Knowledge of basic financial principles is critical to succeeding at any employment level and position. 'Finance for non-Finance Professionals' 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 also understand the terminology used by accounting and finance staff and feel more confident when involved with them or using them. This course will improve your performance and prepare you for senior management positions where financial awareness is crucial.
Course Methodology
The course uses a mix of interactive techniques, such as brief presentations by the consultant, case studies, and group exercises to apply the knowledge acquired throughout the course.
Course Objectives
By the end of the course, participants will be able to:
Define the four key financial statements: balance sheet, income statement, cash flow, and changes in owner equity, as well as critical financial terms such as profit, margins, and leverage
Interpret the financial health and condition of a company, division, or responsibility center and use financial information for management and evaluation
Prepare an operating budget and relate it to the organization's strategic objectives
Apply capital budgeting techniques to evaluate long-term decisions in projects and capital expenditures
Use cost behavior concepts to calculate the breakeven point and enhance short-term decision-making
Target Audience
Managers, supervisors, and staff from any function, including finance, need to improve their understanding and usage of financial information.
Target Competencies
Understanding financial statements
Financial analysis
Preparing operating budgets
Making capital budget decisions
Financial decision making
Note
This course is worth 25 NASBA CPEs
Course Outline
The Key Financial Statements
Understanding the accounting cycle
The five main accounts in financial statements
Income statement: A tool for performance measurement
Accrual basis versus cash basis
Balance sheet
Statement of owners’ equity
Statement of cash flows
Wrapping-up: The cycle of financial statements
External and internal auditors’ responsibilities
Analysis of Financial Statements
Why ratios are useful
Horizontal and trend analysis
Building blocks, analysis, and reading through the numbers:
Liquidity ratios: Ability to settle short-term dues
Solvency ratios: Ability to settle long-term dues
Activity ratios: Ability to manage assets efficiently
Profitability ratios
Limitations of financial ratio analysis
Working capital management
Definition of working capital and working capital management
Various working capital management strategies
Operating Budget Processes and Techniques
The meaning of the operating budget
Steps to budget development
Master budget components
Sales forecasting
Approaches to budgeting
Incremental budgeting
Zero-based budgeting
Budgetary control and correction
Capital Budgeting: The Investing Decisions
Examples of decisions involving capital budgeting exercise
Time value of money: A prerequisite for investing decisions