Finance for Non-Finance Managers - ICAS
Understanding finance is crucial for making informed decisions, managing budgets effectively, and contributing to the overall strategic goals of an organisation. This engaging programme of eight half-day modules empowers non-accountants with the confidence to interpret financial information, participate in financial conversations, and influence business outcomes with greater impact.
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Overview
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- Online Live from £498.00All courses Inc VAT and excludes exams
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Finance for Non-Finance Managers papers
Finance for Non-Finance Managers - Advanced ICAS
This course will look to cement the learning acquired in Finance for Non-Finance Managers - Essentials and build on that learning. Through the use of exercises you will better understand how accounts are produced, what some of the more technical terms might mean (intangible assets, Goodwill), why cash management is so fundamental to an organisation, what is included in an Annual Report and how to interpret a company through the use of ratio analysis.- No extra learning materials
Course structure
For anyone who wants to start to understand financial terms or processes or wishes to cement their existing knowledge.
What will you learn?
By the end of the course delegate will, with the aid of their notes, be able to explain:
what the main financial statements are and what they represent
the key elements of the different financial statements
the different levels of profit in a P&L and why they are important
the different terms within a balance sheet and what a balance sheet shows
the relative benefits and drawbacks of different methods of finance
what impacts the formation of the chart of accounts for a business…and why miscellaneous is never a good thing.
For anyone who wants to start to understand financial terms or processes or wishes to cement their existing knowledge.
What will you learn?
By the end of the course delegate will, with the aid of their notes, be able to explain:
what the financial rules and guidelines are when producing financial information
what constitutes Capital expenditure and Operating expenditure
how depreciation and amortisation work in a range of different situations and the impact on the accounts
the impact on the financial statements of an accrual, a prepayment, accrued income and deferred income
case studies to bring the theory to life
For anyone who wants to understand more about the contents of a set of accounts, the various principles that underpin their generation and the financial implications of shareholders and shares.
What will you learn?
By the end of the course delegate will, with the aid of their notes, be able to explain:
The various terms involved in share issue and the associated financial implications
Why cashflow is so important within an organisation
The rules underpinning the preparation of a set of accounts
The process for identifying and accounting for bad deb
The impact of lease accounting on the financial statements
The process for accounting for provisions and contingent liabilities
The key ratios used to analyse business performance
The format of a company’s annual report
The course is relevant to all employees who are required to work with internal and external auditors.
What will you learn?
We will focus on the following areas:
What is the role of the auditor?
Internal vs External Audit
What is Audit and Assurance?
What are accounting and auditing standards?
Focus on Risk: Processes and Controls
Working with audit teams efficiently
Getting the best from your auditors to meet business objectives
For anyone who needs to construct, evaluate or implement company strategy and/or produce quality business cases to help the delivery of that strategy.
What will you learn?
By the end of this course delegates will, with the aid of their notes, be able to:
Apply a range of strategic tools to ensure the company is selecting the best course of action such as:
PESTLE
SWOT
Porter’s work
Product mix
Understand the difference between Vision and Values and the financial impact of each
Use a range of option generation techniques
Apply basic risk analysis to a chosen course of action
Prepare a quality business case using appropriate structure and language to enable senior managers to select the right course for their organisation.
Understand the financial evaluation of options as part of a company’s decision making process.
What will you learn?
By the end of this course delegates will, with the aid of their notes, be able to:
Apply a range of financial evaluation tools intended to support the decision making process within an organisation specifically:
Payback period
Discounted payback period
Accounting Rate of Return
Net Present Value
Internal Rate of return
Understand the benefits and drawbacks of each approach
Explain what relevant costs are when using such methods
Carry out simple spreadsheet examples
Explain the potential pitfalls of such evaluation methods in the wider business case context
Learn how to construct a budget or need to understand more about the budgeting process.
What will you learn?
By the end of this course delegates will, with the aid of their notes, be able to:
Explain the organisational structures that lead to a robust budget creation
Construct a supported budget on an accruals basis
Construct a cash budget
Appreciate the difference between revenue budgets and capital budgets
Explain and calculate budgeted costs for goods using absorption or marginal costing
Calculate a break even sales volume for goods
Profile a budget
Appreciate the challenges and behavioural issues surrounding budget construction
For anyone who needs to monitor and explain budget variances or provide a more accurate forecast for their expected financial position at year end.
What will you learn?
By the end of this course delegates will, with the aid of their notes, be able to:
Explain the reasons for a range of financial variances that may occur within an organisation
Forecast end of year figures using seasonal variation and budget flexing
Design better management reports with reference to best practice
Avoid perverse management behaviour by looking at a balanced set of reporting criteria (Balanced Scorecard)
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