金融资源的管理 [3]
论文作者:www.51lunwen.org论文属性:短文 essay登出时间:2015-10-05编辑:chenyuting点击率:9595
论文字数:2079论文编号:org201510021610504911语种:英语 English地区:英国价格:免费论文
关键词:滥用资源track of financial resources
摘要:本文是一篇金融专业关于资源决策的课程作业,内容提出了存在于大多数公司中的财务问题及其解决方法,帮助公司管理者更好管理公司做出金融决策。
most advanced budgeting technique is however the budgeting cycle. It can be represented by: Resource acquisition where money is obtained, then a disbursement program is carried out, an accounting
strategy is implemented, followed by auditing so as to locate errors; then a report is generated which if satisfactory more funds can be requested for an ongoing program. This cycle continues through the resource acquisition phase and is carried out all over again.
Fourthly, there is a need to maintain a balance as to how resources are used in the organization. This is since some organizations may commit too much funds to activities such as staff salaries and salary support supported by the central management yet it is not provided in the budget leading to neglect of other operational costs. This leads to a budget cut. This implies that fewer resources are available in meeting needed expenditure such as travel and any other office miscellaneous costs. Inflation should also be catered for in drawing a balance in the use of funds. Therefore, it is imperative for managers to keep a balance between salaries and operating costs. If this problem crops up, managers can resolve this by reducing staff so as to increase expense allocations since the firm shall be having a bloated staff who have nothing to do due to scarcity of resources that are highly stretched. This can however have a direct impact on product delivery. The market previously reached may have to reduce leading to a decline in the sales. Some countries outlaw the trade-off between personnel expenditure and other operating costs. In these situations it is vital to seek for an alternative source of funding. However, reallocation is the easiest and most-straight-forward way of ensuring the firm stays afloat. Other techniques such as establishing user fees and sale of the firm's publications can be used to raise extra finances. This can have a negative impact if the targeted audience has no money to pay for this service. There is no ideal salary-expense ratio but it rather depends on the firm's diverse staff such as professionals versus unskilled labor and the number of operational costs determined by the firm's geographical location and mode of program delivery. However, if salary costs are projected at around 75%, this is s a fair projection that there shall be sufficient finances left over to meet operational costs.
The fifth factor affecting a firm's financial management is the decentralization of its decision making process. Firms need to carry out problem-solving awareness campaigns and other related activities. These activities are location specific yet most firms apply a top-down decision making model. A decentralized system would yield the best results if an organization is going to be responsive to its market segment. Central authority should limit its activities to chiefly determining financial commitments to the areas of application and leave the decisions in the field to the actual staff on the scene and serving the intended clientele. For this decentralized system to work successfully there is a need to subdivide the available resources among program units. Authority and responsibility is then accorded to the program heads or the staff closest to the clientele or market segment. Decisions regarding centrally managed funds must be made so as to determine the high priority sectors. A centrally located fund to deal with any unforeseen difficulty in the p
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