The internal financial management model of the enterprise is rigid. The management model of private enterprises is a typical high degree of unity of ownership and management rights. The phenomenon of leadership centralization is quite serious. The concepts are outdated and the management model is rigid, resulting in chaotic financial management and distorted accounting information.
No standardized management system has been established within the enterprise. Private enterprises have lax internal management, which leads to more arbitrariness in actual financial management and fails to achieve institutionalized, standardized, and procedural management.
Investment decisions lack scientific feasibility analysis. At present, private enterprise investment in my country lacks overall strategic bonaire businesses directory awareness and scientific feasibility analysis, which is manifested in simple financial forecasts, blind investment and single-handed decisions by investors, which can easily lead to decision-making errors.
The quality of financial management personnel is relatively low. The quality of accounting personnel in private enterprises is relatively low, and there are even fewer senior financial management talents. In actual work, there is a lack of experience and effective measures, and it is impossible to provide useful financial information for decision makers.