Finance for non-financial managers

“We made things easy for you”

Introduction to Finance for Non-Financial Managers

A manager’s performance is measured by how effectively they oversee departmental budgets. To succeed as a non-financial manager, knowledge of basic financial principles and the budgeting process is critical.

This course transforms financial and accounting concepts into decision-making tools you can use successfully every day. You will learn to apply the fundamentals of finance to improve budget management, increase potential profits, and assess the financial performance of business activities.

You will understand the terminology used by accounts and finance staff, and will feel more confident when involved with them. The course will help you do your job better and help prepare you for senior management, where financial awareness is crucial.

On successful completion of the course participants will be able to:

  • Integrate financial concepts and policies into the management decision and budgeting process.
  • Evaluate the meaning of profit and loss accounts and balance sheets.
  • Use ratio analysis and interpretation of key performance indicators.
  • Understand terminology such as ‘gearing’ and ‘return on capital employed’.
  • Employ cash flow analysis to assess business status.
  • Calculate the cost of business activities and price effectively.
  • Use tools such as break-even analysis.
  • Manage working capital.
  • Control business operations through effective budget management.

Course Content

Overview

Importance of Finance

  • Demystifying financial jargon
  • Accounting Principles
  • Accountability and responsibility for financial information

Understanding the profit and loss account

  • Differentiating profit, operating and capital expense items
  • Measuring profit and business success

Analysing the balance sheet

  • Evaluating the worth of an established business
  • Distinguishing between fixed and current assets and liabilities
  • Depreciation and amortisation
  • Linking the profit and loss account to the balance sheet
  • Shareholder equity: What is it and why does it matter?

Cash Flow

  • Differentiating between cash flow, profit and net worth
  • Connecting cash management to line management
  • Credit and cash flow-maximising benefits and minimising costs
  • How much cash is enough?
  • Generating unique information from cash flow statements

Depreciation and Amortisation

  • Demystifying financial jargon
  • Accounting Principles
  • Accountability and responsibility for financial information

Costing

  • Demystifying financial jargon
  • Accounting Principles
  • Accountability and responsibility for financial information

Training Method

The programme is designed to enhance learning through group and individual cases and exercises.

There are a number of opportunities to practice techniques and evaluate skill levels. In addition the course leader’s specialist knowledge and guidance are available in all sessions.

The programme will be supported with handouts and post course references. The design of each course will provide for each delegate’s preferred learning style and optimise experiential learning processes.

Participants

The course will have a maximum of 18 people who will be selected based on the type of business they are in and their job role to ensure a thorough mix of industries, ideas and experience.

Who should attend?

Nonfinancial managers and anyone who wants to develop their knowledge of financial practices to improve their managerial skills.

Delegates should, ideally, have 3-5 years business experience, have budget responsibility and be involved with those who hold financial control in their organisations. A working knowledge of Microsoft Excel® is essential.

Instructor

Course Leader: Bill Levell

Bill Levell is a principal consultant at the Chartered Institute of Marketing (the world’s largest professional body for marketers) where he specializes in Marketing, Sales, and Business Strategy. He is the longest serving Faculty Director having been there for over 30 years.

His personal clients include Citibank, British Airways, Siemens and the UK Government who regard him as a vital channel in the development of their business strategy and practical implementation of their marketing and sales plans.

Bill’s own corporate career began in front line sales and grew to take senior appointments at Management and Board level both as Marketing Director and then Managing Director of a UK listed £350m turnover company.

His reputation is founded on a combination of very practical experience (spanning many markets and industries) and the ability to think outside of current business boundaries. He regularly assists with the development of creative opportunities for businesses and is regarded as an important catalyst in strategic management thinking. He is well known for his design and implementation of process consultancy and training programmes, which are both highly practical and stimulating. His wide experience and ability to relate to many situations across a range of markets make his contributions invaluable and easily assimilated.

Bill is passionate about training and his knowledge, experience, creativity and sense of fun combined with his highly interactive and participative style of delivery and facilitation are consistently appreciated as an opportunity to unlock the potential of the delegates who attend his courses.