In the Shanghai National Accounting Institute in the years of internal control of the Dr. Song Deliang supervision of an enterprise is divided into three levels, the industry regulator, the main body of the SFC and other relevant departments; Second, corporate governance, mainly for listed companies, As the shareholders are very dispersed, and only the establishment of general meeting of shareholders, board of directors for the company shareholders delegate decision-making, the Board commissioned the management company to manage, delegate one level down, and finally formed a management command and Board of Directors, shareholders of the reverse command situation, it is prone to problems. Third, the management company within the institutional arrangements, such as separate accounting and cashier, marketing departments and audit departments separately and so on, this is what we call internal control. Song Deliang that many people regard the internal controls and corporate governance confused, in fact, most of the problems listed there are aspects of corporate governance issues, rather than internal control.
Small property rights, many of which are family-owned business in the internal control has some advantages, Song Deliang that its internal controls to achieve three goals, one in the course of business to ensure compliance with laws and regulations, and second, to to ensure the reliability of financial reporting. Third, to ensure the effectiveness and efficiency of business operations can be achieved. Is to ensure that no problems result, the past, many enterprises have been stressed this point, timid, it ignores the efficiency, in fact the two are not contradictory, to be no problem, ensure the effectiveness of the same time, both high-efficiency, which SMEs is a higher goal.
But that SME Song Deliang highest goal of internal control is to ensure the strategic management of science update, but for many SMEs, are still unable to achieve this goal. Song Deliang was on a well-known beverage company did research, the company is from a family business gradually bigger and stronger. In the beginning and got a lot of business management, also has a very strong team, we are all striving to fight for the enterprise. But the company strong, the whole enterprise is mired in inertia, but seek only to enterprises employing situation --- the lack of update mechanism, people outside the family into the management have been excluded; purchasing mechanism for the lack of investigation, the blind trust for many years cooperation of suppliers and so on followed. The company now recognizes these problems, are trying transformation strategy.
"Profit-oriented SMEs biggest problem facing the internal control." Songde Liang said too much emphasis on small and medium business expansion at the expense of control of the business, in these enterprises, the most authoritative departments are often the marketing department, and This should be monitoring and control of the department's financial and internal audit department had to serve. Song Deliang that this practice is tantamount to quenching thirst with poison, "a management science and business, the three departments should be checks and balances." Although the short term, expansion of light weight indeed can provide a gain control, but over time, will affect the company's image, not conducive to long-term development.
He suggested that the internal control for the first SMEs to achieve three objectives, from corporate control environment, risk assessment, control activities, information and communication, and supervision of the five elements of an assessment of the business. Then based on the assessment results, targeted to strengthen internal control, so we can deal with, play good results.
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