Finance For Non-Financial Managers

Learn the jargon, know the numbers, learn to interpret them!

What you'll learn
Learn and interpret commonly used financial jargon and understand its relevance and application
Understand the 3 primary financial statements (P&L, Balance Sheet, Cash Flow Statement) - their composition and inter-relationships
Evaluate financial performance using commonly quoted metrics and ratios
Appreciate the difference between management accounts and financial accounts - what, why, when and how?
Understand how to classify costs, ready for budgeting and forecasting in a simple Excel model
Evaluate investment projects and capital allocation, as well as how to turn these core techniques into valuing an entire business

Requirements
This program is aimed a people working with financial data from time to time, or learning the ropes, so no prior knowledge is required.

Description
Cut the jargon, get some sense on the finances, make informed decisions.The three phrases above summarise the key learning outcomes of this self-paced e-learning course. Firstly, it aims to make sense of financial jargon, picking out key terms – and then, of course, showing you the application and relevance in an applied context. It also aims to link financial performance to business operations and make sense of how numbers are presented in Income statements, other “P&L” summaries, cash flow statements and balance sheets. The key learning outcome is understanding the relationship between them and what really matters when it comes to performance analysis and decision making.We also explore how and why management accounts as well as financial accounts are prepared, and how you can make informed, value-added financial decisions that speak the language of the finance-people and business leaders. Have you ever wondered how businesses are valued? Understand that, and you will see why financial information presents the clues and information that matter to shareholders and directors. Key topics1. The primary financial statements – their composition and inter-relationship2. Cash vs profit – the categories of cash and what it means. Why cash flow is not profit3. Commonly used terminology and its context / application4. Evaluating financial performance from financial statements5. The need for management accounts6. Cost classification and budgeting7. Relevant cash flows and key project appraisal techniques8. How are businesses valued?9. A balanced scorecard for evaluation projects and the business - the linking of financial performance measures to operational initiatives and performance measures to drive shareholder value.