Management is a process of coordinating human, material and financial resources through planning, organization, control, encouragement and leadership, so as to better achieve organizational goals, and of course, we must observe the market with a certain eye. The following are the control measures I have compiled, hoping to help everyone. What are the control measures? 1

(1) Organize measures, analyze the problems that affect the realization of project objectives due to organizational reasons, and take corresponding measures, such as adjusting the project organizational structure, task division, management function division, workflow organization and project management team members;

(2) management measures (including contract measures), analyzing the problems that affect the realization of project objectives due to management reasons, and taking corresponding measures, such as adjusting the methods and means of schedule management, changing construction management and strengthening contract management;

(3) economic measures, analyzing the problems that affect the realization of the project objectives due to economic reasons, and taking corresponding measures, such as implementing the funds needed to speed up the project construction progress;

(4) technical measures, analyze the problems that affect the realization of project objectives due to technical reasons (including design and construction techniques), and take corresponding measures, such as adjusting design, improving construction methods and changing construction machines and tools.

when the project objectives are out of control, people often think about what technical measures should be taken first, while ignoring the organizational measures and management measures that may or should be taken. An important conclusion of organization theory is that organization is the decisive factor to achieve the goal. Full attention should be paid to the role of organizational measures in project target control. What are the control measures 2

1. Focus on results

Management focuses on pursuing or achieving results. A principle of inspection management is: whether the goal has been achieved and whether the task has been completed. Of course, this principle is not applicable in all cases, and managers should focus on what works.

second, grasp the whole

managers become managers because they have a holistic view, focus on the whole and regard the overall development as their own responsibility. Managers should understand their own tasks, not starting from their own positions, but focusing on how to use the knowledge, ability and experience derived from their positions to serve the whole.

third, focus on the main points

the key to focus on the main points is to focus on a few really important things. Many managers are keen to find the so-called "secret recipe", which is actually a risky behavior. If there is any "secret recipe", it is that focusing on the main points should be the most important. It is a typical performance of high efficiency to have the ability, skill and discipline to focus on the main points.

iv. utilizing advantages

utilizing advantages refers to utilizing existing advantages, not those that need to be re-established and developed. But in reality, many managers are always committed to the opposite aspect, that is, developing new advantages instead of giving full play to existing advantages. If so, even if the management method is skillful and looks scientific, the management mistakes caused are irreparable. What are the control measures 3

1. Financial risks

During transportation, it is very likely that the operation of the enterprise will be affected by internal or external factors, which is very unfavorable for the development of the enterprise. Moreover, at present, all state-owned transportation enterprises have fixed assets of a certain scale, and many unstable factors will be encountered in the operation of enterprises. Once these factors are not handled properly, risks will be formed. Because the financial work involves a wide range in the operation of an enterprise, many work items are related to it, so these risks will be concentrated in the financial aspect in the end, forming financial risks. Financial risks in the transportation industry are mainly reflected in three aspects: high uncertainty, objectivity and systematicness, such as weather conditions, running vehicles and road conditions, etc. Most of these factors are uncontrollable and the impact on business is unknown. The risks such as road congestion and litigation failure also prove the systematicness of risks. Under the new situation of social development, the forms of financial risks faced by transportation state-owned enterprises have also changed to some extent.

II. Financial risks faced by state-owned transportation enterprises under the new situation

(I) Internal control of enterprises

The internal control risks of enterprises are mainly manifested in two aspects:

On the one hand, some state-owned transportation enterprises have not established a good internal control environment, and their business methods are often systematic and lack of persistence, while the existing relevant policies of enterprises can not fully meet the needs of enterprise operation, and the transportation industry.

On the other hand, some enterprises do not have a correct understanding of the role of audit, which makes it difficult to carry out internal audit, and its role cannot be brought into normal play, resulting in risks.

(II) Operation

Due to the increasingly fierce competition in the transportation market, in order to meet the requirements of the market and achieve the expected business objectives, enterprises have started to expand their own projects in order to help enterprises get better development. However, this has also led to the disorderly competition in the current transportation market, and the risk of enterprise management has also formed.

III. Measures to control financial risks

Under the new situation, the forms of financial risk control have also changed to some extent. Here, the author will introduce the financial risk control measures of transportation enterprises from three parts: the reform of the camp reform, the internal reform of state-owned enterprises and the management of operational risks:

(1) Optimization measures of transportation revenue management after the camp reform

In view of the situation of the camp reform, the reform of revenue management is mainly reflected in two aspects: It is necessary to improve every link of financial work, especially the tax link with high risk, and strengthen the internal management of taxation, so as to control tax risks;

on the other hand, because the work of increasing the business tax involves a wide range of contents, it can only be realized with the cooperation of many departments. Therefore, the internal departments of enterprises should cooperate and coordinate with each other, so as to make the financial management more standardized and standardized, and then effectively control the possible financial risks.

(II) Reform the enterprise to improve the level of risk management and control

1. Build a perfect internal audit system

All transportation enterprises should improve the audit system on the basis of the original audit work, strengthen the audit of the original vouchers, conduct on-the-spot investigations, and require the responsible leaders to confirm and sign the original vouchers and conduct multi-level review to ensure the reliability of the vouchers. In addition, the enterprise should set up a professional audit department, so that it can conduct a comprehensive supervision and review of the internal financial work of the enterprise, and always maintain an objective attitude. Once there are problems in financial operation, the audit department should stop them in time to avoid risks in the use of funds.

2. Effectively control enterprise costs and increase enterprise profits

Under the current new situation, transportation enterprises must control their operating costs when improving their internal work, and constantly improve their cost management methods in practice, so as to effectively control their costs. At the same time, it is necessary to pay more attention to the grass-roots employees of enterprises, fully arouse their enthusiasm for work, and make them the main driving force for cost management, so as to form a good atmosphere within enterprises, increase the cohesion of transportation enterprises, and effectively reduce the cost risks.

(3) Manage and control business risks to reduce the impact of risks

In view of the problems existing in business risks of state-owned transportation enterprises, enterprises should first set up a sound blood financial risk forecasting and alarm system within enterprises, and ensure that the system can accurately evaluate and control the financial situation of enterprises in time, so as to help enterprises effectively avoid or reduce the occurrence of financial risks and ensure the normal operation of enterprises;

Secondly, enterprises should adopt a scientific way to conduct in-depth research on the implementation of all aspects of internal financial work, and formulate financial risk management schemes under various circumstances according to the transportation situation of enterprises themselves to ensure the efficiency of risk management and control. At the same time, relevant personnel must realize that the ultimate goal is to predict and control risks, so enterprises should not only control the existing financial risks, but also improve the level of risk prediction, and then control the financial risks of enterprises from the source.