Finance and Accounting for Non-financial Managers On-Site Training

This on-site training class is also available as Public Schedule Seminar.

Gain the finance and accounting savvy you need to plan budgets, justify requests and spot problems before they get out of hand.

Course Description/Agenda

You’ll learn …

How to read financial statements
How to use proven accounting methods to forecast revenue and plan for growth
How to discuss and report financial data in the appropriate terminology
15 indispensable terms that will help you speak the language of finance and accounting
And much more

Gain the finance and accounting savvy you need to plan budgets, justify requests and spot problems before they get out of hand. In just two days of intensive training, you’ll learn the practical financial skills that will help you make better management decisions … knowledge you’ll use throughout your career.

Day one: 9:00 – 4:00 p.m.

How to understand and use the “language of business”

What every manager needs to know about the basic building blocks of accounting and finance
How to cut through the jargon to translate financial data into meaningful concepts and understandable terms
The 15 financial terms your business vocabulary must include
Financing business—where the money comes from … types of loans … short-term, long-term financing … unsecured loans … factoring … advantages and disadvantages of each
How to present your ideas and plans in the appropriate financial terms
How to avoid the most common sources of confusion between accountants and managers
5 important ways understanding and applying Generally Accepted Accounting Principles (GAAP) will make you a more effective manager

“Finance 101” for managers

Which concepts of budgeting all managers need to understand
2 powerful financial concepts you’ll use throughout your career
The important differences between figuring expenses and revenues on a cash versus accrual basis
4 real-world examples of how to use depreciation to reduce taxable net profit
How to identify fixed versus variable costs
How to develop workable rules for setting up financial statements
When and why to capitalize expenditures
Payables and receivables—what every manager must know
“Profit” and “loss”—understanding the real meaning of each

Generally Accepted Accounting Principles—financial statements and reports

How to compute net worth and stockholders’ equity
How to account for assets, liabilities, equity, revenue and expenses
Understanding the basic “T” accounting system
Sorting business transactions into the appropriate debits and credits
Understanding the basics of the accounting cycle
Checking for accuracy: The value of taking a trial balance
Simple guidelines for posting accounts
How to understand and interpret the most common financial reports

Day two: 9:00 a.m. – 4:00 p.m.

Using the financial tools available to you to make better management decisions

3 measuring sticks for evaluating the financial performance of any endeavor
How you play a role in controlling cash flow even if your department is not a profit center
When and where to record business transactions and how to use the information recorded
How to quickly decipher balance sheets, income statements and cash flow reports
Tips from the professionals on how to prepare financial statements
How to report financial information in the proper format
How to use a simple formula for figuring break-evens
3 quick ways to find the vital numbers in any financial report
The key financial ratios to consider when analyzing financial statements
How to use accounting principles to make realistic growth projections
2 important elements to look for in annual reports

Computers and financial management

Overview of the available software packages: Accounts receivable and payable programs, budget tracking systems and more
Recognizing what personal computer software programs can do for you—and what they can’t
Evaluation criteria to help you select the best software package for your unique needs

More Seminar Information