Finance Manager Organizational Chart
Finance Manager Organizational Chart – Small Business – Owned and operated by business owners Primary goal: profit Large businesses (corporations) – usually owned by partners who are not involved in the day-to-day running of the business. Main objective: Maximize corporate value to minimize financial risk Financial managers make decisions on behalf of shareholders
Investment Decisions Financial Decisions Investment Decisions Long-Term Decisions Short-Term Activities (Cash, Inventory, Short-Term Borrowings, Loans) Short-Term Decisions
Finance Manager Organizational Chart
New product development – Purchase of major equipment – Opening of new factories and stores Foreign investment projects – Company acquisition – Merger investment – Selling unprofitable parts of the company
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Issuance of bonds or debentures – Bank loans Equity financing – Issuance of shares – Mixing of retained interests.
Dividend Decisions Benefit the company’s shareholders – dividend payment → satisfy shareholders
Avoid Bankruptcy Increase Profits Increase Profits Increase Expenses Sales/Market Share Companies: Increase shareholder wealth – Market value of existing stock – Amount of company’s dividend payments
Order: Shareholders (wealth maximization) Administration: Administration (salary, job security, prestige, status) Administration problem: Potential conflict of interest between shareholders and company management → Administration costs (direct and indirect)
Organizational Chart: Definition, Examples & Templates
10 Why profit maximization is not our main objective, but shareholder wealth or stock price maximization is our main objective Company A – $400,000 1 share, $600,000 debt financing – $70,000 profit – due to interest expense we Stock return earned tax deduction – 70,000 / 400 = 400. 17.5 cents per share Company B is financed with $1,000,000 1 share – profit $100,000 Dividend return = 10 cents.
How aligned are management goals with shareholder goals? Executive compensation ● Dividend payment: compensation is linked to financial performance ● Career program: promotion, high demand- pay Can management be replaced if shareholder goals are not met? Prog Monitor ● Board: Can fire and hire management on their behalf ● Management replacement by takeover – Poorly managed companies are more attractive to buy because they can make more profits.
Employees (welfare, safety, wages, conditions) Consumers (safe products and services) Government (compliance with laws and regulations) Society (pollution, public safety, welfare)
13 Financial Managers Capital Budgeting: Planning and managing the company’s long-term investments – Identifying long-term investment opportunities – Assessing the amount, timing and risk of future cash flows Capital Structure: Obtaining financing to support long-term investments – Long-term Term Introduction Term Investing Debt, Property – Where and How to Raise Money? – Evaluating different financing options and associated costs Working capital management: Ensuring the company has sufficient resources to continue operations – How much cash and inventory will be kept on hand? – Should credit sales be offered to consumers? – How to find short term financing? Decision to pay dividends
Types Of Organizational Structures
What are accounting and finance positions in a typical large company and what duties do they perform?
Answer: To answer this question, let’s look at an example. Let’s say you are the CEO of a sportswear company that makes hats and jerseys for fans of professional sports teams. Let’s say it’s a large public company. (The term public company refers to a company whose stock is publicly traded—that is, investors can buy and sell ownership of the company.) As the CEO of Sportswear, you ask. The following questions:
For each of these questions, the challenge is to determine which sports wearer can best answer. An organization chart will help you find the solution.
Sustainable Water Management Organizational Chart Water Supply Authority
Figure 1.1 “General Organization Chart” is a typical organization chart; It shows how accounting and finance staff fit into many companies. Employees at the bottom of the chart report to those at the top. For example, a management accountant reports to a controller. At the top of the chart are the people who control the company, usually the board of directors (elected by the owners or shareholders). Figure 1.1 “General Organizational Chart” is reviewed before proceeding to a detailed discussion of each important financial and accounting position.
* Represents vice presidents of various departments in addition to accounting and finance, such as production, human resources, research and development, etc.
** In addition to reporting to the Chief Financial Officer, the internal auditor also reports independently to the Board of Directors and/or the Audit Committee (consisting of elected members of the Board of Directors).
Chief Financial Officer (CFO) The person responsible for all financial and accounting functions of an organization. Responsible for all financial and accounting functions of the organization and generally reports to the CEO.
Key Finance And Accounting Personnel
The controller is the person responsible for managing the accounting staff that prepares management accounting information used for internal decision making, financial accounting information for external reporting purposes, and tax accounting to meet tax accounting requirements. information Responsible for managing accounting staff that prepare management accounting information used for internal decision making, financial accounting information for external reporting purposes, and tax accounting information to meet tax reporting requirements. The three counters under the controller’s control are as follows.
A treasurer is responsible for obtaining funding for an organization, planning cash needs, and managing cash and short-term investments. Reports directly to the CFO. The treasurer’s primary responsibilities are obtaining the organization’s funding sources (eg, from banks and shareholders), planning cash requirements, and managing cash and short-term investments.
An internal auditor is a person responsible for ensuring that a company’s controls are effective in ensuring financial accuracy. Reports to the CFO and is responsible for ensuring that the company has controls in place that ensure accurate financial information. Internal auditors typically review financial information provided by management, finance, and accounting accountants (all of whom report to the controller and ultimately to the CFO). In case of conflict with the CFO, the internal auditor can report directly to the board of directors or the audit committee, which is made up of elected board members.
Question: Figure 1.1 Organization Chart is intended as a guide to the “General Organization Chart”. However, not all organizations are the same, especially small ones.
Finance & Administration Organization Chart
Answer: Small organizations have one or two key finance and accounting members who perform the functions described earlier. For example, one accountant handles financial and management accounting functions, while another handles tax work (or the tax work may be outsourced to a tax firm). Instead of hiring its own internal auditor, an organization can hire one from an external consulting firm. Some organizations may not have a CFO, or may have a CFO without a controller. Organization structure depends on many factors, including its size and reporting requirements. Note 1.23 to “Business Activities 1.2”.
Financial constraints prevent small nonprofit symphonies in California from hiring full-time finance and accounting staff. Although annual revenue is close to $200,000, all financial transactions are processed and recorded by a part-time accountant employed by the symphony. The librarian enters budget information and submits monthly financial reports to the treasurer. The Treasurer, a volunteer member of the Board of Directors, is responsible for setting the annual budget and submitting monthly financial statements to the Board. The foreign company prepares and processes all tax returns, compiles annual financial statements, and oversees accounting activities at the end of each fiscal year.
Note that the symphony has no official positions other than Treasurer as described in Figure 1.1 “General Organizational Chart”. This suggests that financial constraints and reporting requirements require creativity in organizational structure.
For the six questions listed at the beginning of this section for a sportswear company, identify who in the company is responsible for providing appropriate information. Assume that Sportswear has an organizational structure as shown in Figure 1.1, “Specific Organization Chart.” In this article, we’ll look at how different organizations build their finance teams and share tips for building a sustainable finance department. We will cover:
Types Of Organizational Chart Templates That You Can Steal
Technology and digitization are creating new business models in every industry, and the financial department is feeling the impact.
For example, software as a service (SaaS) business models have changed the way payments are made these days, emphasizing recurring payments. It was launched
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