budget control system 中文意思是什麼
budget control system
解釋
預算控制制度, 預算管理制度-
On informatization, create management information system to collect car fare ; perfect the inner control about intranet accounting system. fourth, create inner budget system
在信息化方面，對于「收」而言，要創建交通費收信息管理系統；對于「支」而言，要完善對網路會計系統內部控制。 -
Countermeasures for the serious problems of the financial control over subsidiary companies are to ( 1 ) establish a scientific share holding structure of its subsidiary companies ; ( 2 ) strengthen its control over authorization right of its subsidiary companies ; ( 3 ) establish a scientific budget duty system ; ( 4 ) establish a scientific financial reporting system ; ( 5 ) use modern technology of information and network to establish the financial balance network of business operation, accounting checking network and electronic bank system ; ( 6 ) perfect the target assessing system over its subsidiary companies ; ( 7 ) send financial supervisors to its subsidiary companies ; ( 8 ) strengthen the scheduled or nonscheduled financial audit over its subsidiary companies
摘要子公司的財務控制問題日顯突出，解決的對策是：建立科學的子公司股權控制結構；加強對子公司進行授權控制；建立科學的責任預算制度；制定科學的財務報告制度；利用現代化的信息網路系統，建立經營業務結算網、會計核算網和網上銀行結算系統；完善對子公司的考核指標體系；向子公司委派財務總監來實現日常的財務監控;加強定期或不定期審計，實現對子公司的財務監督。 -
With china ' s entry into the wto, pangang ( group ) corporation ’ s leaderships recognized the need to seize opportunities and meet the challenge of economic globalization, the introduction of advanced management ideas and means to transform the traditional enterprises, and establish pangang ( group ) corporation financial management information system, and achieve financial centralized management, a financial settlement, accounting, budget, control, analysis integration of financial management information platform and the progressive realization of financial and business ’ s integration in the future, at last ultimate pangang ( group ) corporatio ’ s achievement of a comprehensive information technology
隨著中國加入wto ，攀鋼公司領導認識到必須抓住機遇、應對經濟全球化的挑戰，引進先進的管理思想和手段來改造傳統企業，建立攀鋼（集團）公司財務管理信息系統，實現財務集中管理，形成財務結算、核算、預算、控制、分析一體化的財務管理信息平臺，並在今後逐步實現財務業務一體化，最終實現攀鋼全面信息化。 -
To methods of financial management, impc should use quantity prediction, should build system of overall budget, especially budget analysis and feedback system, should establish financial management control system
公司應多採用定量預測法。要形成全面預算體系，同時預算的編制要精，延伸時間要長，並建立預算差異分析制度和報告制度。 -
To methods of financial management, impc should use quantity prediction, should build system of overall budget, especially budget analysis and feedback system, should establish financial management control system. then impc should change its financial organization structure. the financial management division and the accounting division are different
由於採用了重流程而不重職能的原則和模塊式設計，使得本文設計出的系統更易於實現和維護，避免了同類項目中模塊功能重疊、交互處理能力差、信息共享程度低、易受組織功能變動影響的缺點。 -
For a specific project, the construction cost of the project can be reasonably and scientifically analyzed and estimated by means of the reasonable planning for the resources allocation adaptable to the project made through the economic assessment on the conduction process ; by which the cost control indexes can be determined, the relevant internal checking mechanism and the budget system for construction cost control can be established, and then the avoidable measures for possible economic risk can be made as well, so as to obtain the benefit indexes adaptable to all the specific items to realize the management of the construction cost control for the whole construction process and build up the scientific and reasonable system of economic responsibility for making a basis for completing the project with better quality effectively, economically and reasonably
摘要通過項目的過程經濟評佑，制定出適應工程項目的合理資源配置計劃，對具體工程項目的施工成本進行合理、科學的分析判斷，確定成本控制指標，建立施工成本控制內部考核機制和工程施工成本預算制度，找出具體子項的經濟風險源所在，建立相應的經濟風險規避措施，獲取適應每個具體項目的利潤指標，實現工程項目施工全過程的施工成本控制管理並建立科學合理的經濟責任制，以便調動項目部所有施工人員的創造性和主動性，為最終高效、經濟合理、保質保量地完成工程施工任務奠定基礎。 -
The inner and self control of human being are more effective than any other outer control, so the best way to stimulate the human activities and make them take initiative action against evil behaviors is motivation. with the coordination and guidance as the main aim, internal equilibrium system introduces motivation and implies " motivation & restraint ", it is suggested that the practical internal equilibrium system should be established on the basis of inve stors, managers and common employees and perfect corporate governance system. in addition, the paper concerns some points in implementation of internal equilibrium, such as how to reform the mode of current accounting system, how to extend the function of internal audit and how to motivate human behavior through budget management
其新穎之處為解決當前企業面臨最大問題「搭便車」和「代理成本」問題，提供了設計思路：以激勵機制為核心，在制度基礎上實現「激勵相容」 ，以「市場鏈」為紐帶的業務流程再造，把人的管理與財和物的管理結合起來；最後本文論述了內部制衡的實施是新經濟時代的要求，在實施中關注的問題：變革現行會計「見物不見人」的核算模式、擴大內部審計職能、提高預算管理的激勵作用等。 -
Establish the financial reporting system in line with international standards and set up a scientific budget control system
將建立符合國際標準的財務報告制度和科學的預算控制制度。 -
At last, paper respectively discuss budget writing, regular control, term checking from three phases of rcm : planned control, concurrent control, post control, which make links of rcm join together, forming a tight system orderly so as to achieve an objective to monitor and control cost truly
最後，文章從責任成本管理的三個階段：事前控制、事中控制、事後控制入手，分別對預算編制，日常控制，期末考核三個環節展開討論，使責任成本管理體系中各環節緊密相扣，形成一個嚴密有序的整體，從而真正起到監督成本、控製成本的目的。 -
Finally, author use the theory that scientific budget management and excellent performance measurement system ( pms ) are safeguard of control accounting system, and engineers budget management and pms. furthermore, author take advantage balanced scorecard ( bs ) in pms and use a mathematic model to measure it. although i tried my best to closely combine management accounting theories with our current condition, this thesis must have many shortcomings due to my theoretical level and practical experience
最後根據科學的全面預算管理和優秀的業績評價系統（ pms ）是有效實施控制會計系統的保障這一原理，重新構造了廣東電信公司的預算管理方法和pms系統，在pms系統中主要運用了平衡計分卡（ bs ） ，並給出了綜合評價指標量化的方法。 -
We hope that large quantity of chinese middle / small scale corporations can benefit from the analysis of shindoo chemi - industry co. ltd. in strategy control system, the disquisition contains four aspects : target management, benchmark, budget management and strategy control. the disquisition describes and appraises the four aspects of shindoo chemi - industry co. ltd., and puts up some advice to improve them
在戰略實施過程中，論文分別從目標管理、標桿瞄準（ benchmark ） 、預算管理和戰略控制四個板塊對成都市新都化學工業有限公司的管理控制系統進行了評述，並給出了相應的改善建議。 -
Many enterprises have carried out the budget control system, such as shanghai baoshan steel corporation and weifang asia magnitude. they have obtained the certain result, but quite parts of enterprises can ’ t reach the good effect. the main reason was that the enterprises carrying out the comprehensive budget management have many problems
雖然有不少企業推行了預算管理制度，如上海寶鋼、濰坊亞星等，取得了一定的成效，但是有相當一部分企業實施效果不理想，主要原因是企業在推行全面預算管理時還存在很多問題。 -
The comprehensive budget system which this article introduced has the flexible software fabric, favorable expansibility and friendly user interface. it helps the managers of companies to establish scientific management control system, dispatch the fund effectively and accurately, and win initiative in market competition
本文介紹的全面預算系統具有靈活的軟體架構、良好的可擴展性、友好的用戶界面，可以幫助企業經營者建立科學的經營管理制度，高效、準確地調度資金，在市場競爭中爭取主動。 -
Aiming at the concrete need in srttep construction and embodying the managing theory of the combination of the prearranging programming and comprehensive control, the article proposes the cpm - based schedule operating program of srttep on the basis of the relationship among schedule program, cost and quality which thus realizes the close combination of schedule program and project control ; based on the comparative analysis of experience estimation method, factor estimation method, wbs estimation method and comparison estimation method, the cost controlling strategy is worked out that attaches importance to the srttep cost budget and market economy situation. meanwhile, comprehensive quality management theory is introduced in the project " s schedule program. aiming at subsidiary project bidding, equipment purchase, essential quality inspection, detailed quality insurance system and rules are worked out so as to achieve the goal of high - quality construction of srttep
（ 3 ）針對川塔項目施工建設具體需要，在充分體現項目事前規劃與全面控制相結合管理思想和所進行的項目wbs結構分解基礎上，基於項目進度? ?費用成本? ?質量三者之間的關系，提出了基於cpm關鍵路線法的川塔項目進度計劃制定方案，實現了進度規劃與控制的緊密結合；在對比分析經驗估演算法、因素估演算法、 wbs估演算法、類比估算等方法和技術基礎上，制定了側重於預算的川塔項目成本基本規劃方法，以及結合市場經濟情況的成本控制策略；同時將全面質量管理思想，引入了項目施工方案中，針對子項目招標、設備采購、重點質量監控點等設立了詳細的質量保障機制和細則，以確保達到工程優質建設的目標。 -
Analyzed the operating condition of company ' s budget management, provided suggestion of design scheme for company comprehensive budget management system : first, the administrative structure was standardized by the legal person of company ; second, the budget management organ which is highly effective in movement, was established ; third, the establishment step and the method for company comprehensive budget was made clear ; fourth, the basic frame for control of the company budgets management was designed and a check - up system for budget which unified with the encouragement was set up
在理論分析的基礎上，本文對石藥集團預算管理的實踐進行了研究，提出了公司全面預算管理體系的設計方案：第一，規范公司法人治理結構；第二，設立高效運行的預算管理組織；第三，明確了公司全面預算的編制步驟與方法；第四，設計了公司預算管理控制的基本框架和與激勵相結合的預算考評體系。 -
In september 2000, the national economic and trade committee ’ s issued " the state - owned large and middle scale enterprises to establish the modern enterprise system and to strengthen the management the basic standard ( implementation ) " explicitly proposed the enterprise should establish the comprehensive budget management system ; in april 2001, ministry of finance ’ s issued " enterprise state - owned capital and financial control tentative method " requested the enterprise to carry out the financial budget management system ; in april 2002, ministry of finance ’ s issued " about enterprise implementing financial budget management ’ s instruction opinion " further proposed the enterprise should implement comprehensive budget management inclusive of the financial budget
要真正解決問題，必須圍繞「預算起點、組織體系、流程體系、信息體系」進行優化，具體的優化策略是「確立科學切實的預算起點、構建高效運轉的預算責任體系、實施遵循pdca循環的預算流程體系、構建基於erp的預算信息支撐體系」 。預算目標起點解決的是做什麼的問題，預算責任體系解決的是誰來做的問題，預算流程體系解決的是怎麼做的問題、預算信息體系解決的是怎麼做更有效的問題。 -
This paper views it as a relatively independent system, and analyzes the elements, major matters, interpretations and budget control of the internal financial control
該文將其作為一個相對獨立的系統，就現代企業內部財務控制機制的構成要素、財務內控的主要內容、如何實施財務預測、決策控制和財務預算控制等問題展開論述。 -
This paper is on the basis of the research of the demonstrative item " financial risks analysis and control system " of the chonqqing science and technology tackle key item " nanan district government electronic demonstrative application of government affair ( 7220 - a - 1 ) ". based on well understanding and comprehending the characteristics of financial risks and meticulous considering the actual conditions of nanan district government, a method that constructs a multiagent system to edit local financial risk budget and calculate a series of indexes of evaluating financial risks situations is presented in this paper. categorizing ingredients that give rise to local financial risk, scheming agents in accordance with these ingredients, and scheming cooperative agent and some auxiliary agents to constitute the system are also proposed
本文以重慶市科技攻關重點項目「南岸區人民政府電子政務應用示範（ 7220 - a - 1 ） 」子項目「財政風險分析與控制系統」為選題背景，認真研究財政風險的特徵，結合南岸區政府財政實際情況，提出對引起地方財政風險的政府負債，按性質進行分類；對每一類負債設置一個agent進行分析和量化；設置財政風險agent和其他輔助agent ，組成多agent系統；利用多個agent的通訊與協作，編制地方財政風險預算並計算評估財政風險狀況的一系列指標。 -
Therefore, a budget management system of with the focus of profit orientation and cost control should be built for the generation plants
基於此，發電企業應構建以目標利潤為起點、以成本控制為中心的預算管理體系。 -
Through reasonable disposal of financial rights among different organizations, the financial rights - based enterprise budget management mode clarifies the duties, rights and liabilities of each related party. moreover, it supervises and controls the exertion of financial rights and evaluates the results in the process of budget management connected by financial rights. this mode is a circular control system including the whole process of beforehand, during and afterwards control
以財權為基礎的企業預算管理通過財權在組織間的合理配置，明確各個責任主體的責、權、利，並在預算管理的過程中對財權的運用實行監控，對財權運用結果進行考評，即通過財權這一紐帶將預算管理的整個過程連接起來，是一個包括事前、事中和事後控制的全過程的循環控制系統。
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