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Finance for Non Finance Executives and Managers

Enhance your business acumen and take positions of responsibility and accountability.

Free

Richard Jacobs
2 days
All levels
0 lessons
0 quizzes
0 students

Course Info

Managers all over the world are increasingly facing top-line and bottom-line demands amidst an environment that is uncertain and challenging. Hence for a manager to be effective, he or she should have good business acumen for which fundamental financial knowledge is critical.

 

 

In an article entitled, “Business Acumen Involves More Than Numbers”] Chris Berger, a principal and member of the human resources practice explains that business acumen starts with the ability to understand how a company makes and loses money and that leaders must be financially literate and be able to understand numbers on company financial statements.

 

The program is designed for Managers and Leaders who want to enhance their ‘business acumen’ and take positions of responsibility and accountability. Additionally, it enables participants to improve their knowledge of finance and financial analysis to be able to see the financial outcome and impact of strategies and operations and be able to better monitor and control performance of companies.

 

The approach taken during the program is one from a business perspective so as to be able to see flow of money and critical links for control and results and for the effective management of resources.

 

The program uses a wide variety of participative methods including mini case studies to understand company balance sheet, income statements, cash flow statements and statements to add value to the effective management of organization.

What Will I Learn From This Course?

Insight into the key financial statements – the Income Statement, the Balance Sheet and the Cash Flow Statement to enable good communication with the finance department and contribute effectively at management meetings

Solid appreciation of the terminologies used by finance directors or accountants allowing Company Directors to contribute more effectively to board room discussions hence adding value to managing and leading a business effectively

Demystify the myth that ‘financial concepts” are complex

Learn finance from a “business perspective”

Understand how the numbers are generated, how they can be manipulated

Evaluation and assessment methods of financial statements using effective ‘basic analysis’ and accepted financial ratios.

International Financial Reporting Standards (IFRS) in the context of the Malaysian Accounting Standards Board

Great appreciation for working capital management and operating working capital and why it is important in critical times of uncertainty.

Differences between Statutory Financial Statements and Management Accounts and their essential uses.

The Key Financial KPIs

Knowledge of types of costs, profit and breakeven as financial tools

Get an insight into costs concepts and marginal costing for effective decision making

Understand the importance of budgets and forecasts and it’s drivers and controllers

Overview of capital expenditure.

Learn the importance of Capital Expenditure (CAPEX) decisions and how they are determined in organizations

Target Audience

Business Managers and Leader

Methodology

The program is highly interactive with a balance of lectures, exercises and case study. All concepts will be linked to client’s annual report. Participants are requested to bring along their calculators.

Course Outline for This Programme

a. The Business flow and why finance and its role is critical for effective Managerial performance

b. The role expectations of managers in the context of investments and results

a. An insight into financial standards and the responsibility of directors, managers and auditors

b. The International Financial Reporting Standards (IFRS) and its implications to responsibility and accountability of directing a company

c. The concept “financial engineering” and why it happens?

 

(Case situations and discussions using extracts from published accounts)

a. Exploring and understanding key concepts in the Income statements, Balance Sheet and Cash flow statements
b. In the Income Statement the differences between gross profit, operating profits and net profits and how they are derived
c. In the Balance Sheet the differences between non-current assets, current assets, equity, current liabilities and long term liabilities
d. In the cash Flow Statement the differences between Operating Cash Flow, Investing cash flow and Financing Cash Flow
e. Areas where Company Directors must focus more than others in these financial statements


(Experiential learning using information detailed in the case of a trading company in operation and getting participants to complete financial frameworks)

 

a. The need to review Financial Statements

b. The power of basic analysis in the context of benchmarks as business drivers

c. Review and evaluation using:

a. The need to review Financial Statements

b. The power of basic analysis in the context of benchmarks as business drivers

c. Review and evaluation using:
    i. Performance ratios
    ii. Liquidity ratios
    iii. Leverage ratios
    iv. Stock market ratios

d. Limitations of ratios


(Case discussion and comparison of 2 companies using ratios)

a. What is Working Capital management cum Operating Working Capital (OWC)?
b. Why is OWC important?
c. How is working capital managed and controlled for effective results
d. Cash forecasting – the need and implications of poor cash forecasting

(Case completion of a company’s financial forecast and how to overcome cash flow
challenges)

a. What is Working Capital management cum Operating Working Capital (OWC)?
b. Why is OWC important?
c. How is working capital managed and controlled for effective results
d. Cash forecasting – the need and implications of poor cash forecasting

(Case completion of a company’s financial forecast and how to overcome cash flow challenges)

a. Why is management accounting different from financial accounting?

b. The difference between marginal costing and absorption costing?

c. Why is cost, breakeven and profit important for decision making?

 

(Fundamental computations and discussions)

a. Why budgeting and forecasting is important?

b. The budget flow, drivers and controllers

c. Budget systems, limitations and culture

d. Key determinants of forecasts

a. The time value of money and forward investments

b. Payback periods

c. Discounted Cash Flows, Net Present Value (NPV), Internal Rate of Return (IRR)

d. Hurdle rate determination

 

(Fundamental computations and discussions)

Curriculum is empty
Richard Jacobs
Richard Jacob, MBA [Cranfield, U.K], AMA Global Faculty Member – Program Director.

He is an Erickson Certified Professional Coach and an HRDF Approved trainer, an American Management Association (AMA) Global Faculty Member. His core competence is in Leadership, Strategy, Sales and Marketing and Business Finance. He has delivered training programs in Cairo, Dubai, Tokyo, Manila, Singapore, Jakarta, Lahore, Karachi, Shanghai, Beijing, Hong Kong, Saigon, Hanoi, Melbourne and Sydney.

He has an MBA from Cranfield School of Management in the United Kingdom, a leading European Business School. He is an Accountant by training and was an Auditor in an international firm of Accountants for nine years. His experience comes from being a Financial Manager, Company Secretary and Business Development Manager in a leading Swedish pharmaceutical company by the name of Astra Pharmaceutical.

Richard has 20 years of solid training and facilitation experience both internationally and locally. His experience includes lecturing in foreign university endorsed programs in Malaysia. More recently he has lectured in a very current subject entitled “Sustainable Business” for the York St. John University in the UK. His core competence is in Coaching, Leadership, Strategy, Marketing and Finance.

Richard’s impressive client list includes BBraun in Malaysia where he has designed and delivered a Sales Program branded PROSAT ( Professional Sales Training) over 7years with Pre and Post Assessments and Post Program Coaching, Philips units in Asia delivering Marketing modules as part of their Global Faculty for Revolutionary Change in Marketing. Richard has also designed and delivered a Business Essentials program for participants of the Philips China, Advanced Leadership Development Program (ALDP). He has also designed and developed Marketing Development Programs for 3M Malaysia, Maxis, Astro and Tractors Malaysia. His other clients include Comptel Asia, ORIX Leasing, Maybank, Tenaga Nasional, Nestle and Sapura Acergy.

Richard has also lectured in his core competencies for degree and MBA franchise programs for the University of Northumbria, University of Tasmania and University of Sunderland. More recently he has gone back to lecture a Master’s program for The University of York, St.John of UK teaching “Sustainable Business”.

Given his broad business experience Richard has moderated in several regional conferences in Astra Zeneca and in some Malaysian High Level group think sessions.

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