-jiu.com/edu/boyinzhuchi/356677.html" 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