The structure of the financial organization. What is the financial structure and its difference from the organizational structure Algorithm for the formation of the organizational financial structure of the enterprise

If there is a need in the company to streamline management processes, create a coherent system of planning and control, then we are talking about setting up a system of management accounting and budgeting. The foundation of this system is the financial structure.

What is a financial structure?

The financial structure is a hierarchical system of financial responsibility centers. It determines the procedure for the formation of financial results and the distribution of responsibility for achieving the overall result of the company. Financial structuring allows you to maintain an internal accounting policy, track the movement of resources within the company and evaluate the effectiveness of the business as a whole and its components. In other words, the presence of a financial structure allows the company's management to see who is responsible for what, allows you to evaluate, control and coordinate the activities of departments, helps to develop an effective system of employee motivation.

The main types of financial responsibility centers are presented in Table 1. The key distinguishing feature of the CFD is the target indicators on which their activities are oriented.

Table 1. The main types of financial responsibility centers.

	Target indicators of the activity of the Central Federal District	May include the following types of CFOs	May be included in the following types of CFD
Revenue Center	Income received from the activities of the Central Federal District	Revenue Center	profit center
profit center	Profit received from the activities of the Central Federal District	Revenue Center Standard Cost Center Cost Center profit center	profit center Investment Center
Standard Cost Center	CFD costs per unit of product or service	Standard Cost Center	Standard Cost Center profit center
Cost center	CFD costs	Standard Cost Center Cost Center	profit center Cost Center
Investment Center	Return on investment ROI	Revenue Center Cost Center profit center Investment Center	Investment Center

As shown in Table 1, the different levels of financial responsibility centers form a hierarchy in which, for example, a profit center may include revenue centers, cost centers of both types, as well as other profit centers. In turn, the profit center can be included in the investment center and other profit centers as a subordinate CFD.

How is financial structure different from organizational structure?

Let's list the main differences between financial and organizational structures.

The financial structure is built on the basis of economic and financial relations between responsibility centers. Organizational structure "based on the functional specialization of the organization's divisions. Therefore, for example, costs of a certain type are grouped at the cost center, and in the division organizational structure functions are grouped, the implementation of which requires certain professional knowledge and skills.

The financial structure reflects the hierarchy of responsibility for achieving financial targets. Organizational structure - hierarchy of subordination.

When building an organizational structure, “political” compromises and the influence of personal factors are possible. When building a financial structure, only business realities are taken into account.

Due to these features, the financial and organizational structures do not coincide. If the discrepancy between them is large, then serious managerial problems arise, since the picture of the business that forms the management accounting based on the financial structure does not match the structure of enterprise management based on the organizational structure. It's like driving a car with distorted view mirrors and confused controls: we shift gears, but the “wipers” turn on. In order for the enterprise management system to be adequate to the business, it is necessary to bring the organizational structure, as far as possible, into line with the financial structure.

The main tasks of developing a financial structure

Developing a financial structure requires a deep knowledge of the business and a willingness to look at the company with open eyes. How to form a financial structure?

Determine the structure of the business.

Highlight key processes.

Define the boundaries of investment activity.

Define assets.

Determine the profit structure.

Determine the relationship between departments.

Identify the main managerial connections.

Let's take a closer look at each of these provisions.

Define the business structure

The first step to forming a financial structure is to determine the structure of the business. Often a company combines several lines of business that use common resources and are hardly distinguishable in the organizational structure. To identify business lines, it is necessary to consider the client base, products and services of the company. Here are the characteristics of different business lines:

Different groups of products are sold to different groups of customers;

For different product groups, the company has different competitors;

Fundamentally different technologies and resources are used to produce different groups of products or services.

The presence of these signs indicates that the company operates not in one, but in two or more target markets, which have different target groups of customers and different competitive conditions.

Often, new businesses in the company appear unnoticed by the management, and only as a result of the analysis this situation becomes apparent. Thus, one enterprise producing transformer substations began to provide its customers with services for the installation and connection of these substations. The appearance of this service entailed the creation of departments for the design, management of construction work, maintenance and operation of construction equipment. The development of this service has led to the fact that complex projects for the construction of turnkey substations have become an independent product, more profitable than the traditional products of the enterprise. The realization that this is a new business did not come immediately. On Fig. 1 shows the top level of the financial structure of this company.

Rice. one. Financial structure of a company with two lines of business

Thus, first of all, it is necessary to divide the responsibility centers into business areas, guided by the following principle: “different lines of business correspond to different responsibility centers”.

Highlight key processes

At the next step in building a financial structure, it is necessary to analyze the structure of processes for each line of business. We are not talking about a detailed study and description of the company's processes. It is enough to highlight the top-level processes in order to clarify the structure of the company's activities and link responsibility centers with key processes. As a basic model for analysis, it is convenient to consider the “value chain” created by the company for the client, as well as auxiliary groups of processes that ensure the functioning of the “value chain”. An example of the key processes of a software development company is shown in Fig. 2.

Consideration of the process diagram allows you to determine how the financial result is formed in this business and what are the main areas of investment for its development. On this basis, the main elements of the financial structure of the business line under consideration are formed. It must be emphasized that if a company is engaged in several lines of business, then each of them must be treated in the same way.

Rice. 2. An example of highlighting the key processes of a company

In the example under consideration, the centers of responsibility for groups of processes that form value for the consumer are clearly visible:

• Purchase of components used to manufacture the product (CDs, program protection keys, packaging);
• Production and packaging of the product;
• Promotion of the product on the market (informing potential consumers about the capabilities of the product);
• Product sale;
• User technical support.

The processes serving the main activity include the work of the legal department, accounting, maintaining the company's own IT infrastructure, business support, etc. The main “value chain” also does not include the processes of company management. A special place is occupied by software development processes. They relate to the investment activities of the company, since the creation of new products is aimed at developing the business.

It is important that the financial structure reflects this business model and becomes the basis for setting up a clearly structured management accounting and building a budget model. The financial structure corresponding to these processes is shown in Fig. 3. As you can see in the diagram, the financial responsibility centers “Sales” and “Services” are responsible for the revenue from the sale of technical support products and services, respectively. CFOs “Production”, “Purchasing” and “Promotion” are responsible for the costs of the processes under their jurisdiction. The results of the listed centers of financial responsibility form the overall result of the activity of the CFD “Production and Sales”, which is the center of profit.

Rice. 3. An example of the financial structure of a software company

The profit of this CFD is an indicator of all production and commercial activities of the company. The company's net profit is formed taking into account the costs of the CFD “Maintenance” and “Management”. The costs of the FSC "Software Development" do not affect profits, since the budget for the development of software products is not financed from the current income of the company, but from the profits received or external investments.

Thus, looking at a properly built financial structure, it is not difficult to “read” the key processes of the company and clearly see the logic of the business.

Define the boundaries of investment activity

The question of what processes to attribute to investment activity, upon closer examination, is not at all simple. His decision has a direct impact on the financial structure. So, in the example discussed above, delving into the essence of software product development processes, we will see that the activities of developers have two directions:

development of new products,

support of products created earlier and distributed on the market.

The first direction, of course, refers to investment activities, while the second is related to the maintenance of an asset already available to the company - a previously created software product. Software product maintenance processes include correcting errors in the program code identified during the program's operation, making minor improvements at the request of users, and finalizing the documentation. This work can take 40-60% of the resources of the development department. Therefore, the decision of the question of what type of activity we attribute the costs of these resources to - investment or operating - will significantly affect the company's profit indicator. If the development and maintenance processes of software products are clearly delineated, then the best solution would be to present them with different responsibility centers, as shown in Fig. 4. It is useful to note that this example demonstrates, in particular, the difference between the organizational and financial structures of a company. So the software development department is represented by two financial responsibility centers located on different “branches” of the financial structure.

In practice, however, the processes of developing and maintaining software products are closely intertwined, and it is not possible to ensure their separate accounting. Therefore, you have to make one of the following decisions:

• All activities of the development department are attributed to the CFD “Software Maintenance”. This is acceptable if the company mainly distributes previously developed software products and does not invest heavily in new developments.
• All activities of the development department are attributed to the CFD “Software Development”, that is, to investment activities. Such an assumption is possible if the company carries out a large amount of development.
• Divide between the two CFDs those resources that can be unambiguously attributed to them, and distribute the rest on the basis of an expert assessment. In this case, employees engaged only in maintaining the product will fall into the CFD “Maintenance”, and the developers of new products” in the CFD “Software Development”. Those who are employed in two processes will be “divided” between the two CFDs in accordance with the assessment of their employment in these processes.

Rice. four. An example of the division in the financial structure of responsibility for the development and maintenance of software products

It should be emphasized that such a division into the Central Federal District does not mean a mandatory change in the organizational structure. In this case, not people are divided, but the resources of their working time and the corresponding costs. At the same time, the correct delineation of processes necessary to build the correct financial structure and form adequate management accounting on its basis will encourage company leaders to optimize processes and organizational structure.

Define Assets

Assets are long-term renewable resources of a company. They are created in the course of investment activity and “work” for a long time in business, providing a profit. Why is it important to reflect assets in the financial structure? Because assets always raise important decision-making questions:

• How much did we invest in creating the asset?
• What does it cost us to maintain an asset?
• What is the return on the asset?

What kind of resources to attribute to assets is a question, the solution of which largely depends on the views on the business of the company's managers, their strategy and management style.

Let us first consider the traditional type of assets - profitable real estate - using the example of a development company that owns a business center building. This company operates in two lines of business:

• Construction of objects for sale (hotels, business centers, shopping and entertainment complexes);
• Leasing offices in the building of its own business center.

The top level of the financial structure reflecting these lines of business is shown in Fig. 5.

Rice. 5. Financial structure of the development company. First option.

Is it possible with such a financial structure to “without hesitation” answer the questions of shareholders about how much the “business center” asset they own is worth, what are the costs of maintaining it and what is the return on the capital invested in it” Obviously not.

The asset in this structure is not visible at all. It is “on the balance sheet” of the CFD “Real Estate Rental Services”, although in fact it is the property of the owners of the company, transferred to the management of this business unit. Thus, this structure does not reflect real ownership relationships and does not provide answers to key questions regarding the efficiency of asset use.

Let us now consider a clearer scheme presented in Fig.6.

Rice. 6. Financial structure of the development company. Second option.

In this version of the financial structure, the profit center “Assets. Business center". It includes the cost of operating the building, depreciation of the asset, property taxes. The income of the CFR is formed from the fee for the use of the asset received from the CFR “Real Estate Leasing Services”. This responsibility center acquires the right to use the building at a “wholesale price” (it is advisable to link it to the market price), and sells it at retail to customers it finds on the market. He is also responsible for providing a range of services to tenants. This structure clearly clarifies the relationship of all parties interested in this business and makes the corresponding financial flows explicit. In this case, it is possible to directly determine the profit that the assets bring, as well as the return on investment in assets. In addition, the added value that the CFD “Real Estate Rental Services” creates through its ability to attract customers and provide them with quality services becomes transparent.

Assets can include not only material objects, but also intangible business resources, such as a brand, information systems, and intellectual capital. Their inclusion in the financial structure only makes sense if these resources are truly managed as assets. The key difference between resource and asset management approaches was noted by P. Drucker: “Resource costs need to be reduced, and investments in assets should be increased.” I will add that in this case, of course, it is necessary to evaluate the return on investment.

Determine the profit structure

Profit is a universal indicator of the effectiveness of the company and its individual divisions. Approaches to the definition of profit, and ways of structuring it affect the formation of the financial structure. Consider, for example, a bakery that is part of a grain holding. The holding centralizes the functions of selling products and purchasing the main raw materials. The holding's management evaluates the plant's performance in terms of profit. At the same time, several stages of profit formation are distinguished, as shown in Fig. 7.

Rice. 7. Profit structure of the bakery

Marginal profit serves as an indicator of the effectiveness of the main production processes. When calculating it, conditional variable costs, consisting mainly of piecework wages and the cost of raw materials and materials.

Operating profit characterizes the production activity as a whole. It takes into account semi-fixed costs for the salary of production personnel, maintenance of production facilities, maintenance of production equipment, etc.

Controlled contribution to profit is the financial result of the bakery. When calculating it, all costs that are controlled by the plant management are taken into account. In addition to those listed above, this includes the costs of maintaining the administrative apparatus and economic support.

Gross profit is determined taking into account the share of the holding's expenses, which is imputed by the higher management to this business unit. These are the costs of maintaining the holding's management company, distributed among profit centers according to established rules.

Net profit formed after the deduction of income tax and interest on loans from gross profit.

So, each stage of profit formation is associated with a certain group of costs. It is necessary to allocate responsibility for various cost groups between the centers of financial responsibility - this will allow you to get an idea of ​​​​the effectiveness of all the main production processes and manage them. On Fig. 8 shows the financial structure of the bakery, which provides this opportunity.

Rice. eight. The financial structure of the bakery

Here, responsibility for various types of costs that determine certain stages of profit formation is divided between different CFDs. In a visual form, the scheme of delimitation of responsibility for cost groups is presented in Table 2.

Table 2. Separation of responsibility for cost groups.

		variable costs	fixed costs	Indirect domestic	Indirect external	taxes and interest
CFD "Production"	CFD “Workshop 1”
	CFD "Workshop 2"
	Central Federal District “Production Management”
CFD "Production Support"	CFD “Warehouse?
	CFD "OTK"
	Central Federal District "Technologist Service"
CFD “Economic support”	CFD "Warehouse"
	CFD "OTK"
	Central Federal District "Technologist Service"
	Central Federal District “Chief Engineer Service”
Central Federal District “Plant Management”	CFD "Warehouse"
	CFD "OTK"
	Central Federal District "Technologist Service"
	Central Federal District “Chief Engineer Service”
Central Federal District "Holding Management"

As can be seen in Table 2, the production CFD "Workshop 1" and the CFD "Workshop 2" are responsible for the costs that consist of the piecework wages of workers, the cost of raw materials and materials used in production. The Central Federal District "Production Management", "Warehouse", "OTK" and others are responsible for the costs of wages of production personnel, maintenance of production facilities, maintenance of production equipment, etc. CFO "Holding Management" is responsible for the costs of maintaining the holding's management company and taxes.

Define department relationships

All company processes are interconnected. The results of one process serve as resources for another. Therefore, it is always possible to distinguish within the company “suppliers” of internal products or services and “customers” who use these products or services in their work. If these relationships are included in the economic model, then centers of internal profit will appear in the financial structure. Such relationship models are called “self-supporting” or “internal outsourcing”. They provide the possibility of using economic mechanisms to motivate responsibility centers included in the value chain.

As an example, consider a manufacturing and trading company that has three main divisions: trade, production, logistics. The company sells mainly products of its own production. The logistics division ensures the storage of products in the company's warehouses and their delivery to customers. In the simplest case, the financial structure of the enterprise has the form shown in Fig. 9.

Rice. 9. Financial structure of a production and trading company

In accordance with this scheme, the CFD "Sales" is a profit center, the indicator of which is a controlled contribution to profit - the difference between income and costs for the implementation of sales processes. All other CFDs are cost centers that influence the formation of the company's profit.

If we take a deeper look at the essence of the relationship between the divisions of the company, it becomes clear that the CFD “Production” is a supplier of products for the CFD “Sales”, and the CFD “Logistics” provides storage and delivery services for the latter. In the case of establishing internal tariffs for the products and services of divisions, the CFD “Production” and the CFD “Logistics” become profit centers. It should be emphasized that this is an internal profit resulting from the accrual of income from the sale of their products and services to the financial responsibility center “Sales” by these CFDs. A diagram showing these relationships is shown in Fig. ten.

The arrows in the diagram show sources of income for profit centers. CFD “Sales” receives income from the sale of products on the market, and CFD “Production” and “Logistics” - from the “sale” of its products and services to an internal client. It is important to note that in this case, the profit of the CFD “Sales” is formed taking into account the cost of products purchased from the CFD “Production” and the cost of services purchased from the CFD “Logistics”. Thus, the center of financial responsibility "Sales" is not indifferent to the value formed by internal suppliers, since it directly affects the performance of this FSC. Working in accordance with this model, the CFD "Sales" will necessarily study the cost structure of domestic suppliers, compare their prices with market prices and put pressure on domestic prices in the direction of their reduction. This pressure will work to reduce production and logistics costs and improve the efficiency of the company as a whole.

Rice. ten.

Implementing internal outsourcing in a company is a difficult task. Establishing customer-supplier relationships between company divisions is not limited to developing schemes. But if a decision is made to introduce economic management methods in a company, then the model of internal outsourcing should be correctly reflected in its financial structure.

Identify key managerial links

In management theory, several types of organizational structures are defined: divisional, functional, project, matrix. In practice, they are rarely found "in pure form". Each company combines several types of organizational structures. In particular, in the example of a production and trading holding presented above, the divisional structure is the basis of management. The holding includes trade, production and logistics business units, endowed with significant independence. On closer examination, we will see that the structure of the Sales FRC includes several trading companies located in different regions, each of which is a profit center: CFD Sales A, CFD Sales B, CFD Sales C.

At the same time, in addition to the divisional structure, the company's management system has a functional component. Consider, for example, how the promotion of a company's products to target markets is organized. At the top level of management, this task is solved by the marketing department of the holding's management company. In addition, each trading company has a marketing department that provides promotion in the regional market. This division has dual subordination. In the divisional structure, it is part of the business unit “trading company”. In the functional structure, it is subordinate to the marketing department of the management company, which determines the goals and objectives of working on the market, approves plans and budgets, and controls their implementation. This dualism should be reflected in the financial structure, since in the context of the functional projection it is necessary to present budgets, generate reports, and “collect” costs.

In the one shown in Fig. 11 of the financial structure of the CFD, the “Marketing Department” is included in the hierarchy of financial responsibility centers, the top of which is “Alpha Product”. On the other hand, all CFDs represented by shaded rectangles are functionally included in the CFD “Marketing” (indicated by a dotted line), which is not part of the hierarchical structure. This is another projection of the financial structure. In the functional projection, other components can be distinguished, for example, “Information technology”, “Security? etc.

Rice. eleven. Refined financial structure of a manufacturing and trading company

For companies that have many of the same type of geographically distributed divisions, a matrix financial structure is typical. A simplified example of such a structure is shown in Fig. 12., where a company engaged in the maintenance of regional electrical networks is represented.

Rice. 12. Financial Structure for the Internal Outsourcing Model

The company includes Electric Grid Enterprises (PES), each of which has in its structure territorial subdivisions “District Electric Grids (RES). All district production units are engaged in the same activities: maintenance and repair of electrical networks, as well as installation and maintenance of electricity meters. In the functional projection of the financial structure, these areas are presented, respectively, as the CFD “Maintenance of networks” and the CFD “Accounting for electricity?. The implementation of capital repairs is under the jurisdiction of the Enterprises of electric networks; RES level is absent here. In the diagram depicting the financial structure of this company, the shaded boxes represent the centers of financial responsibility, located at the intersection of the territorial and functional projections. For example, the structure of the CFD “PES 1” reads as follows. The CFD “PES 1” includes the following profit centers (territorial CFD):

• CFD "RES 1.1"
• CFD “RES 1.2”
• CFD “RES 1.3”

On the other hand, CFD “PES 1” includes the following functional CFDs:

• CFD “Management” (cost center)
• CFD “Maintenance of networks” (profit center)
• CFD “Electricity Accounting” (profit center)
• Central Federal District "Overhaul" (cost center)

As can be seen from the above examples, a properly constructed financial structure is a reflection of business management processes. To identify all managerial relationships, it is necessary to consider not only the functional and territorial aspects of management, but also to determine the principles for organizing project activities, which occupies a significant place in most companies.

In conclusion, I would like to note that the development of a financial structure is a creative process in which the entire management team of the company should participate. After all, the goal of the work is not a scheme, but living, working principles of company management. How to make sure that the financial structure resulting from teamwork is correct? For this it is necessary that each of the top managers outlined to his colleagues the principles of his work and the activities of the units under his jurisdiction, in accordance with the established structure and principles of its functioning. After hearing and discussing each report, an agreement is reached between the company's leaders, it can be argued that they have managed to develop the correct, that is, workable, financial structure, which can become the basis for effective joint work.

This term has two meanings:

• a set of interrelated elements of the financial system;
• set of financial relationships.

In simple words, the structure of finance is a system that regulates the norms and processes that take place in the financial environment. The system controls the education sector, as well as the formation and distribution of financial flows.

Varieties of investment

The financial structure involves several types of investment:

• financing from the state budget, divisions, funds, as well as off-budget savings;
• financing by business entities;
• cash payments by insurance companies.

Finances converging in the general state flow are eventually distributed among all spheres of social relations. In other words, it does:

• centralization of finances (cash flows converge into an integral financial system of the state);
• decentralization (when funds are distributed from a cohesive financial system between legal entities and social strata), manifested in the financing of the social sphere and the provision of finance to state structures.

Goals of financial management

First of all, the financial structure is controlled by the authorities, referring to the principle of financial policy. Financial policy is a set of decisions that economic entities make when receiving monetary resources.

The totality of all groups of the financial structure is always under control. The goals of management are:

• reduction of the state budget deficit to 3% of the gross domestic product;
• implementation of effective state income;
• application of finance for the successful regulation of the economy.

Financial control

AT Russian Federation there are several institutions that carry out comprehensive control of cash flows, while they are divided into several levels:

• federal level;
• regional level;
• municipal level.

Federal level

Such institutions include the State Duma, the Security Service, the Federation Council, the Customs Service, the State Service for Markets and Finance, that is, the institutions that manage the financial structure.

Regional level

These institutions include the following subjects of management:

• Accounts Chamber of the Russian Federation;
• State Bank of the Russian Federation;
• departments;
• ministries and commissions;
• territorial authorities;
• units that control financial flows, as well as funding systems.

Municipal level

The system of finance assumes the existence of institutions at the municipal level, which includes city and district divisions that manage the banking system of the state, as well as divisions of commissions and tax services approved by local governments in order to control the financial resources of the administrative-territorial unit.

Unfortunately, in most companies that claim to have a complete budgeting system in place, there is no real financial structure, and there is no clear relationship between budgeting and the motivation system. It should be noted that budgets can be drawn up without a financial structure. In order for the company to regularly draw up budgets, it is necessary to develop a financial budgeting model (see Book 3 “Financial Budgeting Model”) and implement a budget management regulation (see Book 2 “Budgeting System Regulations”).

Moreover, the quality of budget preparation can be quite high. But when deviations of actual budget indicators from planned ones are discovered, then no one in the company will bear any real responsibility for this. And these deviations in the future may appear again and again.

Thus, the presence of a real financial structure and responsibility for the execution of budgets is one of the factors on which the degree of company's manageability significantly depends. One of the formal criteria for the manageability of a company is the absence of plan-factual deviations. More precisely, the plan-actual deviations of budget indicators should not exceed predetermined values, since 100% accuracy is impossible to achieve in practice.

So, even if the company develops a fairly accurate financial budgeting model and establishes an effective budget execution analysis procedure, this may not be enough to improve the manageability of the company's financial and economic condition. That is, over time, the company can draw up more and more accurate budgets, the company can learn to look for the reasons for plan-factual deviations, but if there is no responsibility for this, then what can make the company not make the same mistakes in the future and not step on the same rake ?

Of course, one can hope for the consciousness of employees, but, as practice has shown, even if there are a couple of such conscientious managers in the company, this will not be able to radically change the situation. Yes, and these conscious people will soon come to the conclusion that it’s not worth it to strain so much if this company does not value efficient work and does not punish for hack work.

It must be clearly understood that the introduction of responsibility for the execution of budgets is a rather serious step, so this should be taken very seriously, and there is no need to rush to develop a financial structure. When setting budgeting, it is better to start with the development of a financial model and budgeting regulations, and only after that move on to the implementation of the financial structure (see Book 8, Budgeting Technology).

Perhaps even better in a particular company to postpone the implementation of the financial structure for some time (1-2 years). We are talking about the fact that you first need to learn how to correctly calculate budgets, both according to plan and in fact. After all, if the financial structure of the company has been developed, but the company has not yet learned how to calculate correctly, this means that the wages of the company's employees will also be calculated with errors.

If errors are found in the company's budgets, but the financial structure of the enterprise is not yet in effect by this time, then such facts can be perceived quite constructively. But if responsibility is already spelled out, then such errors in budgets, and hence in payroll calculations, can lead to an undesirable negative resonance within the team. To avoid all these consequences, it is better to spend some time debugging the methodology of planning and accounting.

In addition, during this time it will be possible to collect statistics on the financial and economic indicators of the departments. This data will then be used to create motivation schemes with specific coefficients, which will already be tailored to the relevant departments of the company.

In addition, in addition to technical errors in the calculation of budgets and bonuses / fines of divisions, there may be difficulties of a different nature. We are talking about the psychological side of the implementation of the financial structure of the company. Still, the main element of any organization is people, and their behavior depends on many factors and does not always fit into logical schemes. The introduction of budgeting, as a rule, is preceded by some history of the company, including the history of the relationship of people working in this company. Naturally, all this complicates the process of introducing the financial structure of the enterprise.

In one company, for example, the chief financial officer, describing the first timid attempts to develop a system of accountability for budgets, said that they decided to introduce real accountability of managers for the execution of budgets. But after several plan-factual showdowns, they decided that they were not yet mentally ready for this. As one example, he gave such a case. The manager of one of the retail network stores convinced the management that they needed to buy more painted computer mice for the New Year (the network was engaged in the sale of computer equipment). The company has invested in this.

Many visitors were really interested in this product, but ... no one bought them. “Well, how to punish him after that, after all, the person tried, but it didn’t work out,” says the financial director. Indeed, on the one hand, it's a pity. But if the idea was a success, then surely the manager would have been given a bonus. It turns out that when it comes to successful work, everyone understands that it is necessary to give a bonus for this, but it seems like a pity to be fined for poor work.

Thus, it is necessary to pay attention once again to the fact that the introduction of the financial structure of an enterprise imposes quite large requirements on the company, and before deciding to take such an important step, everything must be carefully weighed. But still, this step is necessary on the way to building a full-fledged budget management system.

At the moment, unfortunately, there is no common understanding of what the financial structure of a company is and what its main purpose in budgeting is. In addition, quite often companies confuse responsibility for the preparation and execution of budgets (see Book 2 "Regulations of the budgeting system"). Because of this confusion, a large number of problems arise when trying to implement budget management in a company. Book 4, The Financial Structure of a Company, discusses these issues in some detail.

It should be noted once again that the setting of budgeting and the development of a financial structure, in particular, is actually quite a difficult task, therefore, its solution must be approached systematically (see Book 8 "Technology of setting a budget"). You should not think that you just need to draw squares on a piece of paper and the financial structure will be ready, and the company will immediately have a lot of money.

Naturally, any director may have a certain idea of ​​what kind of financial structure should be built in his company. But quite often it happens that such an express view of the financial structure may turn out to be erroneous. At one of my seminars on budgeting once there was such a case. From one company, the general director and the financial officer came to the seminar. Moreover, before the seminar, the CEO believed that he already knew what the financial structure of his company should be.

While at the seminar, perhaps for the first time in a long time, he managed to somehow break away from the routine (as far as the unplugged mobile phone allowed him to do this), and he was able to take a systematic look at his company. When he started right at the seminar (like all the other participants of the seminar) to try to apply the acquired knowledge to his company, he came to the conclusion that the version of the financial structure that he had “drawn” in his head had a number of significant drawbacks.

As a result of modeling the financial structure of his company, the CEO, together with the financial one, prepared not one, but even three options for the scheme of the financial structure. Of course, in a few days, during the seminar, it is impossible to develop the final solution, but, nevertheless, the CEO came to the conclusion that this is actually quite a serious and important issue. It will take some time to solve it, because. There are a number of fundamental factors that must be taken into account. For example, if a company does not have a developed strategy, it will be quite difficult to build the correct organizational and financial structure of the company. In addition to fundamental issues, there are a certain number of nuances that also cannot be ignored.

What is the financial structure of a company

The financial structure of the company is a set of centers of financial responsibility (FRC), for which sets of financial and economic indicators and motivation schemes are defined, based on the budgets of the CFR. That is, the logic here is quite simple - the more efficiently each division works, the more efficiently the company as a whole will work.

Only here it is necessary to take into account such an important point as the coordination of the work of departments. In other words, if one important link in the entire chain does not work effectively, then the final results of the company as a whole may be lower. minimum requirements owners defined in the system of restrictions (see Book 3 "Financial budgeting model").

In order to link the work of all departments and coordinate their actions so that the company as a whole wins in the end, it will be necessary to create a system of functional budgets that permeate all the main business processes of the company and on the basis of which the budgets of the Central Federal District are built (see Book 1 “Budgeting as management tool).

In addition, you need to be prepared for the fact that when a company tries to introduce a financial structure and budgeting, in almost 100% of cases, indignant remarks about the following content begin to come from the heads of departments: “Yes, are we economists or accountants or something, to make all these budgets? For all this to work effectively, we need economists-analysts in the divisions.

In such a situation, the heads of departments need to be explained that it is they who should actively participate in all this. And as far as analytical support is concerned, this is exactly what finance should be doing (see Book 5, The Role of Finance in Budgeting). Only after the departments begin to really plan and then analyze their activities, can we expect that the budget management will really begin to bring real benefits. The presence of responsibility and a system of motivation aimed at the execution of budgets can just help in this.

Thus, in order for the company to earn more and develop effectively, it is necessary to introduce a system of planning, accounting, control and analysis. That is, it is necessary to develop a financial and economic budgeting model (see Book 3 “Financial Budgeting Model”). In addition to solving methodological issues, you will have to deal with a large number of organizational problems.

In other words, even if there is an ideal financial budgeting model, it will not work without a well-thought-out organizational mechanism. After all, the model will need to be filled with information, and such filling should be carried out by company employees. Therefore, each participant in the budgeting process should know what, how and when he should do. All this should be spelled out in the relevant regulatory documents (see Book 2 "Regulations of the budgeting system").

So, it turns out that in the presence of a financial model and budgeting regulations, a system of planning, accounting, control and analysis of the financial and economic state will be built in the company. Even if this system does not yet implement a block of responsibility for this very financial and economic state, the company will already have a fairly powerful management tool. And if you add responsibility and motivation to this, you can get an even greater effect, because in this case the company will already have a full-fledged budget management system.

It often happens that budgeting in a company does not work due to the fact that the heads of departments give up after their budgets are shredded and cut, and the planned values ​​​​of targets become more strained. Here it is necessary to pay attention once again to the interpretation of the principle of decentralized planning (see Book 1 "Budgeting as a management tool").

This principle means that all departments should participate in planning, but it does not follow at all that draft plans and budgets prepared by departments will be approved one on one. Reconciliation of budgets is usually a non-linear process. There is much to be clarified and recalculated here. This should be treated well. But it often happens that the heads of departments really, conscientiously approached the preparation of budgets and did everything, from their point of view, correctly, and after that adjustments are made to their budgets.

After such events, they get the impression that all this decentralization is just a declaration, but in reality, budget indicators still come down from above, and no matter how they plan everything in detail and substantiate it, the management or the financial directorate will change the figures in the budgets later. Moreover, as a rule, the changes will come down to ensuring that incomes are higher, while costs are lower. Therefore, next time the managers are almost not engaged in planning, but make some kind of sketches, and besides, they deliberately overestimate costs and underestimate incomes, because. know that everything will change anyway.

Here, of course, it is very important when making such adjustments to the budgets to be sure to explain to the heads of departments why this happened. This must be done by the finance department (see Book 5, The Role of the Finance Department in Budgeting) when accepting draft budgets from departments, and this should be done by the CEO (see Book 6, The Role of the CEO in Budgeting) at the Budget Committee during time for reviewing and approving budgets (see Book 7, The Company's Budget Committee).

In the process of budgeting, heads of departments should be more active and be able to defend their point of view, if they are sure of it. At the same time, you need to understand that the company's management may not always properly evaluate their proposals and ideas. Unfortunately, this does not always happen the first time, so you need to be persistent and constantly improve your skills in presenting and defending your proposals and budgets.

By the way, when a financial structure is introduced in a company, which means real responsibility for the execution of budgets, then the divisions will be more interested in making the budgeting system work more clearly. Accordingly, this will encourage them to become more active participants in the process of budgetary management of the enterprise.

Thus, the presence of a financial structure allows not only to formally identify the perpetrators, but also to understand the real mechanism of influence on the financial and economic condition of the company. Indeed, in the course of building a financial structure, one will have to face a large number of questions related, for example, to who should be responsible for which cost items. It is clear that the financial structure is built on the basis of the organizational one. And in many ways, the effectiveness of the constructed financial structure depends on the current distribution of functions between the company's divisions. Whatever the organizational structure, it is safe to say that in almost any company, disputes are bound to arise regarding who should be responsible for this or that cost item.

This problem is especially acute in cases where the source of costs is one unit, and the user of the benefits that are created as a result of these costs is another unit. Examples here are energy costs, office equipment costs, transportation costs, etc. Also, problems with the definition of responsibility will arise when a cost item is directly affected by several departments.

In addition, when developing CFD budget formats, the following often happens. The CEO seeks to record as many costs as possible for the CFD, and they, in turn, try to minimize this list as much as they can. By the way, again it should be noted that the concepts of responsibility for providing information and responsibility for the result are often confused. Unfortunately, these questions cannot be answered unambiguously. Nevertheless, there are a number of general principles that it is desirable to adhere to when building the financial structure of a company. These principles will be explored throughout the pages of this book.

By the way, with regard to responsibility for information, some specialists, in addition to the term CFA, use CFA (financial accounting center). To be honest, I once used such a term myself simply because it was used by most specialists at one time and it seems that it even somehow took root. But while working on this series of books, I decided to move away from the term CFA and use only the term CFA.

It should be noted that among those specialists who use the term CFU, there is no consensus on what it means. Someone, using the term CFU, implies that if a division has been assigned the status of a CFA, then now financial and economic indicators will be recorded in the management accounting system for this division. At the same time, there is no question of any responsibility in fact. Other experts under CFU mean units that, in the budgeting process, are responsible for providing information on certain financial and economic indicators. Moreover, the responsibility for the implementation of some of these indicators may lie with other units.

This approach is also not entirely clear. After all, if you look into it, it turns out that in this situation, the CFU is the center of responsibility not for the result, but for providing information. But what then is the point of such a renaming of the unit to CFU? As part of the budgeting process, all departments should be involved anyway. At a minimum, each division must plan its work and plan certain financial and economic indicators, which then will need to be justified before the financial directorate and the general director. It turns out that in any interpretation the term CFU turns out to be somehow ambiguous.

Therefore, in the books of the "100% Practical Budgeting" series, the term CFA is used. At the same time, the CFD means a unit that is responsible (moreover, responsible for execution) for a certain set of indicators contained in the CFD budget. Responsibility is built on the basis of a specific motivation scheme. That is, the Central Federal District has a clear link between wages and budget indicators.

Thus, if we summarize the above, it turns out that the financial structure of an enterprise is a really effective mechanism that allows the budget management system to work in full force. The main factors that contribute to the effective operation of the financial structure of the company, as well as the directions for using the financial structure, are presented in figure 1.

Fig.1. The main directions of using the financial structure of the CFD company

Regulations on the financial structure of the company

The regulation on the financial structure is one of the main documents regulating the process of budget management in the company (see Book 2 “Regulations of the budgeting system”). This regulation should be developed in the company only if it is supposed to really build a financial structure, that is, to add responsibility and motivation to the set of goals of the budgeting system (see Book 1 “Budgeting as a management tool”).

The regulation on the financial structure should contain:

general provisions;

the structure of the CFD;

CFD classification;

financial and economic indicators of the Central Federal District;

CFD motivation schemes.

All sections of the Regulations on the financial structure of the company have already been discussed in this section. With regard to general provisions, this paragraph must necessarily spell out the procedure for amending the Regulations on the financial structure. These changes may be related, for example, to the fact that a new CFD is being allocated in the company, or a decision has been made to make adjustments to the motivation schemes of existing CFDs, or due to a change in the strategy and organizational structure of the company, etc.

The main areas of use of the Regulations on the financial structure:

budgeting;

formation of targets for the Central Federal District;

determination of the efficiency of the CFD;

motivation of managers and specialists of the Central Federal District;

management accounting (CFD as one of the analytical features).

Using the Regulations on the financial structure of the company in budgeting.
Prior to the development of the financial structure, the responsibility for the execution of budgets in the company is not explicitly spelled out. Responsibility for the preparation of information in this case can be introduced in the company, which can be recorded in the Budgeting Regulations. That is, there may already be responsibility for the budgeting regulations, but not responsibility for the result. In fact, the general director should be responsible for the financial and economic condition of the company as a whole to the owners. But again, this responsibility must also be defined. Now, when there are centers of financial responsibility, the entire management cycle of budgeting (planning, accounting, control, analysis, adjustment) can also be carried out in the context of the financial structure. Examples of budgeting regulations for the Central Federal District are given in Book 2 "Regulations of the budgeting system", and financial models of budgets of the Central Federal District - in Book 3 "Financial budgeting model".

Using the Regulations on the financial structure of the company in the formation of targets, determining the effectiveness of work, motivation of managers and specialists of the Central Federal District.
The goals, evaluation criteria and motivation system of the CFD differ depending on the type of CFD. You can read more about this in Book 4, The Financial Structure of a Company, in a chapter that discusses the general principles of motivation for various types of FRCs. On the basis of the selected performance indicators of the CFD, the CFD budgets themselves are formed. Thus, the Regulation on the financial structure fixes not only financial and economic indicators, but also motivation schemes, that is, methods for calculating the FMP of the CFD based on budget indicators. Motivation schemes can also be found in separate Regulations on material incentives for each CFD. Which documents will reflect this may depend on the current practice of regulating activities. Although, from the point of view of the integrity of the description of the system, it is better to fix all this in one document - the Regulations on the financial structure.

Use of the Regulations on the financial structure of the company in management accounting.
When obtaining actual information on the execution of budgets, one can use data both from the operational control loop (that is, to receive actual information in the same way as planned information from the heads of the Central Federal District) and from management accounting. If in the budgeting system the actual information is obtained from management accounting, then it is necessary to establish a posting recording procedure, according to which for each posting not only the necessary accounting attributes will be determined, but also management analytics (CFD codes, budget items, etc.). This is necessary to obtain factual information not only for the company as a whole, but also for each CFD separately.

Here, by the way, you need to pay attention to one very important point related to the CFD. CFD is not just some additional analytical feature. In order to expand analytics, it is not at all necessary to create a CFD. An analytical feature that will be used for management accounting can be a subdivision. If a financial structure is introduced in a company and CFDs are formed, then CFD budgets will have to appear, for which motivation schemes will be developed based on their budget indicators.

If there is no CFD, then the costs are kept in the context of departments for statistics, and if they are, then the costs posted in the context of the CFD will already affect their FMP. By the way, once again it is necessary to pay attention to the fact that in the budgeting system and in the budgets of the Central Federal District, in particular, not only financial, but also natural indicators should be used.

Only if a financial and economic model is built in the company, in which both in-kind and cost indicators are involved, it will be possible to say that, indeed, it has been possible to build an integrated system. Moreover, on the basis of the indicators involved in this system, the specific responsibility of the company's managers will be determined.

Thus, the Regulation on the financial structure is the main document regulating all issues related to the responsibility for the execution of budgets, and hence for the final financial and economic condition of the company as a whole.

Note: the topic of this article is discussed in more detail at the workshop

The main task of building the financial structure of the company is the distribution of responsibility and authority between managers for managing income and expenses, assets, liabilities and capital of the enterprise, as well as a number of non-financial indicators. Having developed the financial structure, the company's management creates the basis for the introduction of management accounting, budgeting, as well as an effective system for motivating the company's personnel.

Building the financial structure of the company involves the following successive steps:
- description of the functions of the structural divisions of enterprises: sales, supply, production, administration, etc. This will determine the cost and income items that may be affected by certain divisions;
– classification of the types of responsibility centers (CR) depending on the powers and responsibilities of the leaders of the AC;
– determination of the hierarchy of responsibility centers and their interconnections.

Reference

Responsibility Center(CO) - an element of the financial structure of the company, which performs business operations in accordance with its budget and has the necessary resources for this. The responsibility center budget includes only cost and income items controlled by the head of the AC. As a rule, the company as a whole, its individual structural divisions (workshops, departments, employees) or their groups are singled out as a responsibility center.

Personal experience

Evgeny Nikiforov, Deputy General Director for Finance and Operations, Renaissance Insurance Group

The principles of building a financial structure may be different. For example, it is possible to single out responsibility centers on a functional basis: some departments develop a product, others sell it, and others serve it.

Another approach involves the allocation of responsibility centers on a regional basis, for example, branches in Moscow, St. Petersburg, etc. But, as a rule, when starting to develop a financial structure, one should understand how the business owners imagine it: which division in the company makes money , which and how spends them, which is the main or auxiliary.

Michael Pukemo,

When developing a financial structure, first of all, it is necessary to analyze the routes of cash flow within the company, who influences and controls them and how. The financial structure of the company is the basis for building a management accounting system, since the allocation of responsibility centers gives a clear idea of ​​the sources of reliable and up-to-date information existing in the company.

The main difficulties in building a financial structure, as a rule, are associated with the definition of the types of responsibility centers and the hierarchy of their subordination.

According to the author, in the financial structure of the company, depending on the specifics and structure of the business, as well as on the functions performed by departments, five main types of responsibility centers can be distinguished:
– standard cost center 1 (TsnZ)- the head of the central procurement center is responsible for compliance with the cost standards for the production of products, works or services (production units, procurement department) (see Table 1);
– center management costs(CuZ)- the head of the Center for Health is responsible for compliance with the level of expenditures planned in the budget (for example, accounting, AHO, security). As a rule, the TsUZ includes units with the activities of which are associated indirect costs enterprises;
–revenue center (CD)- Usually, divisions that sell products, works and services are allocated as income centers. The head of the revenue center is responsible for the size of the company's revenue;
–profit center (CPU)- the head of the CPU has the authority to make management decisions on which the company's profit depends. Since in this case control is exercised over income and expenses, then, as a rule, subdivisions that implement one or more projects are allocated to the CPU;
– investment center (CI)– in addition to the powers and responsibilities of the head of the PI, the head of the CI is also responsible for the effectiveness of investments.

Table 1 Classification of responsibility centers

Characteristics	Types of responsibility centers
	CnZ	ZuZ	CD	CPU	CI
Indicators controlled by the management of the AC	Production costs for the volume of products (works, services)	Expenses	sales income, contribution margin	Profit	Return on invested capital
Indicators controlled by the central administration	Volume and structure of products	Operating expenses budget	Assortment, budget for operating expenses	Investments and funding sources	Major investments and funding sources
Counterparties	Internal divisions		Internal divisions, open market	open market
Subdivision example	Shops of the main and auxiliary production, purchasing department	Administrative and functional services	Sales Department, Commercial Directorate	Subsidiary, branch, business unit	Independent company, subsidiary, branch

Personal experience

Alexander Safarov, CEO of the consulting group IntelCont, Ph.D. economy Sciences (Moscow)

One of the main criteria for assigning a structural unit to a particular type of responsibility center is the duties and powers of the manager who heads this unit. It is unacceptable to hold the manager responsible for those indicators that are beyond his control. For example, a supermarket should not be turned into a profit center if the manager of the supermarket cannot influence the purchase prices of the goods sold. In a situation where purchasing is centralized, it makes more sense to make the supermarket manager responsible only for revenues.

Quite effective intermediate solutions are possible. In the trading network where I once worked, supermarkets were classified as conditional profit centers, and managers were responsible for the difference between the supermarket's income and operating costs for its maintenance and operation.

Olga Kuzmina,

The financial structure of our company is a set of financial accounting centers, allocated on the basis of the functions performed in the holding, as well as the controllability of costs and income.

In our understanding, revenue centers are units whose leaders are responsible for maximizing profits, but at the same time do not have the authority to change the price level and are limited in spending funds - they must adhere to the budget. Profit centers include divisions whose heads, unlike the heads of income centers, have the right to vary the level of prices for products sold, as well as manage their costs.

The manufacturing firms that make up our company are both revenue centers and profit centers and combine the features of these DFSs. The heads of these departments can vary the selling prices, but at the same time they are limited in spending funds (within the budget). Cost centers are basically subdivisions that perform managerial (for example, financial service) and service functions (service department) for the holding. The maintenance of cost centers is covered by profit centers - their costs are included in the costs of profit centers in accordance with the established standard.

The management company is at the same time the center of income, and the center of consolidation, and the center of costs. Its costs are partly covered by its own income, partly by profit centers (also according to the established rate of deductions). Net cash flows from profit centers are consolidated in the management company to create funds for the group of companies as a whole.

Hierarchy of responsibility centers

In practice, there are two types of financial structures of a company:
– multilevel linear;
- matrix.

It should be noted that the most widespread in Russian enterprises has received multi-level financial structure of the company(see fig. 1).

The creation of such a financial structure involves the development of a hierarchy of responsibility centers. According to the author, for most companies and holdings, the following structure of subordination of financial responsibility centers will be relevant:
– DH of the zero level - the holding as a whole. Usually this is an investment center, the responsibility for the management of which is assigned to the general director of the management company;
– DH of the first level is an independent enterprise within the holding. In most cases, in the financial structure, the first level ACs are profit centers;
- Second-level SC - as a rule, these are subdivisions of enterprises that are part of the holding.

Picture 1 Financial structure of company "A" 2

Personal experience

Petr Skuridin, internal auditor of the representative office of Moscow Cablecom

In my practice at a previous place of work, there was a case when, when determining responsibility centers, it was not possible to form a clear scheme for one of the factories. It was an independent division within the holding company, had its own production shops, sales service, rights to raise financing, etc. As a result, it turned out that the problem lay in the vision of the general director of the company's management structure.

In his opinion, practically all the main functions - production, sales, supply, etc. - should have been concentrated in the subordination of the deputy director for production. Obviously, such an excessive centralization of management would not allow the company to work effectively, since middle managers, based on from the proposed financial structure, it would be necessary to coordinate most of their actions with the deputy general director. As a result, it was necessary to redistribute the powers of the top management of the company.

Matrix financial structure in addition to responsibility centers, it will also include units responsible for the “end-to-end” management of key performance indicators of the AC - functional centers (FCs).

There are three main types of functional centers:
– FC with full responsibility - independently plan and justify performance indicators for the company as a whole, request and receive regular reports from the AC, coordinate the activities of the AC on the formation and execution of budgets, etc.;
- FC with limited liability - establish standards only for certain indicators and budget items;
– FCs that carry out monitoring - their tasks include coordinating performance indicators and budget items formed by various CAs, as well as monitoring their implementation.

Figure 2 Fragment of the matrix financial structure

Consider, as an example, the budget item “Staff salaries”. This item is included in the budgets of all responsibility centers, but the personnel directorate is responsible for it as a functional center (see Fig. 2).

There are three main options for managing the article "Salary".

1. The personnel service centrally determines the payroll for each shop during the development of planned indicators. As part of the budget execution, all payroll statements must be signed by its head. In such a situation, the personnel service is a federal center with full responsibility.

2. The personnel service centrally establishes the standards that are used by the shops for independent planning of the budget for wages. The formed budget is coordinated with the functional center for compliance with the standards. Personnel service - FC with limited liability.

3. If the workshops independently plan and execute budgets under the “Salary” item, and the personnel department only monitors the values ​​​​under this item, then such a system is conciliatory, and the functional center belongs to the monitoring one.

Development of codes for responsibility centers

In order to simplify the procedure for budgeting and processing management data in companies with an extensive financial structure, according to the author, it is advisable to assign a unique identification number (code) to each responsibility center.

The code of the responsibility center must contain the symbol for the AC type, the level of subordination, as well as its serial number. It may also be advised to include symbols (numbers) characterizing business operations (production, auxiliary, supply, commercial and general business units) in the DH identification number. This will make it possible to draw up consolidated statements in the context of the types of business activities of the company.

As an example, Table 2 shows the coding system for responsibility centers.

It should be noted that it is necessary to fix in the intra-company Regulations on the financial structure a list of SCs, their types, functions, the procedure for interaction between them, and a graphical diagram of the financial structure.

Personal experience

Olga Kuzmina, Head of the Financial Department, Management Company Leks LLC (Tyumen)

Our company has developed a Regulation on the financial structure, which is used in a variety of cases - when budgeting, planning the use production assets, consolidation of information on the group as a whole, as well as when spreading income and expenses, profits and losses from the activities of the management company and managed companies by financial accounting centers.

In addition, the Regulation is used in business planning (to determine the areas of responsibility of managed companies), in accounting and management accounting, in the analysis of cash flows, as well as in the development of regulations on the procedure for material incentives for specialists, heads of departments, executive directors and their deputies.

table 2 Responsibility centers of an enterprise within a holding

Name	Responsibility Center Code
	CH type	Subordination level	Type of economic activity	№
Linear enterprise	CI	1	OO 1	00
Production divisions	CnZ	2	10 (production)	00
Agricultural production	CnZ	3	10	10
Production of semi-finished products	CnZ	3	10	20
Production of semi-finished product 1	CnZ	4	10	21
Production of semi-finished product 2	CnZ	4	10	22
General production services	ZuZ	3	10	50
Commercial division	CD	2	40 (implementation)	00
Regional Manager 1	CD	3	40	10
Regional Manager 2	CD	3	40	20
Quality and Safety Management Division	ZuZ	2	50 (quality management)	00
General business unit	ZuZ	2	60 (general expenses)	00

1 "00" means that all types of business activities are included in the responsibility center. In column "No", the coding "00" indicates the responsibility of the head of the AC for all subordinate responsibility centers.

The relationship of the financial structure with the organizational

The financial and organizational structures of the company are closely related, but not necessarily the same.

For example, if a workshop has a section equipped with more modern machines than others in the same workshop, then it can be identified as a separate central heating center: in terms of productivity, as well as standard costs, it can differ significantly from the average value for the unit.

Another example is the presence in the organizational structure of an enterprise of several departments that are responsible for the same item of direct costs. In the financial structure, these divisions can be combined into one responsibility center.

It should be noted that often the discrepancy between the financial structure of the company and the organizational one leads to changes in the latter.

Personal experience

Michael Pukemo, President of Alta Group Holding (Moscow)

Having determined the financial structure, it is almost always possible to identify some distortions in the organizational structure that have developed during the operation of the enterprise. In this case, it is often necessary to make changes to the organizational structure - to transfer employees from one department to another, to separate or combine departments. In our company, for example, we had to withdraw the supply service from the direct supervision of the general director, reassigning it to the production department.

Alexander Safarov, General Director of the consulting group IntelCont, Ph.D. economy Sciences (Moscow)

In cases where the organizational structure of the company does not correspond to the financial one, new responsibility centers can be created. Suppose, in accordance with the organizational structure in the distribution center of the distribution network, there are no smaller divisions. However, the company considers it necessary to separately plan and account for the costs of storage, packaging and processing areas in this center. In this case, the corresponding ACs are created in the financial structure (for example, the packaging area), which are headed by persons responsible for the costs of these ACs.

Another example from the practice of the same trading network: procurement issues are fully controlled by the logistics department, sales issues - by the marketing department. In fact, the first is the center of expenses, the second is the center of income, and no one is responsible for the gross profit in the distribution network. In such a situation, changes in the organizational structure of the company are necessary - moving the purchasing department from the logistics department to the marketing department, creating a system of regional or category management.

1 In practice, many companies do not distinguish between different types of cost centers when building a financial structure. According to the author, this does not distort the financial structure of the company, but reduces its efficiency. For example, if the head of the shop (TsNZ) received an order to increase the volume of output, then it is obvious that the costs of production as a whole will increase. At the same time, he is not able to control such an increase in costs, but can only manage standard costs per unit of output. Taking into account that responsibility centers are allocated on the basis of the responsibility and powers of their leaders, it is incorrect to use uniform powers for heads of different types of cost centers in the financial structure.
2 Information provided by Mikhail Pukemo, President of Alta Group Holding. - Note. editions.

Order 2884

Course work on the topic: "The relationship of organizational and financial structure"

Introduction…………………………………………………………………..3

Chapter 1

1.1. Building the financial structure of the organization…………………5

1.2. The relationship of the financial structure with the organizational………...7

Chapter 2. Consideration of the relationship between financial and organizational structures in practice……………………………………………………………...9

2.1. The relationship of financial and organizational structures on the example of industrial enterprises………………………………………..9

Conclusion……………………………………………………………...25

List of sources used………………………………….28

Introduction

Relevance of the research topic. The ever-increasing demands of customers and increasing competition in the market force companies to increase the decentralization of the organization's management system.

Since, along with the delegation of decision-making authority, responsibility for financial results is delegated, there is a need to delineate areas of financial responsibility within the organization, which, like compartments on a ship, allow localizing financial problems. Thus, the bank / insurance company is faced with the need to implement a management system based on business units, the first step in which is to carry out financial structuring.

The essence of financial structuring lies in the grouping of various elements of the organizational structure (organizational links) into elements of the financial structure. That is, two models of organization are built from the same set of structural links - organizational and financial.

If, when building an organizational structure, the unification of structural links has, first of all, an administrative meaning, then the financial structure is built on the principle of unity and interconnectedness of business processes in the field of finance, thereby allowing the transition from administrative to financial management.

For this reason, the financial structure, in most cases, differs significantly from the organizational structure. The greatest similarity between the organizational and financial structure is observed with a divisional organizational structure, since the principles of its construction are very close to the principles of building a financial structure.

aim this work is to study the relationship of organizational and financial structures.

object research in this paper is the organization as a structural unit, subject are interrelations that are manifested in the process of work.

Chapter 1. Financial and organizational structure of the organization as an interrelated element of management

1.1. Building the financial structure of the organization

The main task of building the financial structure of the company is the distribution of responsibility and authority between managers for managing income and expenses, assets, liabilities and capital of the enterprise, as well as a number of non-financial indicators. Having developed the financial structure, the company's management creates the basis for the introduction of management accounting, budgeting, as well as an effective system for motivating the company's personnel.

Building the financial structure of the company involves the following successive steps:

description of the functions of the structural divisions of enterprises: sales, supply, production, administration, etc. This will determine the cost and income items that may be affected by certain divisions;

classification of types of responsibility centers (RC) depending on the powers and responsibilities of the leaders of the AC;

determination of the hierarchy of responsibility centers and their interconnections.

Responsibility Center (RC) is an element of the company's financial structure that performs business operations in accordance with its budget and has the necessary resources for this. The responsibility center budget includes only cost and income items controlled by the head of the AC. As a rule, the company as a whole, its individual structural divisions (workshops, departments, employees) or their groups are singled out as a responsibility center.

When developing a financial structure, first of all, it is necessary to analyze the routes of cash flow within the company, who influences and controls them and how. The financial structure of the company is the basis for building a management accounting system, since the allocation of responsibility centers gives a clear idea of ​​the sources of reliable and up-to-date information existing in the company.

The main difficulties in building a financial structure, as a rule, are associated with the definition of the types of responsibility centers and the hierarchy of their subordination.

In my opinion, in the financial structure of a company, depending on the specifics and structure of the business, as well as on the functions performed by departments, five main types of responsibility centers can be distinguished:

Standard cost center (TsnZ) - the head of the TsNZ is responsible for compliance with the cost standards for the production of products, works or services (production units, procurement department);

Management Cost Center (MCC) - the head of the CMC is responsible for meeting the level of expenses planned in the budget (for example, accounting, AHO, security). As a rule, the CUZ includes subdivisions, with the activities of which the indirect costs of the enterprise are associated;

Income center (CD) - usually divisions that sell products, works and services are allocated as income centers. The head of the revenue center is responsible for the size of the company's revenue;

Profit center (CP) - the head of the CP has the authority to make management decisions on which the company's profit depends. Since in this case control is exercised over income and expenses, then, as a rule, subdivisions that implement one or more projects are allocated to the CPU;

Investment Center (CI) - in addition to the powers and responsibilities of the head of the CI, the head of the CI is also responsible for the effectiveness of investments.

1.2. The relationship of the financial structure with the organizational

The financial and organizational structures of the company are closely related, but not necessarily the same.

For example, if a workshop has a section equipped with more modern machines than others in the same workshop, then it can be identified as a separate central heating center: in terms of productivity, as well as standard costs, it can differ significantly from the average value for the unit.

Another example is the presence in the organizational structure of an enterprise of several departments that are responsible for the same item of direct costs. In the financial structure, these divisions can be combined into one responsibility center.

It should be noted that often the discrepancy between the financial structure of the company and the organizational one leads to changes in the latter.

Having determined the financial structure, it is almost always possible to identify some distortions in the organizational structure that have developed during the operation of the enterprise. In this case, it is often necessary to make changes to the organizational structure - to transfer employees from one department to another, to separate or combine departments.

In cases where the organizational structure of the company does not correspond to the financial one, new responsibility centers can be created. Suppose, in accordance with the organizational structure in the distribution center of the distribution network, there are no smaller divisions. However, the company considers it necessary to separately plan and account for the costs of storage, packaging and processing areas in this center. In this case, the corresponding ACs are created in the financial structure (for example, the packaging area), which are headed by persons responsible for the costs of these ACs. Another example from the practice of the same trading network: procurement issues are fully controlled by the logistics department, sales issues - by the marketing department. In fact, the first is the center of expenses, the second is the center of income, and no one is responsible for the gross profit in the distribution network. In such a situation, changes in the organizational structure of the company are necessary - moving the purchasing department from the logistics department to the marketing department, creating a system of regional or category management.

Chapter 2. Consideration of the relationship of financial and organizational structures in practice

2.1. The relationship of financial and organizational structures on the example of industrial enterprises

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 attributed to the enterprise as a whole. These can be linear-functional management schemes that have proven themselves in conditions of stability, or flexible and adaptive schemes oriented to changing market conditions, or matrix, product management schemes. The main condition for choosing a control scheme is that it must meet the conditions of production and the type of organization.

Let us consider as an example the organizational structure of the financial and economic service at the enterprises of Mostostroyindustriya JSC. On fig. 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 in 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 undergone the least changes to date. This management scheme can be considered the original, preserved from the time of the planned economy. It includes traditional groups that are part of the accounting and economic departments.

On fig. Figures 2 and 3 show the schemes of financial and economic services of the Voronezhstalmost and Kurganstalmost enterprises.

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

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

There are many similarities in the organizational structures of the financial and economic services of these enterprises. The highest management level is the CEO. The second level is the Deputy General Director (at the Kurgan enterprise it is traditional - "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 schemes of the organizational structure, report directly to the director. To a greater extent, this is appropriate for the Voronezh enterprise, since the main activity of the deputy director is related to long-term planning, work with customers and justification of product prices. The same functions are typical for the Deputy Director for Economics and Finance of the plant in Kurgan. It is in 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 correspondence of the organizational structure to the essence of the 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 is also retained. To date, 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 the assessment of the legality of decisions taken by economic services, with the fulfillment of the obligations of the enterprise to the state and contractors. Therefore, such a 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 (OVES) to the deputy director for economics of the Kurgan plant or the deputy director for the prospective 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. It is inexpedient and expensive to have a group of economists both in the planning department and in the OVES. Consolidation of these services under the leadership of the Deputy Director is quite justified. Evidence confirming the expediency of the provisions of the OVES and the planning and economic service are the changes in the organizational structure of the Voronezh plant over the past few years.

After the creation of the foreign economic relations service at the plant, the price bureau, responsible for the calculation of products and subordinate to the chief economist, was transferred to the structure of the foreign relations department. Later, he was again returned to the direct subordination of the chief economist. At present, 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 Bureau of Prices remains under the jurisdiction of the Chief Economist, works in the structure of the Financial and Economic Service and ultimately reports to the Deputy Director for Economic Affairs.

As part of the economic services of the plants there is a department of labor and wages (OTiZ), which is traditional for the structure of the financial and economic service.

A feature of the structure of the economic service of the Kurgan plant is the allocation of an independent financial department in its composition. 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 as part of the accounting department. There is no doubt that the role of the financial service has increased and is intensifying with the development of market relations in Russia. Currently, financial departments are needed, which are charged with the task of forming a rational capital structure, assessing the availability of working capital for an enterprise, managing cash flows, conducting financial analysis, search for sources of financing, budgeting, etc. In this regard, the experience of the Kurgan plant in separating the functions of the accounting department 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, there is no analytical service in the accounting department 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 planning and economic department. The calculation of the cost of new orders, the comparison of planned and actual indicators are carried out by the economic service, financial activities are controlled by the accounting department, which ascertains the movement of financial resources, manages them and sums up. Thus, there is no forecasting of the financial and economic state of the enterprise, an operational analysis of its production activities. The assessment of the economic condition is carried out on the basis of actual data, when it is no longer possible to influence them. In order to improve the organization of work and coordinate 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 at the Voronezh plant for last years Significantly increased the number of accounting staff. An increase in the number of functional responsibilities within one department negatively affects the results and efficiency of its work. To change the situation, it is necessary to streamline and clearly delineate the functional tasks of the financial and economic service and reflect this in its organizational structure. To date, it is important, in our opinion, to include in the financial and economic service the positions of specialists in financial planning, conducting current operational analysis, evaluating the attractiveness investment projects, preparation of the budget of the enterprise, evaluation of various sources of financing, i.e. positions of financiers or financial managers.

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

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

It should be noted that if the first three enterprises are commensurate in terms of production volumes, then the Rudgormash plant and VVRZ are almost twice as large both in terms of production capacity and the number of employees. The structure of the financial and economic service of the Rudgormash enterprise is focused on modern requirements for managing the finances 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 department of taxation.

The planning and economic management includes traditional divisions: economic, organization of labor and wages. The accounting and finance management structure includes services that meet modern requirements. Here, in addition to the traditional sectors, separate services are distinguished in the accounting department: 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 has no direct access to the head of the economic service. It is more expedient, in our opinion, to leave for each of the services only their inherent functions and bring each of them to direct subordination to the deputy director for economics: accounting, planning and economic and financial departments. The tax department is removed from the accounting department, although it builds 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 VVRZ named after Telman, on the contrary, is not complicated by the modern division of functions and is similar to the organizational structure of CJSC Ulan-Udestalmost. The difference between the financial and economic service of the Telman plant is that it is headed by the deputy director for economics. The service itself is divided into the economic department and accounting. Each of the divisions includes traditional functional groups and bureaus. It is worth paying attention to the fact that the economic department of this enterprise has a sector of accounting and analysis. Typically, such a sector is present in the accounting structure (in its financial part).

Rice. 5. Organizational structure of the financial and economic service of the VVRZ named after Telman

From conversations with heads of economic services, one gets the impression that practical economists see analytical group either in the financial or economic departments, least of all associating its activities with purely accounting divisions of accounting. The same opinion about the position of this group in the organizational structure is shared by the authors of the work.

At the time of the survey of the activities of the financial and economic service of VVRZ, an additional specialist in taxation was introduced into the accounting department. In our opinion, in the current situation, the presence of such specialists as part of the economic service of the enterprise has become a necessity.

From the analysis of the considered organizational structures of financial and economic services, the identified patterns of their change and the requirements for them, we can draw conclusions about the conditions that the financial management scheme should meet at an enterprise with a nature of production similar to production at the enterprises of Mostostroyindustriya JSC:

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 who is fully responsible 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; evaluation of investment projects;

Organization within the framework of the financial or planning and economic departments of an analytical service to conduct a periodic comparable analysis of the financial and economic condition of the enterprise, comparing planned indicators with actual ones;

Inclusion in the economic service of the OVES, since the planning of promising activities and the provision of production with orders require an economic justification;

Since the activity of the economic service of the enterprise is designed both to meet the internal needs of production and to provide a very wide range of external relations, it is quite justified to include the legal service in this structure.

The main role in the process of managing the finances of an enterprise is assigned to the deputy director for economics and finance (in other words: director of economics, vice president of the company for finance), who is directly subordinate to the general director. This is a key figure responsible for the development of strategies and tactics of financial management, their implementation to achieve the goals of the enterprise. To official duties Deputy Director for Economics and Finance includes solving problems that determine the financial policy and implement the economic goals of the enterprise. Let's name some of them: the choice of service management schemes, ways and means of their improvement, organization of the 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 relations with the owners.

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

In the proposed structure, the accounting department is mainly responsible for the choice of accounting policies and the organization of accounting activities. She is also responsible for the reliable reflection of business transactions in the accounting, the provision of accounting data to internal and external users, 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, income statement, cash flow statement, etc. - are formed in the accounting department. Secondly, by the nature of its activities, the tax service is an accounting unit. Thirdly, rational restrictions on the number of individual units in the economic service are necessary. The accounting department also collects information on costs and posting 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, calculating the "break-even point". The location of such an analysis should be noted. Traditionally, it is referred to management accounting, which appears to be part of the accounting activity. In practice, the conduct of operational analysis is more often attributed to the functions of economists-analysts, linking it with the activities of the financial or economic planning department. It can be noted that the analysis "costs - volume - profit" is an integral part of financial management, therefore, in the presented organizational structure, cost accounting should be singled out as a function of accounting, and the analysis should be assigned to the analysts of the economic service. In our opinion, this approach to the division of functions seems to be more correct, since the planning of production activity indicators, the comparison of their planned and actual values ​​should be carried out by one service.

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 that are 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 financing for production, managing the capital structure of an enterprise, assessing the availability and sufficiency of working capital, tracking revenue, managing accounts receivable and payable, analyzing the compliance of the company’s funds with its financial obligations, financial planning and forecasting, attracting and management of short-term loans and financial investments, participation in the preparation of the company's budget, financial analysis, evaluation of the economic efficiency of investment projects. The listed tasks are complex in content, and therefore require highly qualified personnel of the financial department. For example, the evaluation of investment projects requires a high level of financial management knowledge, accounting, production planning, cost justification, possession of methods of analysis and calculation of cash flows. That 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 now unacceptable.

The economic service, headed by the chief economist, includes a planning and economic department and a department for the organization of labor and wages. The activities of the planning department are related to the solution of the following tasks: planning of production activities and related costs, analysis of actual data on the volume and costs of production, identification and analysis of 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 monitors profits received from production and sales products. Planned and actual profit is the object of close attention of the planning department. This implies the expediency of conducting an analysis of the current economic state of the enterprise in this particular department. The service in which plans were developed and the 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 organization of labor and wages. Its functional purpose is the organization, regulation and accounting of labor costs in the enterprise. The department conducts justification of prices for production operations, takes into account and analyzes labor costs. Of course, the economic service is not able to separately carry out production planning or prepare reports. 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 department and the financial department, as well as the sales department.

As noted in the analysis of the organizational structures of enterprises included in Mostostroyindustriya JSC, it is advisable to introduce a department of foreign economic relations and a legal service into their economic services. This proposal was reflected in the organizational structure, which is recommended for implementation in ZAO Voronezhstalmost (Fig. 7).

The activities of the OVES are related to the economic feasibility of projects that are supposed to be put into production. In our opinion, to have a group economic analysis in OVES is prohibitively expensive for such enterprises. The inclusion of OVES in the structure of the economic service, as it was done in Kurgan, is, in our opinion, a good decision. A similar situation exists with the legal service. Its activity is closely connected with the work of economic structures. The association of OVES, legal service and economic structures under the control of the Deputy Director for Economics and Finance seems to be 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. It can be adjusted depending on the company. With a particular situational approach to building an organizational structure, it is important to maintain functionality, that is, the ability to effectively manage financial and economic activities. At large-scale enterprises, the service may contain a large number of groups, bureaus, departments. A small enterprise may have a service where the functions and responsibilities of sectors or groups can be combined and carried out by a smaller number of employees, 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, 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 should be timely 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 correspondence of the organizational structure to the goals and objectives facing it.

Conclusion

For a business organization, the main thing is not to perform certain types of activities, but to earn profits. Consequently, the main thing is the allocation of centers that will earn it. Then the organizational structure should, in a certain sense, be subordinate to the financial one, be an organizational framework, one of the ways to achieve the financial goals facing the company.

The concept, criteria, expediency of allocating financial accounting centers, the direction of the organization's financial flows should be generated by the business strategy.

This strategy, in fact, is the only more or less objective criterion that underlies the allocation of the Central Federal District.

Organizational and financial structures are closely interconnected:

An example of the criterion for selecting the CFD: let's say the head of a program is fully responsible for the financial result of this program - we single out this program in the CFD. Or, let's say, in the organizational structure there are three departments that are part of the same department and are functionally responsible for one item of the company's direct expenses. In the financial structure, this can be called, say, the number five financial responsibility center. That is, in the organizational structure these are three separate cells, but here there will be one.

It is important to set targets for divisions when implementing the financial structuring of a bank / company.

The inconsistency of the structures (organizational and financial) with one another should lead the manager to the idea of ​​the need to make certain changes. For example, to correct the situation when the divisions that earn the main profit of the organization are not allocated organizationally or their leaders do not have the necessary authority to manage the process.

When analyzing the financial structure, one can assess how correctly the very direction of development of the bank / company is chosen. When such a grid is built, one can think systematically about the development of the organization, building up the infrastructure - both in business, and in support services or headquarters units, and in ventures. Here you can immediately see how many ventures we have, how many directions we have taken to try to develop them, whether the number of these ventures is adequate for the organization - for example, if there are twice as many of them as businesses, then this is strange. Such a structure allows a more adequate look at what is actually happening, whether it can be done.

Management can extract other management information from here. For example, the affiliation of departments to different types of financial institutions implies different principles of financing these structures, management, employee motivation: if people work in a business department, then, having clearly defined the type of activity, the goals of this department, we determine what kind of personnel we need to achieve these goals. business goals. Further, the financial system itself suggests that it is necessary to build a mechanism not only for accounting for the income of this unit, but also for accounting for its expenses, so that the main motives are from profit. If we take a unit that deals, for example, with communications, that is, a purely budget one, then it does not have any goals related to making a profit. Accordingly, he has a staffing table, a budget, his own development plans. And here is a more stationary motivational mechanism, as in all budgetary organizations, where they try to take into account inflation, to motivate from the achieved budgetary results, that is, a slightly different approach.

Thus, by combining these two types of structures - organizational and financial - a stereoscopic view of the organization is achieved. The extension of such a view in time is also necessary. After the structure of financial responsibility centers is drawn, that is, we have taken a snapshot, it needs to be tracked further. Any change in this structure implies the emergence of some new program, project in business, and this should be reflected in financial planning and in obtaining information after the fact.

When building a financial structure, it must be remembered that, firstly, it is necessary to look for decisive rules, an algorithm of behavior. Secondly, analogies and schemes that have been applied in other banks / companies are useful. Thirdly, you need to understand that there is still no ready-made solution for you. It must be created using well-known algorithms and examples.

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