怎样管理你的财务英语作文【一】
技师在退休时反复告诫自己的小徒弟：不管在何时，你都要少说话，多做事，凡是靠劳动吃饭的人，都得有一手过硬的本领。小徒弟听了连连点头。
10年后，小徒弟早已不再是徒弟了，他也成了技师。他找到师傅，苦着脸说：“师傅，我一直都是按照您的方法做的，不管做什么事，从不多说一句 话，只知道埋头苦干，不但为工厂干了许多实事，也学得了一身好本领。可是，令我不明白的是，那些比我技术差的，比我资历少的都升职了加薪了，可我还是拿着 过去的工资。”
师傅说：“你确信你在工厂的位置已经无人替代了吗?”他点了点头：“是的。”师傅说：“你是该到请一天假的时候了。”他不懂地问：“请一天 假?”师傅说：“是的，不管你以什么理由都行，你一定得请一天假。因为一盏灯如果一直亮着，那么就没人会注意到它，只有熄上一次，才会引起别人的注 意……”
他明白了师傅的意思，请了一天假。没想到，第二天上班时，厂长找到他，说要让他当全厂的总技师，还要给他加薪。原来，在他请假的那一天，厂长才发现，工厂是离不开他的，因为平时很多故障都是他去处理的，别人根本不会处理。
他很高兴，也暗暗在心里佩服师傅的高明。薪水提高了，他的日子也好过了。买车买房，娶妻生子。只要经济发生了危机，他便要请上一天假。每次请假后，厂长都会给他加薪。
究竟请了多少次假，他不记得了。就在他最后一次请假后准备去上班时，他被门卫拦在了门外。他去找厂长。厂长说：“你不用来上班了!”他苦恼地去找师傅：“师傅，我都是按您说的去做的啊。”
师傅说：“那天，我的话还没有说完呢，你就迫不及待地去请了假。要知道，一盏灯如果一直亮着，确实没人会注意到它，只有熄灭一次才会引起别人的注意，可是如果它总是熄灭，那么就会有被取代的危险，谁会需要一盏时亮时熄的灯呢?”(沈园译
管理点评:
不要以为老板都知道或应该知道你在做什么，要想办法让上司了解你的能力，但也要站在上司的`角度，让他感到放心和安心。
怎样管理你的财务英语作文【二】
1。管理会计和成本会计的合并。从上文的描述中我们可以知道，管理会计和成本会计进行合并是实现资源优化配置必不可少的过程。因为二者在其产生历史上存在严重的交叉现象。不仅如此，管理会计是建立在成本会计的基础之上的，并且现代的科技使得各个领域之间的差异越来越小。所以，将管理会计和成本会计相结合可以大大降低资源的浪费从而实现学校和企业的双重优化。具体的合并方式体现在两个方面。第一个方面就是关于教材以及学术界的合并的问题。可以将管理会计和成本会计合并为成本管理会计，在对学生的教学过程中也只存在这一门学科而不是两门。相关的知识可以将二者交叉的部分划分到新的学科当中而对没有交叉的内容进行有效地整合。
对于学术界，相关的学者只要确定自身的研究方向即从而不需要区分自身是否属于管理会计还是成本会计，另外相关的研究方法以及理论基础也要实现最大程度的整合。另外一个方面就是企业的\'实际运营过程中也需要注意这二者的结合，建立一个部门即可同时把相关的具体工作进行有机地整合，再将具体的工作分配到每个人的手中。这样不仅可以为企业带来大批的人力资源的节省还会在很大程度上提高企业的运营效率从而通过实现降低管理成本和会计成本实现利润的有效增长。
2。成本管理会计与财务管理交叉内容的综合。首先需要理解的是，成本管理会计和财务管理内容在交叉内容综合上需要实现的目标就是二者在管理工作中的侧重点的区分。因为二者在内容上存在较大程度的交叉，同时又需要实现二者的共同协调工作对企业的有利影响。所以，二者在实际运用的过程中需要做到各行其是、各司其责，这样才能使得企业在最大程度上实现自己成本的降低和管理水平的提高。具体的综合办法是：成本管理会计的侧重点应该集中到企业的会计信息的搜集与统计。也就是说，成本管理会计关注的重点是企业的日常生产经营活动以及日常的管理活动。财务管理内容集中的重点是为企业提供一个良好的财务状况而采取的一系列的措施和手段。
也就是说，财务管理内容应该关注的是企业的资本经营和企业的资本活动相关的管理。另外重要的一点就是二者在对象和内容上也要有所区分。成本管理会计需要侧重的是对产品成本的核算和反映以及根据这些数据进行对未来的规划的活动。财务管理内容需要侧重的对象是对上述所提到的过程的一个监督和管理的作用。通过上文的描述，我们可以将成本管理会计和财务管理内容的区分做以下总结：成本管理会计主要负责的是短期的决策等内容，这些内容包括销售和利润的预测、经营过程中涉及到的预算以及经济批量的核算等、对企业利润的预计以及存货等的核算和管理。而财务管理内容主要涉及的是企业的投资决策、资本成本的管理以及资金需要量的预计和划分等内容，也就是说，财务管理内容是直接对企业的货币进行管理和监督的。
怎样管理你的财务英语作文【三】
总之，促进企业的财务会计与管理会计的融合是会计发展的必然趋势，虽说二者存在一定程度上的差别，但二者又是紧密相关的。二者的融合必然将为企业的生存发展提供良好的保障，企业应当根据实际经营需要，逐渐推进二者的融合。
怎样管理你的财务英语作文【四】
organizations
who are managers
A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
How do we define who managers are
we have first-line managers, the lowest level of management ,manage the work of nonmanagerial employees who typically are involved with producing the organization’s products or servicing the organization’s customers. First-line managers often have the title of supervisor, but they may also called shift managers, district managers, department managers, office managers, or even foreperson. middle managers include all levels of management between the first level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as regional manager, project leader, plant manager, or division manager. At or near the upper levels of the organizational structure are the top managers, who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairperson.
what is management
management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Efficiency refers to getting the most output from the least amount of inputs.
Effectiveness is often described as doing things right, that is, not wasting resources.
what do managers do
management researchers have, after many years of study, developed three specific categorization schemes to describe what managers do: functions, roles, and skills. management functions
Planning: managers define goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.
organizing: managers are responsible for arranging and structuring work to accomplish the organization’s goals.
Leading: managers motivate subordinate, help resolve work group conflicts, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues.
controlling: managers have to monitor, compare and correct everything that is deviating. management roles
The term management roles refers to specific categories of managerial behavior.
Interpersonal roles are roles that involve people and other duties that are ceremonial symbolic in nature. The three interpersonal roles include figurehead, leader, and liaison.
Informational roles involve collecting, receiving, and disseminating information. The three informational roles are monitor, disseminator, and spokesperson.
Decisional roles entail making decisions or choices. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator.
management skills
Technical skills are the job-specific knowledge and techniques needed to proficiently perform specific tasks. These skills tend to be more important for lower-level managers because they typically are managing employees who are suing tools and techniques to produce the organization’s products or service the organization’s customers.
Human skills involve the ability to work well with other people both individually and in a group. Because managers deal directly with people, these skills are essential and equally important at all levels of management.
conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. Using these skills, managers must see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment.
How the manager’s job is changing
what is an organization
An organization is a deliberate arrangement of people to accomplish some specific purpose.
Becoming a manager
1． Keep up with current business news.
2． Read books about good and bad examples of managing.
3． Remember that one of the things good managers do is discover what is unique about each
person and capitalize on it.
4． Keep in mind the simple advice of the late Peter Drucker, who has been called the most
influential management thinker of the twentieth century: management is about people.
5． work on your soft skills—work ethic, communications, information gathering, and people
skills. These are what employers cite as the most important factors for getting jobs.
6． observe managers and how they handle people and situations.
7． Talk actual managers about their experiences—good and bad.
8． Get experience in managing by taking on leadership roles in student organizations.
9． Start thinking about whether you’d enjoy being a manager.
怎样管理你的财务英语作文【五】
[1]赵琳.大数据背景下如何加强企业财务管理工作探究[J].经管空间,2017(04:73-74.
[2]莆天银.大数据背景下财务管理工作探讨[J].同仁学院学报,2017(09:68-69.
[3]邱楚惠.大数据背景下企业财务管理的挑战与变革[J].财会学习,2016:23-24.
