What does the finance department do? Regulations on the financial department. What data from the financial department needs to be constantly monitored?

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Tasks and functions

financial and economic department

Tasks of the financial and economic department:

Organization of accounting and reporting of the Department, control over the effective use of material and financial resources. Formation of complete and reliable information about the property status, income and expenses of the Department. Providing information necessary for internal and external users of accounting statements to monitor compliance with the legislation of the Russian Federation when the Department carries out business operations. Prevention of negative results of the Management’s economic activities and identification of intra-economic reserves to ensure its financial stability. Control over the safety of funds and material assets in places of their storage and operation; Organization of work to mobilize federal budget revenues administered by the Department.

Functions of the financial and economic department:

Drawing up an estimate of income and expenses of the Office according to sources of financing: - at the expense of the federal budget within the limits of the annual limits of budget obligations set by the main manager; and funds received from extra-budgetary sources; Formation of a draft cost estimate and calculations for it for the planned periods of the Office’s work; Monitoring the effective expenditure of funds in accordance with the allocated appropriations and their intended purpose according to the approved cost estimates, taking into account changes made to them in the prescribed manner; Providing timely, complete and reliable accounting, financial, statistical and tax reporting within the established deadlines to the relevant authorities; Accrual and timely transfer of taxes and payments to the budget and extra-budgetary funds; Participation in the development of instructions and guidelines for the Department in the field of accounting; Participation in the procedures for placing orders for the supply of goods and services for the needs of the Department; Carrying out an economic analysis of the economic and financial activities of the Department based on accounting data in order to identify on-farm reserves, eliminate losses and reduce costs; Participation in the preparation of draft contracts, agreements concluded by the Department with individuals and legal entities, verification of documents received for payment in terms of their financial and economic feasibility; Organization of accounting of property, liabilities and business transactions (accounting for fixed assets, inventories, cash settlements with suppliers, accountable persons) and timely reflection in the accounting accounts of transactions related to their movement; Carrying out an analysis of the effectiveness of the use of material assets; Monitoring the safety of fixed assets and other material assets in the places of their storage and operation; Registration of materials on shortages and thefts of funds and inventory items, monitoring the transfer, if necessary, of these materials to investigative and judicial authorities; Participation in the preparation and conduct of an inventory of property and material assets, funds and liabilities. Monitoring the timely and correct reflection of inventory results; Instructing financially responsible persons on the safety of valuables in their custody; Participation in commissions on write-off of fixed assets and inventories; Drawing up reconciliation reports with suppliers and contractors, taking measures to collect receivables and pay off accounts payable for material assets, work performed and services rendered. Control over the expenditure of funds issued to accountable persons; Carrying out payroll for Department employees. Maintaining analytical records of deposited wages and monitoring their payment; Carrying out operations for receiving, accounting, issuing and storing funds with mandatory compliance with the rules ensuring their safety; Accounting for revenue receipts into the budget in the context of budget classification codes of the Russian Federation administered by the Department; Preparation of documents for the return of overpaid payments to the budgets of the Russian Federation, the administration of which is entrusted to the Department; Registration of notifications to clarify the type and identity of payment for revenue receipts to the budget in the context of administered budget classification codes; Forecast of cash receipts to the federal budget according to the codes of the budget classification of the Russian Federation administered by the Department; Use of modern automation tools and software products 1C “Accounting”, 1C Salaries and Personnel” “Kontur Extern”, “Administrator D”; Ensuring the safety of accounting documents and submitting them to the archive in the prescribed manner; Organizing interaction with credit institutions on issues related to income administration; Participation in the work of covering the activities of the Department in the media; Coordination and control over the activities of the territorial departments of the Office on issues within the jurisdiction of the department; Consideration of appeals from individuals and legal entities, state authorities, local governments on issues within the competence of the department; Formation of established reporting on the subject of the Department’s activities; Carrying out, within the limits of its other functions, in accordance with goals and objectives.

2. Financial service of the enterprise, its structure and relationship with others

divisions of the enterprise

Financial service – an independent structural unit that performs certain functions in the enterprise management system (Fig. 2.4). Typically this department is the finance department. Its structure and number depend on the organizational and legal form of the enterprise, the nature of financial activities, production volume, and the number of employees at the enterprise.

Rice. 2.4. The purpose and objectives of the financial service

The financial service performs numerous functions. The main ones are financial planning, financial analysis, financial control and financial management. The functions of the financial service are built in full accordance with the content of financial work at enterprises (Fig. 2.5).

Rice. 2.5. Approximate structure of the financial service

The financial service is part of a unified business management mechanism, and therefore it is closely related to other services of the enterprise, and therefore it is closely related to other services of the enterprise.

Thus, as a result of close contacts with the accounting department, the financial service is presented with production plans, lists of creditors and debtors, documents on the payment of wages to employees, the amount of funds in its accounts, and the amount of upcoming expenses. In turn, the financial service, processing this information and analyzing it, gives a qualified assessment of the solvency of the enterprise, the liquidity of its assets, creditworthiness, draws up a payment calendar, prepares analytical reports on other parameters of the financial condition of the enterprise and familiarizes the accounting department with financial plans and analytical reports on their implementation , which is guided by this information in its daily activities.

From the marketing department, the financial service receives product sales plans and uses them when planning income and drawing up operational financial plans. To conduct a successful marketing campaign, the financial service justifies selling prices, approves a system of concessions in the contract price, analyzes sales and marketing costs, carries out a comparative assessment of the competitiveness of the enterprise’s products, optimizes its profitability, thus creating conditions for concluding major transactions (Fig. 2.6) .

The financial service has the right to demand from all services of the enterprise the actions necessary for the quality organization of financial actions and financial flows. Its competence also includes such important characteristics of the enterprise’s activities as its image and business reputation.

Rice. 2.6. The relationship between the financial service of the organization and other departments

Like any management system, financial management consists of two subsystems: the management object and the management subject.

Rice. 2.7. Financial management system in the organization

The object of control in financial management is the cash turnover of a business entity, which is a flow of cash receipts and payments. Each direction of spending funds must correspond to certain sources: in an enterprise, sources include equity capital and liabilities, which are invested in production and take the form of assets. In general, the constant cash flow process is shown in Fig. 2.7.

The process of managing cash flow largely consists of forecasting long-term cash flows and assessing its impact on the financial condition of the enterprise.

The subject of management is the financial service, which develops and implements the strategy and tactics of financial management in order to increase the liquidity and solvency of the enterprise through the receipt and effective use of profits.

The specific structure of the financial service largely depends on the organizational and legal form of the enterprise, its size, the range of financial relations, the volume of financial flows, the type of activity and tasks set by the company's management. Therefore, the financial service can be represented by various formations (Fig. 2.8).

Rice. 2.8. Types of financial services depending on the size of the enterprise

The financial department of an enterprise usually consists of several bureaus responsible for individual areas of financial work: a planning bureau, a banking operations bureau, a cash operations bureau, and a settlement bureau. Special groups are created within each bureau. The functions of each group are determined by detailing the functions of the bureau.

The financial directorate of an enterprise combines the financial department, economic planning department, accounting, marketing department and other services of the enterprise.

These services are subordinate to the vice president for finance (Fig. 2.9).

Rice. 2.9. Organizational structure of organization management

Concentration in the hands of one directorate of the main enterprise management services significantly increases the possibilities of regulatory influence on financial relations and financial flows. In this option, the financial service not only successfully records the quantitative parameters of the enterprise’s activities, but also, thanks to direct participation in the development of the financial strategy and tactics of the enterprise, largely determines their quality.

When determining the content of the work of the financial directorate (financial manager), it is important to note that it either represents part of the work of the top echelon of the enterprise’s management apparatus, or is associated with providing it with analytical information, with which it is possible to make decisions in the field of finance.

The Directorate as a whole and each of its divisions operate on the basis of the Regulations on the Financial Directorate, approved by the management of the enterprise. It clearly reflects the general aspects of the organization and structure of the financial service, defines specific tasks and functions, relationships with other divisions and services of the economic entity; rights and responsibilities of the directorate. The tasks facing the financial directorate and its divisions cover all areas of the enterprise.

Financial managers play an important role in managing the financial activities of an enterprise.

In his work, the financial manager is based on the current legislation in the tax, currency, financial and credit spheres, and proceeds from an assessment of the economic situation in the country and global financial markets. Two functional managers are subordinate to him - the controller and the treasurer. There are no clear distinctions in the work of the controller and treasurer; their job responsibilities in different companies vary depending on the policies pursued by them and personal qualities (Fig. 2.10).

Rice. 2.10. Functions of the controller and treasurer in the financial activities of the organization

The functions of the controller are primarily internal in nature. They consist of maintaining accounting records, tracking document flow and monitoring the financial results of past and current business activities. The controller is, in fact, the chief accountant of the company and management entrusts him with the preparation of financial reports, tax returns, and annual reports.

The treasurer's activities are aimed at solving global issues to ensure the financial stability of the company. The treasurer manages the capital of the enterprise entrusted to him, that is, forms its optimal structure, assesses the cost of capital, manages cash flow, attracts long-term and short-term loans, and organizes settlements with customers.

The treasurer concentrates his efforts on maintaining the liquidity of the enterprise, collecting cash on obligations and increasing funds to achieve the company's goals. While the controller focuses on profitability, the treasurer emphasizes cash flow by managing the company's accounts receivable and payments. By constantly dealing with these issues, the treasurer can promptly recognize signs of bankruptcy and prevent it.

A financial manager is usually involved in work as an employee under a contract, which strictly defines his functional responsibilities, procedure and amount of remuneration. In addition to salary, a financial manager belonging to the top management apparatus, based on the results of the enterprise’s activities, can receive remuneration in the form of a percentage of net profit. Its size is determined by the supreme governing body of the economic entity: the meeting of shareholders, the meeting of founders, the board of the enterprise. In some countries (USA, Japan), chief financial managers own a stake in the company.

The structure of the financial and economic service, most typical for Russian enterprises, is presented in

In addition to the listed divisions, the financial and economic service of an enterprise can be structurally divided into an analytical department, a tax planning department, a labor and wages department, etc.

It should be noted that this structure is typical for many, but not all enterprises, therefore it may be different at a particular enterprise. It is not the units themselves that are important, but the functions they perform. The main functions performed by the financial and economic service of an enterprise are presented on.

Accounting keeps track of "fact". Its activities are oriented “to the past” (which is reflected by the arrow to the left). The main task of accounting is the most accurate reflection of the “fact”, bringing it to the user departments.

By its nature, accounting is not oriented towards managing processes in an enterprise. The main documents are reporting: balance sheet and profit and loss report (financial results of the enterprise).

Planning and Economic Department (PEO) plans production volume (based on sales volume) in general and by workshop, as well as income, costs and use of profits, coordinates the pricing process at the enterprise. The main resulting document is the profit and loss plan and analysis of its execution.

Financial department (FO) develops and implements a plan for the flow of cash and other means of payment, analyzes its implementation, and consolidates (plans) cash receipts and payments on the basis of data from the marketing department and other departments.

Question:
Which division is involved in capital management? Accounting?- No, its main function is to track the fact.
PEO?- Only one of the components of liabilities - profit.
FO? - Only the movement of cash (payment) funds, sometimes - the management of receivables and payables.

According to some experts, most Russian enterprises do not have capital management (in particular, there are no departments for which this task is the main one). Of course, the absence of a special unit does not mean failure to perform the function. However, assigning a significant function to other departments that have a different range of responsibilities, as a rule, leads to the displacement of less urgent tasks. A typical result of this approach to the distribution of functional responsibilities is “seven nannies have a child without an eye.”

Question:
If an enterprise does not manage the most important factor (indicator), and the aggressive “capitalist” environment is monitoring it (and looking for where to make money), will the enterprise’s capital increase or decrease?
Answer:
if it increases, it will be by accident or due to an extremely profitable market niche.

Rational structure of FES. Any of the main functions performed by the financial and economic service, be it profit management, cash flow (CDF) or capital management, requires significant time and intellectual expenditure. In this regard, within the FES it is advisable to identify structurally separate divisions that specialize in performing one or another main function of enterprise financial management ().

A possible structure of the financial and economic service of an enterprise, rational from the point of view of the division of functional responsibilities, is presented on. Naturally, this is just one of the possible options, which should be linked with other functions performed by the financial and economic service, its divisions and personnel.

It would be more expedient to subordinate the labor and wages department to the personnel management service. The chief accountant often reports directly to the general director, but in practice it is more expedient to operationally report to one person - the financial director or introduce the position “financial director - chief accountant”.

Organizational structure is a set of ways by which the labor process is first divided into individual work tasks, and then coordination of actions to solve problems is achieved.

Essentially, organizational structure determines the distribution of responsibilities and authority within an organization. As a rule, it is displayed in the form of an organigram - a graphic diagram, the elements of which are hierarchically ordered organizational units (divisions, job positions) (Appendix A).

The organizational structure of the enterprise is presented in Figure 2.1.

HEAD OF FINANCIAL DEPARTMENT

	LEADING
	ECONOMIST FOR FINANCIAL WORK 1 CATEGORY
	ECONOMIST IN FINANCIAL WORK 2 CATEGORIES
	ECONOMIST FOR FINANCIAL WORK
	ECONOMIST FOR FINANCIAL WORK
	ECONOMIST IN FINANCIAL WORK (WITH PERFORMANCE OF THE WORK OF A SECURITIES SPECIALIST)
	SENIOR CASHIER – COLLECTOR

Figure 2.1 – Organizational structure of the enterprise

The financial department has the following tasks and functions:

— Control over the use of funds in accordance with approved estimates, loans received, and compliance with legal requirements when making payments.

— Development of the Company's credit policy.

— Management of accounts payable and receivable.

— Ensuring timely tax payments, settlements with creditors and debtors, and suppliers.

— Implementation of the issue and accounting of the movement of shares, preparation and conduct of subsequent issues.

— Carrying out various types of transactions with securities.

— Monitoring compliance with legislation when using a non-monetary form of termination of obligations.

— Control over settlements using securities.

— Control over the reflection of settlement terms in agreements (contracts)

between the Seller and the Buyer.

— In accordance with the main tasks, the financial department is assigned the following functions:

— Management of the movement of the Company's financial resources and regulation of financial relations arising between business entities in order to make the most efficient use of all types of resources.

— Development of the Company’s financial strategy and the basis for its sustainability.

— Drawing up drafts of long-term and current financial plans.

— Preparation of materials for drawing up business plans for the Company.

— Development of forecast balances and cash budgets.

— Participation in the preparation of draft plans:

— sales of products (works, services);

— capital investments;

— scientific research and development.

— Participation in planning cost and profitability of production.

— Work on raising own funds and attracting borrowed funds

Table 2.1 - Relationship with other departments

Division name	Name of information
receives from this unit	transfers to this department
Planning and Economic Department	— medium-term and long-term plans for the Company’s production activities; — wholesale and retail prices for the Company’s products, tariffs for work, services, calculations; — results of economic analysis of all types of the Company’s activities; — measures to improve production efficiency, increase the level of profitability of production;	— financial and credit plans; — status of settlements; — operational information on the receipt of funds (in national currency and in foreign currency); — about accounts payable and receivable; — methodological and instructional materials on the financial activities of the Company;
Marketing department	— information about all concluded agreements with Buyers of the Company’s products in the domestic and foreign markets (agreement number, date of conclusion, postal and bank details, terms of payment and delivery, and other information necessary for making payments and monitoring payment); — information (monthly and annual) about expected foreign exchange earnings and earnings in national currency; — operational information on changes in prices for shipped products under export contracts and other changes; — information on the quantity of products shipped to the domestic market and unsold funds; — draft contracts and agreements for the supply and sale of finished products; — forecasts and product sales plans; — data on the status of finished product inventories; — plans and schedules for shipment of finished products; — data on product balances in warehouses;	— information about unpaid invoices by customers; — information about the receipt of funds in terms of financing; — information about cash balances on customers’ accounts; — information about letters of credit and guarantees issued by buyers; — notifications about buyers who have violated (refused) obligations to transfer funds for goods shipped to them;
Logistics department	— projects of long-term and current plans for material and technical support of the Company’s production activities; — reporting data on the movement of material resources,
Legal department	— decisions on claims and lawsuits brought against the Company; — generalized results of consideration of claims, court and arbitration cases; — explanations of current legislation and the procedure for its application; — providing legal assistance in claims work; — agreed materials on the status of receivables and payables; — analysis of changes and additions to financial, tax, civil legislation	— materials for filing claims, lawsuits in courts; — conclusions on claims, suits brought against the Company; - documents on the transfer of funds for payment of state duty, to satisfy claims, claims brought against the enterprise; — requests for clarification of current legislation;
Department: Chief power engineer, chief mechanic, equipment assembly, production	— information about the need for funds for timely settlements with suppliers; — copies of agreements, contracts concluded with suppliers; — information on the balance of raw materials and finished products as needed (production department);	— information about settlements made with suppliers; — methodological and instructional materials on the financial activities of the Company;
Administrative and economic department	— office equipment, document forms and office supplies necessary for the work of the financial department; — control cards for execution	— requests for the necessary equipment, office supplies; — documents submitted for execution control
Accounting	— accounting information about the Company’s activities; — balance sheet and operational summary reports of income and expenses; — plans for conducting inventories of fixed assets, inventory, cash; — documents for payment of wages, settlements with the budget; — information about debtors and creditors as of the 1st day of the month following the reporting month;	— statements of cash flows in the company’s accounts; — information on securities; — information about the tests carried out; — information about cash balances on consumer accounts; — loan statements, information on loans;
Labor protection department	— agreed Regulations and job descriptions — information material about accidents	draft Regulations and job descriptions

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Unified qualification directory for positions of managers, specialists and other employees (USC), 2017
Qualification directory for positions of managers, specialists and other employees
Sections “General industry qualification characteristics of positions of workers employed in enterprises, institutions and organizations” and “Qualification characteristics of positions of employees employed in research institutions, design, technological, design and survey organizations”, approved by Resolution of the Ministry of Labor of the Russian Federation dated 08/21/1998 N 37
(edited on May 15, 2013)

Head of Financial Department

Job responsibilities. Organizes the management of the movement of financial resources of the enterprise and the regulation of financial relations that arise between business entities in market conditions, in order to most effectively use all types of resources in the process of production and sale of products (works, services) and obtain maximum profit. Ensures the development of the enterprise's financial strategy and its financial stability. Manages the development of draft long-term and current financial plans, forecast balances and cash budgets.

Organizational structure, tasks and functions of the financial department

Ensures that approved financial indicators are communicated to the divisions of the enterprise. Participates in the preparation of draft plans for the sale of products (works, services), capital investments, scientific research and development, planning of product costs and profitability of production, leads the work on calculating profits and income taxes. Determines sources of financing for the production and economic activities of the enterprise, including budget financing, short-term and long-term lending, issue and acquisition of securities, leasing financing, borrowing and use of own funds, conducts research and analysis of financial markets, assesses possible financial risk in relation to each source of funds and develops proposals to reduce it. Implements investment policy and manages the assets of the enterprise, determines their optimal structure, prepares proposals for the replacement and liquidation of assets, monitors the securities portfolio, analyzes and evaluates the effectiveness of financial investments. Organizes the development of working capital standards and measures to accelerate their turnover. Ensures timely receipt of income, execution of financial settlement and banking transactions within the established time limits, payment of bills of suppliers and contractors, repayment of loans, payment of interest, wages to workers and employees, transfer of taxes and fees to the federal, regional and local budgets, to state extra-budgetary social funds, payments to banking institutions. Analyzes the financial and economic activities of the enterprise, participates in the development of proposals aimed at ensuring solvency, preventing the formation and liquidation of unused inventory, increasing production profitability, increasing profits, reducing costs of production and sales of products, strengthening financial discipline. Monitors the implementation of the financial plan and budget, product sales plan, profit plan and other financial indicators, the cessation of production of unsaleable products, the correct expenditure of funds and the targeted use of own and borrowed working capital. Ensures the maintenance of records of the movement of financial resources and the preparation of reports on the results of financial activities in accordance with the standards of financial accounting and reporting, the reliability of financial information, controls the correctness of the preparation and execution of reporting documentation, and the timeliness of its provision to external and internal users. Manages department employees.

Must know: legislative and regulatory legal acts regulating production, economic and financial and economic activities; regulatory and methodological materials relating to the financial activities of the enterprise; prospects for the development of the enterprise; the state and prospects for the development of financial markets and sales markets for products (works, services); basics of production technology; organization of financial work at the enterprise; the procedure for drawing up financial plans, forecast balances and cash budgets, plans for the sale of products (works, services), profit plans; a system of financial methods and levers that ensure financial flow management; the procedure for financing from the state budget, short-term and long-term lending to an enterprise, attracting investments and borrowed funds, using own funds, issuing and purchasing securities, charging payments to the state budget and state extra-budgetary social funds; the procedure for distributing financial resources, determining the effectiveness of financial investments; rationing of working capital; procedure and forms of financial settlements; tax law; financial accounting and reporting standards; economics, organization of production, labor and management; Accounting; computer technology, telecommunications and communications; basics of labor legislation; rules and regulations of labor protection.

Qualification requirements. Higher professional (economics or engineering-economics) education and work experience in a specialty in the field of organizing financial activities for at least 5 years.

Comments on the post

The above qualification characteristics of the position “Head of the Financial Department” are intended to resolve issues related to the regulation of labor relations and ensuring an effective personnel management system in various organizations. Based on these characteristics, a job description for the head of the financial department is developed, containing the rights and responsibilities of the employee, as well as a specific list of his job responsibilities, taking into account the specifics of the organization and management of the activities of the enterprise (institution).

When drawing up job descriptions for managers and specialists, it is necessary to take into account the general provisions for this issue of the directory and the introduction with general provisions for the first release of the directory of positions.

We draw your attention to the fact that the same and similar job titles may appear in different editions of the CEN. You can find similar titles through the job directory (alphabetically).

Job Descriptions

Job description of the head of the financial department

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I. General provisions

1. The head of the financial department belongs to the category of managers.

2. A person with a higher professional (economic or engineering-economic) education and professional experience in the field of organizing financial activities of at least 5 years is appointed to the position of head of the financial department.

3. Appointment to the position of head of the financial department and dismissal from

4. The head of the financial department must know:

4.1. Legislative and regulatory documents regulating production and economic activities.

4.2. Regulatory and methodological materials relating to the financial activities of the enterprise.

4.3. Prospects for the development of the enterprise.

State and prospects for the development of financial markets and sales markets for products (works, services).

4.5. Basics of production technology.

4.6. Organization of financial work at the enterprise.

4.7. The procedure for drawing up financial plans, forecast balances and cash budgets, plans for the sale of products (works, services), profit plans.

4.8. A system of financial methods and levers that ensure the management of financial flows.

4.9. The procedure for financing from the state budget, short-term and long-term lending to an enterprise, attracting investments and borrowed funds, using own funds, issuing and purchasing securities, charging payments to the state budget and state extra-budgetary social funds.

4.10. The procedure for distributing financial resources, determining the effectiveness of financial investments.

4.11. Rationing of working capital.

4.12. Procedure and forms of financial settlements.

4.13. Tax law.

4.14. Financial accounting and reporting standards.

4.15. Economics, organization of production, labor and management.

4.16. Accounting.

4.17. Computer technology, telecommunications and communications.

4.18. Fundamentals of labor legislation.

4.19. Advanced domestic and foreign experience in improving the financial activities of an enterprise.

4.20. Labor protection rules and regulations.

5.1. Regulations on the financial department of the enterprise.

5.2. This job description.

7. The head of the financial department supervises the employees of the department.

8. During the absence of the head of the financial department (business trip, vacation, illness, etc.), his duties are performed by a deputy (in his absence, a person appointed in the prescribed manner), who acquires the corresponding rights and is responsible for the proper execution of the duties assigned to him responsibilities.

II. Job responsibilities

Head of Financial Department:

1. Organizes the management of the movement of financial resources of the enterprise and the regulation of financial relations that arise between business entities in market conditions, in order to most effectively use all types of resources in the process of production and sale of products (works, services) and obtain maximum profit.

2. Ensures the development of the financial strategy of the enterprise and its financial stability.

3. Manages the development of draft long-term and current financial plans, forecast balances and cash budgets.

4. Ensures that approved financial indicators are communicated to the divisions of the enterprise.

5. Participates in the preparation of draft plans for the sale of products (works, services), capital investments, scientific research and development, planning of product costs and profitability of production, leads the work on calculating profits and income taxes.

6. Determines the source of financing for the production and economic activities of the enterprise, including budget financing, short-term and long-term lending, issue and acquisition of securities, leasing financing, borrowing and use of own funds, conducts research and analysis of financial markets, assesses possible financial risk in relation to to each source of funds and develops proposals to reduce it.

7. Implements investment policy and manages the assets of the enterprise, determines their optimal structure, prepares proposals for the replacement and liquidation of assets, and monitors the securities portfolio.

8. Conducts analysis and evaluation of the effectiveness of financial investments.

9. Organizes the development of working capital standards and measures to accelerate their turnover.

10. Provides:

10.1. Timely receipt of income, execution of financial, settlement and banking transactions within the established time limits.

10.2. Payment of bills to suppliers and contractors.

10.3. Repayment of loans.

10.4. Payment of interest and wages to workers and employees.

10.5. Transfer of taxes and fees to the federal, regional and local budgets, to state extra-budgetary social funds, payments to banking institutions.

11. Analyzes the financial and economic activities of the enterprise.

12. Participates in the development of proposals aimed at ensuring solvency, preventing the formation and liquidation of unused inventory, increasing production profitability, increasing profits, reducing costs of production and sales of products, strengthening financial discipline.

13. Monitors:

13.1. Implementation of the financial plan and budget, product sales plan, profit plan and other financial indicators.

13.2. Cessation of production of products that are not marketable.

13.3. Proper spending of funds.

13.4. Targeted use of own and borrowed working capital.

14. Ensures the maintenance of records of the movement of financial resources and the preparation of reports on the results of financial activities in accordance with the standards of financial accounting and reporting, the reliability of financial information.

15. Monitors the correctness of the preparation and execution of reporting documentation, the timeliness of its provision to external and internal users.

16. Participates in holding meetings and seminars (studies) with employees of the main accounting department and financial department of the enterprise.

17. Participates in the development of proposals for social protection of enterprise employees.

18. Ensures the protection of information resources containing its own limited access information and received from other organizations.

III. Rights

1. Act on behalf of the department, represent the interests of the enterprise in relations with other structural divisions of the enterprise and other organizations on financial issues.

2. Establish official duties for employees subordinate to him.

3. Submit proposals for improvement of the financial and economic activities of the enterprise for consideration by management.

4. Submit for consideration by the director of the enterprise:

4.1. Ideas on the appointment, relocation and dismissal of employees of the financial department.

4.2. Offers:

— on encouraging distinguished employees;

— bringing to material and disciplinary liability violators of production and labor discipline.

6. Participate in the preparation of draft orders, instructions, instructions, as well as estimates, contracts and other documents related to the activities of the financial department.

7. Interact with the heads of all structural divisions on issues of financial and economic activities of the enterprise.

8. Give instructions to the heads of structural divisions of the enterprise on issues of proper organization and management of financial work.

9. Sign financial documents with the authority of the director of the organization.

10. Endorse all documents related to the financial and economic activities of the enterprise (plans, reports, etc.).

The role and functions of a financier in an enterprise

Independently conduct correspondence with structural divisions of the enterprise as well as other organizations on issues that are within the competence of the department and do not require a decision from the director of the enterprise.

12. Make proposals to the director of the enterprise on bringing officials to material and disciplinary liability based on the results of inspections.

IV. Responsibility

1. The head of the financial department is responsible for:

1.1. For improper performance or failure to fulfill one’s job duties as provided for in this job description - within the limits determined by the current labor legislation of the Russian Federation.

1.2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.

1.3. For causing material damage - within the limits determined by the current labor and civil legislation of the Russian Federation.

2.1. Untimely and poor-quality execution of documents on behalf of the director of the enterprise, improper record keeping in accordance with current rules and instructions, as well as the use of information by department employees for non-official purposes.

In the most general terms financial management can be defined as a specific area of ​​management activity associated with the targeted organization of the enterprise’s cash flows, the formation of capital, cash income and funds necessary to achieve the strategic development goals of the enterprise. The object of management is financial relations, financial resources and their sources.

Financial management functions can be legitimately systematized as follows:

1. planning – strategic and current financial planning; drawing up various estimates and budgets for any events; participation in determining pricing policy, sales forecasting, forming the terms of agreements (contracts); assessment of possible changes in structure (mergers or divisions);
2. organization - the creation of financial management bodies, financial services, the establishment of relationships between the divisions of the latter, the definition of their tasks and functions;
3. regulation of financial flows - cash management, securities portfolio, borrowed funds, etc.;
4. asset protection – risk management; choosing the optimal way to reduce them;
5. accounting, control and analysis – establishment of accounting policies: processing and presentation of accounting information in the form of financial statements; analysis and interpretation of results; comparison of reporting data with plans and standards; internal audit.

The main tasks of financial management enterprises can be considered:

1. ensuring a balanced movement of material and cash flows;
2. achieving financial stability and financial independence;
3. providing sources of financing - searching for internal and external short- and long-term sources, the optimal combination of the latter, minimizing financial costs and increasing return on equity;
4. effective use of financial resources to achieve the strategic and tactical goals of the enterprise.

Income from a competently and efficiently run business most often exceeds expenses, but the main problem of financing any enterprise is, in practice, the lag in receipt of income relative to expenses. The latter must be produced now, and the income for the sake of which they are carried out will arrive only in the future, often very distant.

JustEconomic

In addition, the company may simply not have enough of its own income. This is observed, for example, when a business is expanding, and to finance the ongoing growth it is necessary to continuously attract and service borrowed funds. So, the first task is the need to plan capital requirements to achieve set goals, determine the sources of its receipt and the direction of use. The second task is the implementation of short-term financial decisions, i.e. managing the company's liquidity through planning and cash flow management, which ensure timely current payments to creditors and suppliers, which is the main condition for long-term business success. Another task is the analysis of projected statements, which will allow one to calculate liquidity, financial leverage, the size of one’s own working capital, and, based on this, assess the financial condition in the future from various points of view.

Solving a set of tasks leads to the need for financial planning and the formation of a budgeting system at the enterprise. The latter involves the preparation of budgets for income and expenses, as well as cash flows (cash budget) in the form of a detailed schedule of cash payments to creditors and collection of receipts over time based on exact dates.

In a market economy, there is a shift in emphasis from purely production to financial planning. In an effort to maximize profits, any enterprise, regardless of its size, is faced with the need to plan and regulate its income and expenses. It’s clear why: to maintain, let alone develop, any business continuously requires funds to finance capital costs, wages, materials, goods and other direct and overhead costs.

JOB DESCRIPTION FOR THE HEAD OF FINANCIAL DEPARTMENT

1. GENERAL PROVISIONS

1.1. This job description defines the functional duties, rights and responsibilities of the Head of the Financial Department.

1.2. The head of the financial department is appointed and dismissed in accordance with the procedure established by the current labor legislation by order of the director of the enterprise.

1.3. The head of the financial department reports directly to ____________________________.

1.4. A person with a higher professional (economic or engineering-economic) education and professional experience in the field of organizing financial activities of at least 5 years is appointed to the position of Head of the Financial Department.

1.5. The head of the financial department must know:

— legislative and regulatory legal acts regulating production, economic and financial and economic activities; regulatory and methodological materials relating to the financial activities of the enterprise; prospects for the development of the enterprise; the state and prospects for the development of financial markets and sales markets for products (works, services); basics of production technology; organization of financial work at the enterprise; the procedure for drawing up financial plans, forecast balances and cash budgets, plans for the sale of products (works, services), profit plans; a system of financial methods and levers that ensure financial flow management; the procedure for financing from the state budget, short-term and long-term lending to an enterprise, attracting investments and borrowed funds, using own funds, issuing and purchasing securities, charging payments to the state budget and state extra-budgetary social funds; the procedure for distributing financial resources, determining the effectiveness of financial investments; rationing of working capital; procedure and forms of financial settlements; tax law; financial accounting and reporting standards; economics, organization of production, labor and management; Accounting; computer technology, telecommunications and communications; basics of labor legislation; rules and regulations of labor protection.

1.6. During the temporary absence of the Head of the Financial Department, his duties are assigned to ___________________________.

2. FUNCTIONAL RESPONSIBILITIES

Note. The functional responsibilities of the Head of the Financial Department are determined on the basis and to the extent of the qualification characteristics for the position of the Head of the Financial Department and can be supplemented and clarified when preparing the job description, based on specific circumstances.

Head of Financial Department:

2.1. Organizes the management of the movement of financial resources of the enterprise and the regulation of financial relations that arise between business entities in market conditions, in order to most effectively use all types of resources in the process of production and sale of products (works, services) and obtain maximum profit.

2.2. Ensures the development of the enterprise's financial strategy and its financial stability.

2.3. Manages the development of draft long-term and current financial plans, forecast balances and cash budgets.

2.4. Ensures that approved financial indicators are communicated to the divisions of the enterprise.

2.5. Participates in the preparation of draft plans for the sale of products (works, services), capital investments, scientific research and development, planning of product costs and profitability of production, leads the work on calculating profits and income taxes.

2.6. Determines sources of financing for the production and economic activities of the enterprise, including budget financing, short-term and long-term lending, issue and acquisition of securities, leasing financing, borrowing and use of own funds, conducts research and analysis of financial markets, assesses the possible financial risk in relation to each source of funds and develops proposals to reduce it.

2.7. Implements investment policy and manages the assets of the enterprise, determines their optimal structure, prepares proposals for the replacement and liquidation of assets, monitors the securities portfolio, analyzes and evaluates the effectiveness of financial investments.

2.8. Organizes the development of working capital standards and measures to accelerate their turnover.

2.9. Ensures timely receipt of income, execution of financial settlement and banking transactions within the established time limits, payment of bills of suppliers and contractors, repayment of loans, payment of interest, wages to workers and employees, transfer of taxes and fees to the federal, regional and local budgets, to state extra-budgetary social funds, payments to banking institutions.

2.10. Analyzes the financial and economic activities of the enterprise, participates in the development of proposals aimed at ensuring solvency, preventing the formation and liquidation of unused inventory, increasing production profitability, increasing profits, reducing costs of production and sales of products, strengthening financial discipline.

2.11. Monitors the implementation of the financial plan and budget, product sales plan, profit plan and other financial indicators, the cessation of production of unsaleable products, the correct expenditure of funds and the targeted use of own and borrowed working capital.

2.12. Ensures the maintenance of records of the movement of financial resources and the preparation of reports on the results of financial activities in accordance with the standards of financial accounting and reporting, the reliability of financial information, controls the correctness of the preparation and execution of reporting documentation, and the timeliness of its provision to external and internal users.

2.13. Manages department employees.

3. RIGHTS

The head of the financial department has the right:

3.1. Give instructions and tasks to his subordinate employees on a range of issues included in his functional responsibilities.

3.2. Monitor the implementation of planned tasks and work, timely completion of individual orders and tasks.

3.3. Request and receive the necessary materials and documents related to the activities of the Head of the Financial Department.

3.4. Enter into relationships with departments of third-party institutions and organizations to resolve operational issues of production activities within the competence of the Head of the Financial Department.

3.5. Represent the interests of the enterprise in third-party organizations on issues related to the production activities of the enterprise.

4. RESPONSIBILITY

The head of the financial department is responsible for:

4.1. Results and efficiency of the department's production activities.

4.2. Failure to ensure the fulfillment of their functional duties, as well as the work of the department regarding its production activities.

4.3. Inaccurate information about the state of implementation of department work plans.

4.4. Failure to comply with orders, instructions and instructions from the director of the enterprise.

4.5. Failure to take measures to suppress identified violations of safety regulations, fire safety and other rules that create a threat to the activities of the enterprise and its employees.

4.6. Failure to ensure compliance with labor and performance discipline by personnel subordinate to the Head of the Financial Department.

5. WORKING CONDITIONS

5.1. The work schedule of the Head of the Financial Department is determined in accordance with the Internal Labor Regulations established at the enterprise.

5.2. Due to operational needs, the Head of the Financial Department may go on business trips (including local ones).

5.1. Functions of financial, planning and financial departments and accounting departments of the enterprise; Financial department

To resolve operational issues to ensure production activities, the Head of the Financial Department may be allocated official vehicles.

6. SCALE OF OPERATIONS AND IMPACT OF DECISIONS

6.1. The exclusive sphere of activity of the Head of the Financial Department is to ensure planning and organization of production activities of the financial department.

6.2. To ensure his activities, the head of the financial department is given the right to sign organizational and administrative documents on issues included in his functional responsibilities.

Other instructions in the section:
— Job description of a translator-dactylologist;
— Job description of a typist (PC typist-operator);
— Job description of the scientific secretary.

Ph.D.,
head Department of Finance and Credit, Faculty of Economics, VSU

Pletnev Yu.M.,
applicant for the Department of Finance and Credit, Faculty of Economics, Voronezh State University,
Head of Department at JSC Voronezhstalmost

In modern conditions, increasingly significant in their consequences for activities enterprises become decisions made financial managers and analysts. Pricing and dividend policies, capital management are of fundamental importance for the results of its activities. Russian transition economy to market relations raised a large number of questions and made new demands on management finances enterprises. Study of market laws and organization financial relations took place “along the way,” and the automatic transfer of Western concepts to domestic soil led to the rejection by Russian practitioners of quite viable ideas. The above reasons partly influenced the economic condition of Russian enterprises. In this regard, it seems necessary to discuss the problems organizations and functioning financially-economic services enterprises. Of course, this service should meet his interests, depending on the goals and objectives facing him. We propose to discuss these problems using the example of Voronezhstalmost JSC, other enterprises of Mostostroyindustriya JSC and some industrial enterprises of the city of Voronezh, which have a single, non-serial production nature. The article reviews and analyzes organizational structures financially-economic services enterprises, recommendations were developed on the composition of their functions.

A peculiar subject of work of the financial and economic service is money and cash flows that arise within the enterprise itself and beyond its borders, connecting it with other enterprises, the credit and banking system, and economic entities in the association. To manage the finances of enterprises, a financial mechanism is used - a system for managing financial resources in order to effectively influence the final results of production. The financial mechanism is designed to ensure the implementation of finance functions related to:

• providing the enterprise with funds;
• distribution and control of the use of funds.

The first function implies optimal provision of the enterprise with cash. Optimizing cash flows is one of the main tasks of the financial service.

The distribution function is associated with reimbursement of production costs and income generation. This income, in turn, is distributed between the enterprise and external organizations with which it has obligations, as well as between the enterprise and the state. The control function involves the use of various kinds of indicators and the establishment of economic incentives or sanctions.

The main goal of the financial service is the most complete implementation of finance functions by strengthening the financial position of the enterprise by increasing its profitability, profits, increasing labor productivity, reducing costs, improving product quality and introducing new advanced technologies and scientific achievements.

In our opinion, the most important tasks assigned to the financial and economic service include:

• mobilization of financial resources to ensure simple and expanded reproduction in order to make a profit;
• fulfilling financial obligations and organizing payroll settlements with suppliers, banks, and the budget;
• promoting the efficient use of production assets and investments;
• development and implementation of a financial plan and enterprise budget;
• ensuring an optimal capital structure;
• control over the rational use of financial resources, compliance with financial and economic indicators of production activities.

The organizational structure of the financial service reflects the composition of the numerous functional divisions of the enterprise and determines the coordination of their joint activities towards achieving the goals set for the enterprise. It is this coordination that serves as the basis of the organizational structure, which is usually defined as a set of stable connections in the organization. Connections are seen here as expressions of relationships rather than as specific actions. Through structural connections, coordination relations between divisions of the enterprise are realized, the interaction of functional services is carried out, in which two important components are distinguished: the rights of a structural unit and its information support. Unfortunately, in the economic literature, including the literature on financial management, sufficient attention is not paid to the composition and interaction of individual functional units of the financial and economic service of an enterprise.

Financial and economic management is part of the process of general enterprise management, therefore management in this area can be built according to management schemes traditionally related to the enterprise as a whole. These can be linear-functional management schemes that have proven themselves in stable conditions, or flexible and adaptive schemes focused on changing market conditions, or matrix, product management schemes. The main condition for choosing a management scheme is that it must meet the production conditions and type of organization.

Let us consider, as an example, the organizational structure of the financial and economic service at the enterprises of Mostostroyindustry JSC. In Fig. Figure 1 shows the organizational structure of the economic service of Ulan-Udestalmost CJSC. Enterprises in Kurgan and Ulan-Ude were built on the model of the Voronezh plant, repeating its organizational structure. Over time, it began to change at all enterprises

Rice. 1. Organizational structure of the financial and economic service of Ulan-Udestalmost CJSC

The organizational structure of the financial and economic service of the Ulan-Ude plant has currently undergone the least changes. This management scheme can be considered the original one, preserved from the time of the planned economy. It includes traditional groups within the accounting and economics departments.

In Fig. 2, 3 show diagrams of the financial and economic services of the Voronezhstalmost and Kurganstalmost enterprises.

Rice. 2. Organizational structure of the financial and economic service of Voronezhstalmost CJSC

Rice. 3. Organizational structure of the financial and economic service of JSC Kurganstalmost

There are many similarities in the organizational structures of the financial and economic services of these enterprises. The highest management level is the general director. The second level is deputy general director (at the Kurgan enterprise traditionally - “for economics and finance”, at the Voronezh plant - “for long-term development”). At the same time, the chief accountant and his department, according to the organizational structure diagrams, report directly to the director. To a greater extent, this is appropriate for a Voronezh enterprise, since the main activity of the deputy director is related to long-term planning, working with customers and justifying product prices. The same functions are typical for the deputy director for economics and finance of the plant in Kurgan. It is under his subordination that the department of foreign economic relations is located, the work of which is primarily aimed at providing production with orders. The subordination of the chief accountant and his department directly to the general director is explained by the compliance of the organizational structure with the essence of a planned economy, as well as the right of the chief accountant to manage funds in the current account based on the requirement of a second signature on payment documents. The personal responsibility of the chief accountant for the use of funds remains. Today, the subordination of the chief accountant directly to the general director is enshrined in the statutory and official documents of enterprises.

One of the elements of the organizational structure of the Kurgan plant deserves special attention - the subordination of the legal department to the deputy director for economics. The work of this service is largely connected with the preparation of contracts with external organizations, with assessing the legality of decisions made by economic services, with the fulfillment of the enterprise’s obligations to the state and contractors. Therefore, this position of the legal service in the organizational structure, in our opinion, is natural. Also, in our opinion, the direct subordination of the department of foreign economic relations (EFR) to the deputy director for economics of the Kurgan plant or the deputy director for long-term development of the Voronezh plant is completely justified. The main activity of OVES is aimed at providing production with orders, which is closely related to the economic analysis of a potential order. Having a group of economists in both the planning department and the OVES is impractical and expensive. The consolidation of these services under the leadership of a deputy director is entirely justified. Evidence confirming the appropriateness of the provisions of the OVES and the economic planning service are changes in the organizational structure of the Voronezh plant over the past few years.

After the establishment of the foreign economic relations service at the plant, the price bureau, which was responsible for product costing and subordinate to the chief economist, was transferred to the structure of the external relations department. Later he was returned directly to the chief economist. Currently, the organizational structure looks more complete: both economists and marketing specialists are united under a single leadership (at the Voronezh plant - deputy director for long-term planning, in Kurgan - deputy director for economics and finance). The Price Bureau remains under the authority of the Chief Economist, works within the structure of the financial and economic service and ultimately reports to the Deputy Director for Economic Affairs.

The economic services of factories include the labor and wages department (LOW), which is traditional for the structure of the financial and economic service.

A peculiarity of the structure of the economic service of the Kurgan plant is the allocation of an independent financial department within its structure. His position and subordination directly to the Deputy Director for Economics and Finance meets modern requirements. The Voronezh plant does not have an independent financial department. Its functions are performed by the financial group within the accounting department. There is no doubt that the role of the financial service has increased and is strengthening with the development of market relations in Russia. Currently, there is a need for financial departments whose responsibilities include the tasks of forming a rational capital structure, assessing the enterprise's supply of working capital, managing cash flows, conducting financial analysis, searching for sources of financing, budgeting, etc. In this regard, the experience of the Kurgan plant in separating accounting functions and the financial department seems to meet the requirements of the time. At the Voronezh plant, the financial group is part of the accounting department. In this regard, the main functional responsibilities of accounting include: financial management, accounting for materials and other property, depreciation, financial reporting and taxes. At the same time, the accounting department does not have an analytical service that would assess the current financial and economic state of the enterprise, sources of financing, and investment flows. There is no such service in the structure of the economic planning department. Calculation of the cost of new orders, comparison of planned and actual indicators are carried out by the economic service, financial activities are controlled by the accounting department, which records the progress of the movement of financial resources, manages them and sums them up. Thus, forecasting the financial and economic state of the enterprise and operational analysis of its production activities are missing. The assessment of the economic state is carried out based on actual data, when it is no longer possible to influence them. To improve the organization of work and coordination of the activities of the financial and economic service, each of the analyzed enterprises can and should optimize the organizational structure of this service. It is no coincidence that the size of the accounting department at the Voronezh plant has increased significantly in recent years. Increasing the number of functional responsibilities within one department has a negative impact on the results and efficiency of its work. To change the situation, it is necessary to streamline and clearly delimit the functional tasks of the financial and economic service and reflect this in its organizational structure. Today, it is important, in our opinion, to provide within the financial and economic service positions of specialists in financial planning, conducting current operational analysis, assessing the attractiveness of investment projects, drawing up an enterprise budget, assessing various sources of financing, i.e. positions of financiers or financial managers.

Along with the enterprises of Mostostroyindustriya JSC, the organizational structures of other Voronezh enterprises were analyzed: Rudgormash OJSC and the Voronezh Car Repair Plant named after Telman (VVRZ). Diagrams of the organizational structures of the economic services of these enterprises are shown below in Fig. 4 and 5.

Rice. 4. Organizational structure of the financial and economic service of OJSC Rudgormash

It should be noted that if the first three enterprises are comparable in production volumes, then the Rudgormash plant and VVRZ are almost twice as large both in production capacity and in the number of employees. The structure of the financial and economic service of the Rudgormash enterprise is focused on the modern requirements of financial management of a commercial organization and, in our opinion, is quite complex. The entire service is headed by the Deputy Director for Economics and is divided into departments: economic planning and accounting and analysis (which includes accounting and financial departments). The service also includes a tax department.

Economic planning management includes traditional divisions: economic, labor organization and wages. The management structure of accounting and finance includes services that meet modern requirements. Here, in addition to the traditional sectors, the accounting department includes separate services: management accounting and analysis, budgeting, mutual settlements and work with banks. However, the subordination of the financial department to the chief accountant seems unjustified. The head of the financial department does not have direct access to the head of the economic service. It is more expedient, in our opinion, to reserve for each of the services only the functions inherent to them and to bring each of them under direct subordination to the deputy director for economics: accounting, economic planning and financial departments. The tax department has been removed from the accounting department, although it bases its activities on the basis of accounting data and, therefore, should be part of the accounting department.

The organizational structure of the economic service of the Telman VVRZ, on the contrary, is not complicated by the modern division of functions and is similar to the organizational structure of Ulan-Udestalmost CJSC. The difference between the financial and economic service of the Telman plant is that it is headed by a deputy director for economics. The service itself is divided into economic department and accounting department. Each division includes traditional functional groups and bureaus. It is worth paying attention to the fact that the economic department of this enterprise has an accounting and analysis sector. Typically, such a sector is present in the structure of accounting (in its financial part).

Rice. 5.

From conversations with heads of economic services, one gets the opinion that practicing economists see the analytical group either in the financial or economic departments, least of all connecting its activities with purely accounting departments of accounting. The authors of the work share the same opinion about the position of this group in the organizational structure.

At the time of the inspection of the activities of the financial and economic service of VVRZ, an additional tax specialist was added to the accounting department. In our opinion, in the modern situation, the presence of such specialists in the economic service of an enterprise has become a necessity.

From the analysis of the considered organizational structures of financial and economic services, the identified patterns of their changes and the requirements for them, it is possible to draw conclusions about what conditions the financial management scheme at an enterprise with a nature of production similar to production at the enterprises of Mostostroyindustry JSC should meet:

• the management of the financial and economic service of the enterprise should be headed by the Deputy General Director for Economics and Finance - a person bearing full responsibility for managing the cash flows of the enterprise;
• separation from the structure of the accounting service into an independent division of the financial department, the functions of which are: cash flow management; analysis and assessment of the state of the enterprise; financial planning and forecasting; assessment of investment projects;
• organization within the financial or economic planning departments of an analytical service to conduct periodic comparable analysis of the financial and economic condition of the enterprise, comparing planned indicators with actual ones;
• inclusion of OVES in the economic service, since planning long-term activities and providing production with orders require an economic justification;
• Since the activities of the economic service of an enterprise are designed both to meet the internal needs of production and to ensure a very wide range of external relations, the inclusion of a legal service in this structure is quite justified.

The main role in the financial management process of an enterprise is assigned to the deputy director for economics and finance (otherwise: director for economics, vice president of the company for finance), who directly reports to the general director. This is the key figure responsible for developing financial management strategies and tactics and their implementation to achieve the goals of the enterprise. The job responsibilities of the Deputy Director for Economics and Finance include solving problems that determine financial policy and realize the economic goals of the enterprise. Let's name some of them: selection of service management schemes, ways and means of their improvement, organization of effective work of the economic service, selection and placement of personnel, management of structural divisions of the service, provision of financial and economic indicators of the enterprise to interested parties, work with the banking system and business partners , formation and development of relationships with owners.

The next level of management of the financial and economic service is the chief specialists and heads of departments, heading functional services, under the direct supervision of the deputy director for economics and finance. This is an accounting department headed by a chief accountant; financial department headed by the head of the department; economic planning department, labor and wages department and price bureau under the unified leadership of the chief economist. The organizational structure of financial management, which allows optimizing the financial flows arising as a result of the production and financial activities of the enterprise, may look like the diagram shown in Fig. 6.

In the proposed structure, accounting is primarily responsible for choosing accounting policies and organizing accounting activities. She is also responsible for the accurate reflection of business transactions in accounting, the provision of accounting data to internal and external users, and the correctness of tax accounting. In addition to traditional functional units, its structure may include sectors of internal audit, management and tax accounting. The tax service is part of the accounting department for the following reasons: firstly, due to the fact that all forms of financial reporting - balance sheet, profit and loss statement, cash flow statement, etc. - are formed in the accounting department. Secondly, by the nature of its activities, the tax service is an accounting department. Thirdly, rational restrictions on the number of individual units within the economic service are necessary. The accounting department also collects information on costs and posts them by type for further presentation in the format “fixed - variable costs” within the framework of management accounting. Cost differentiation is important for conducting operational analysis and calculating the “break-even point.” The location of such analysis should be noted. Traditionally, it is referred to as management accounting, which appears to be part of accounting activities. In practice, conducting operational analysis is more often referred to as the functions of economic analysts, linking it with the activities of the financial or economic planning department. It can be noted that the “cost-volume-profit” analysis is an integral part of financial management, therefore, in the presented organizational structure, cost accounting should be highlighted as an accounting function, and the analysis should be assigned to analysts of the economic service. In our opinion, this approach to the division of functions seems more correct, since the planning of production indicators and the comparison of their planned and actual values ​​should be carried out by one service.

Rice. 6.

In the recommended organizational structure, the financial service, headed by the head of the department, is separated into a separate structural unit. The financial department is directly subordinate to the Deputy Director for Economics and Finance. This position of the department is dictated by the requirements placed on this service by the modern nature of economic relations. In a market economy, the tasks solved by the financial department are of high importance for the enterprise. The competence of the department includes: searching for sources of production financing, managing the capital structure of the enterprise, assessing the availability and adequacy of working capital, tracking revenue receipts, managing receivables and payables, analyzing the compliance of the company’s funds with its financial obligations, financial planning and forecasting, attracting and management briefly
term loans and financial investments, participation in the preparation of the enterprise budget, financial analysis, assessment of the economic efficiency of investment projects. The listed tasks are complex in content and therefore require highly qualified personnel from the financial department. For example, the assessment of investment projects requires a high level of knowledge of financial management, accounting, production planning, cost justification, knowledge of methods of analysis and calculation of cash flows. This is why it is so important to have a separate service specializing in financial management. Some semblance of such a service as part of the accounting department, as is the case in most enterprises, is currently no longer acceptable.

The economic service, headed by the chief economist, includes a planning and economic department and a department for organizing labor and wages. The activities of the planning department are related to the solution of the following tasks: planning production activities and related costs, analyzing actual data on production volumes and costs, identifying and analyzing the causes of deviations from planned indicators and standards. This service develops ways and methods to reduce costs, prepares pricing decisions for various types of products, together with other structural divisions is the developer of business plans for the enterprise, collects and maintains reporting documents on its production activities, determines and tracks profits received from production and sales products. Planned and actual profits are the object of close attention of the planning department. This implies the advisability of conducting an analysis of the current economic state of the enterprise in this department. The service in which plans were developed and actual results of production activities were monitored should be the place for conducting operational analysis, analytical work to evaluate the final indicators in comparison with the planned ones.

In direct connection with the planning department is the department of labor organization and wages. Its functional purpose is the organization, regulation and accounting of labor costs in the enterprise. The department substantiates prices for production operations, takes into account and analyzes labor costs.

Of course, the economic service is not able to independently carry out production planning or prepare reporting. In this work, communication with production departments, marketing and technical services of the enterprise is important. In the process of preparing reports and conducting analysis, economists need to interact with the accounting and financial departments, and the sales department.

As noted when analyzing the organizational structures of enterprises included in Mostostroyindustry JSC, it is advisable to introduce a department of external economic relations and a legal service into their economic services. This proposal is reflected in the organizational structure, which is recommended for implementation at Voronezhstalmost CJSC (Fig. 7).

The activities of the OVES are related to the economic feasibility of projects intended to be put into production. In our opinion, having an economic analysis group in the OVES is prohibitively expensive for such enterprises. The inclusion of OVES in the structure of the economic service, as was done in Kurgan, is, in our opinion, a good decision. A similar situation arises with the legal service. Its activities are closely related to the work of economic structures. The unification of the OVES, legal service and economic structures under the management of the Deputy Director for Economics and Finance seems rational from the point of view of coordinating their joint activities.

The recommended organizational structure of the financial and economic service, in our opinion, most fully reflects the requirements for this service. However, it is indicative. Depending on the specific enterprise, it may be adjusted. With a particular situational approach to building an organizational structure, it is important to preserve functionality, that is, the ability to effectively manage financial and economic activities. In large-scale enterprises, the service may contain a large number of groups, bureaus, and departments. A small-scale enterprise may have a service where the functions and responsibilities of sectors or groups can be combined and carried out by a smaller number
workers, but nevertheless in this case it is necessary to maintain the functionality of this service. It is designed to ensure the efficiency and effectiveness of enterprise management and the implementation of management decisions at any level. Another requirement for the organizational structure of the economic service, in our opinion, is its adaptability to the constantly changing internal and external environment. The structure must be promptly modified into a system that reflects new trends in the development of the enterprise. The success of its activities in the future is largely related to the compliance of the organizational structure with the goals and objectives facing it.

Literature

1. Vikhansky O.S., Naumov A.I. Management. - M.: "Gardarika Firm", 1996. - 416 p.
2. Zaitsev N.L. Economics of an industrial enterprise. - M.: INFRA-M, 1998. - 336 p.
3. Samsonov N.F., Barannikova N.P., Volodin A.A. Financial management. - M.: UNITY, 1999. - 495 p.
4. Enterprise economy. / Ed. prof. Volkova O.I.: Textbook. — 2nd ed., translated. and additional - M.: INFRA-M, 2001. - 520 p.
5. Dvoretskaya A.E. Organization of financial management at the enterprise. // Management in Russia and abroad. - 2002. - No. 4. - P. 96.

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