Course Finance For NON-FINANCIERS
Duration of course: 2 days
The course aim
The goal of this training program is to facilitate the training and development of skills necessary for understanding and using financial information in decision-making activity and organizing the whole process in terms of performance.
In the program you will be able to understand the usefulness of financial management in the decision-making process.
You will practice applying the tools of financial analysis in forecasting and budget control for the achievement of performance indicators and the use of methods of diagnosis and management of financial risks.
• Understanding the objectives of the company/Department: from the perspective of financial profit, liquidity, solvency, efficiency/effectiveness;
• Evaluation and use of financial information;
• Raising awareness of the importance of financial information in decision making;
• Developing tool in managerial activity: decisions on the basis of relevant costs and budget flexibilizat;
• Understanding the various types of costs, of the way in which they influence the decision-making process;
• Awareness of the role of budgets and budgeting activity;
• Drawing up a realistic budget;
• A description of the main tools and methods for evaluating the effectiveness of the centres of profit: profitability and productivity
After completion of this training program you will acquire the following skills:
analysis of the needs for the establishment of the enterprise's financial objectives/Department: deadlines for payment terms, versus development goals versus operational profit, sales volumes at break-even;
Knowledge categories of participants in the decision-making process (top management, middle management, line management, operational staff) and definition of interests concerning information flows (financial, tactical and strategic objectives operational);
Justification of decisions on the basis of understanding and analysis of the information contained in the financial statements (balance sheet, profit and loss account, cash flow/Treasury) and the impact of these decisions on the financial performance of the Enterprise/Department;
understanding and using financial information concerning liquidity-solvency-profitability of the Organization; financial indicators in the short term and long term;
Definition of policies for the management of circulating capital; Optimizing the cycle "Money-Commodity-money" through stock control, creditors, debtors;
performance management through budgetary control: linking budget with objectives of the Organization, planning and coordination of the budgetary process;
Methods undertaken by combining presentations trainer (concepts, models and actual information) with debates, exercises, case studies, role play and team work, so as to provide the immediate activities participants.
The basic principles of the course are:
-Interactivity: the trainer will focus on practical examples and will support the active involvement of the participants.
-Adaptability: trainer will address the theme based on the training needs of the participants, based on their expectations and using feedback.
-Practical: during the training participants will be placed in concrete situations, giving them the opportunity to decide on the basis of financial information and to use their own experience in applying the concepts and models presented.
The whole course is based on the structure of the game FACTORY. Students will understand what are the implications of the cost of their activity, the decisions they take.
What is the difference between being profitable or not, which the difference between direct and indirect costs, those who produce and those who do not bring added value to the company.
WHO SHOULD ATTEND
This program is dedicated to those employees who are not band finatisti. Because performance translates into cash, any final decision or activity of employees influence the performance of a company's cash. As a result any employee of a company should be to develop skills through the course of the intended for non Finance he has been.
The groups involved in the decision-making process and the necessary financial information flows
Identification of lobbyists
Establish strategic goals, operational and tactical
Understanding information flows
Hierarchical levels and flows of financial information
Management activities and available resources
Resources available for operational activities
Deficient resources and constraints in resource use
Financial information in strategic and operational decision-making concerning capital formation and financing activity in the short term, medium and long
The structure of financial flows
Decisions concerning the optimization of financial flows: stock control, creditors, debtors
Cash flow forecasting, and optimization: control of cash
Planning and optimizing cash flow
The necessity and usefulness of cash flow planning
The financial reporting structure: profit
Profit versus cash
Depreciation and the impact of decisions relating to the acquisition of fixed assets
Salary cost and boost performance of staff
The structure of financial statements: the balance sheet
Assets and liabilities
Accounting value market value versus
Direct and indirect costs
The total cost and profitability of products/services
Profit centers/cost centers
The commercial margin and markup
Costs and management decisions:
Fixed and variable costs
Budget process: forecast, monitoring and implementation of the budget
Budgetary planning methods: basic incremental method, zero budget, budgets continuee
Methods for monitoring the budget: budget fix, Budget flexible
Analysis and justification of the budgeting decisions deviation correction
Planning, monitoring and controlling financial performance
Benefits and limitations of the performance evaluation by financial indicators