Finance for non-finance Managers and Directors Training

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Why Finance for Non-Finance ?

As a Manager who understands the financial side of their business, you are much more effective than those who don’t.

This high Impact training will demystify the language of finance to enable you to contribute more effectively to business success.

This course adopts a common sense, layman’s approach to enable delegates to understand and interpret financial statements, improve their ability to forecast and manage costs and understand key accounting concepts.

All too often, a manager’s performance is measured by how effectively they oversee departmental budgets. To succeed as a nonfinancial manager, knowledge of basic financial principles and the budgeting process is critical. This course transforms financial and accounting concepts into decision-making tools you can use successfully every day. You learn to apply the fundamentals of finance to improve budget management, increase potential profits, and assess the financial performance of business activities.


Who Should Attend

Nonfinancial managers and anyone who wants to develop their knowledge of financial practices to improve their managerial skills.

By the end of the workshop, delegates will be able to:

  • Understand the importance of finance and of controlling costs
  • Appreciate how budgets are constructed and utilized
  • Make sense of financial jargon related to published business accounts and management accounting reports
  • Demonstrate their understanding of cost management, the budgeting process and the need for effective budgetary forecasts and control
  • Demonstrate their understanding of financial techniques associated with capital expenditure and the concept of risk management


  1. Basis of the accounting system
  2. Major accounting terms, principles and concepts
  3. The financial statements
  4. Analysis of financial statements
  5. Costs, volume and prices
  6. Improve your management of working capital
  7. Improve your capital budgeting
  8. Improve your planning and budgeting
  9. How to interpret accounts, profit and loss statements and balance sheets
  10. Use of financial ratios
  11. Understanding accounts, accounting standards and rules
  12. Management accounting
  13. Control of working capital, stock, creditors, debtors and cash
  14. Budget forecasting and control
  15. Cost accounting and control
  16. Understanding the need to financially appraise capital expenditure projects
  17. Company taxation and strategies
  18. The economy and financial control

Why Finance Matters

  • Demystifying financial jargon
  • Generally Accepted Accounting Principles (GAAP)
  • Accountability and responsibility for financial information


The Key Building Blocks of Financial Control

Decoding the profit and loss account

  • Differentiating income, operating and capital expense items
  • Putting the pieces together to measure profit and business success
  • When a sale becomes a sale: sales recognition

Analysing the balance sheet

  • Evaluating the worth of an established business
  • Distinguishing between fixed and current assets and liabilities
  • Depreciation and amortisation
  • Linking the profit and loss account to the balance sheet
  • Shareholder equity: What is it and why does it matter?

Cash Flow: The Lifeblood of Organisations


Making the key connection between business activity and cash flow

  • Differentiating between cash flow, profit and net worth
  • Connecting cash management to line management
  • Credit and cash flowmaximising benefits and minimising costs
  • How much cash is enough?
  • Generating unique information from cash flow statements

The importance of depreciation and amortization

  • How depreciation impacts your budget over time
  • Methods for calculating depreciation
  • Advantages and disadvantages of various key methods
  • Impacting the management budget
  • Where depreciation rules come from

Managing a Cost Center

Overview of costing methods

  • The difference between absorption and marginal costing
  • Activity-based costing (ABC)
  • Costing as the basis for unit pricing
  • Analysing costs to gain competitive advantage
  • Distinguishing between direct and indirect costs

Selecting the best costing method

  • Break-even analysis
  • Costing in service industries
  • Costing with incomplete information

A Manager’s Guide to Budgeting

Recognising that budgets are more than numbers

  • Budgeting as sociology, not accounting
  • The politics of getting a budget approved
  • The relationship between a well-designed budget and how others measure your performance
  • Managing effectively within budgeting constraints
  • Making the budget work for you

Comparing budget approaches

  • Top-down
  • Bottom-up

Types of budgets

  • Incremental
  • Zero-based
  • Rolling
  • Others
  • Developing the budget numbers

Budgeting as a planning and control tool

  • Controlling and evaluating the business using the budget
  • Dealing with limiting factors
  • Budget process and coordination
  • Forecasting sales revenues and expenses
  • Adjusting the budget to reality

Pulling It All Together

  • Applying financial tools and concepts in the real world
  • Evaluating a company’s health through its annual report
  • Recognising potential traps in creative accounting
  • Simple tools to determine whether you are working for the next Enron
  • Learning from recent examples


Dolphins Training & Consultants ltd

View Park Towers ,10th Fl ,Utalii Lane & L584-off UN Avenue, Gigiri.
P O Box 27859 00100 Nairobi, Kenya Tel +254-20-2211362/4/5 or 2211382 Cell+254-712-636404

Your No.1 Corporate Training Partner DIT No./ 711


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