Study On The Management System Of Counties And Counties

At present, the township finances of yunnan province by the financial department at the county level management into the township government. Because of the ambiguity of the township government function partition, repeatability, and cross, responsibility division is opaque. And personnel flow, So there are a lot of pressure for the construction of financial management system of the work. The functioning of township financial management system, so there are have many difficulties at the construction of county and township government financial management system. This article studies from organization management, fiscal decentralization, the incentive theory in human resources management and performance evaluation theory of combining the angle of view, find the problems of reason which the yongping county and township finance management system, Benefits not only for counties and townships with carding fiscal management system of the construction of the relevant theoretical research, and for the safety and stability of local grassroots regime. This topic has important theory value and practical significance.Based on the literature research to define the fiscal decentralization theory, organization and management theory, incentive theory and the connotation and significance of performance evaluation theory. Second, the case analysis method to analyze a line in the developed cities such as Beijing, Shanghai finance management system construction; Finally, by literature research and empirical analysis combination, summarizes the status of yongping county and township finance management system, existing problems, reasons, and puts forward the countermeasures and Suggestions of perfecting the township financial management system.Based on the above study of yongping county and township finance management system, improve the author emphatically expounds the yongping county and township finance management system of general ideas and specific countermeasures. The following conclusions: First, change the financial system construction management to strengthen, institutional constraints and guiding organizational behavior; Second, the emphasis on human development in organizational management; Third, strengthen supervision and improve the quality of management, to promote the county financial management system healthy and sustainable development.