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Accounting & Finance for Managers

Managers are increasingly expected to make high‑impact decisions using financial information, even if they are not trained accountants. The Accounting & Finance for Managers programme by London Elite Training is [...]

  • Course ID: AFB001
  • Delivered by London Elite Training
  • Course Introduction

Managers are increasingly expected to make high‑impact decisions using financial information, even if they are not trained accountants. The Accounting & Finance for Managers programme by London Elite Training is designed to equip non‑financial managers with the confidence and practical skills required to interpret financial statements, evaluate business performance, control budgets, and make informed strategic and operational decisions.

This programme demystifies accounting and finance by focusing on what managers need to know—not how to become accountants. Participants will learn how accounting information is generated, how to interpret it, and how to use it as a powerful tool for planning, performance management, pricing, investment, and operational decision‑making.

The course is highly practical and uses real‑world business scenarios, managerial tools (such as target costing, CVP analysis, and budgeting), and applied exercises to ensure immediate workplace relevance.

  • Course Objectives

By the end of this programme, participants will be able to:

  • Integrate financial concepts and policies into management decision‑making and budgeting
  • Interpret and evaluate financial statements to assess organisational performance
  • Control business operations through effective budget management
  • Understand the relevance of finance to operational and strategic decisions
  • Link operational performance with financial outcomes
  • Analyse costs and cost behaviour to support better managerial decisions
  • Understand pricing, investment, and cash‑flow decisions from a managerial perspective
  • Appreciate the role of finance in project delivery and stakeholder management
  • Apply practical financial tools and frameworks in their own workplace
  • Develop and implement an actionable finance‑driven improvement plan
  • Who Should Attend

This programme is ideal for:

  • Managers and supervisors without formal accounting or finance training
  • Functional heads in sales, marketing, operations, HR, procurement, and projects
  • Business owners and entrepreneurs
  • Project managers and programme leads
  • Professionals preparing for senior leadership or general management roles
  • Anyone who needs to use financial information to make better business decisions

Tuition Fee

£8,900

Duration

  • 10 Days

Credits

  • Global Locations
  • London
  • Dubai
  • Barcelona
  • Paris
  • Online
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Corporate groups of 5+ are eligible for a 15% discount. Inquire here

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Speak with a course consultant to see if this programme fits your career goals.

  • Course Outline
DAY 01
Introduction to Accounting for Managers
  • The role of accounting in managerial decision‑making
  • Financial accounting vs. management accounting
  • Types of business entities
  • The regulatory and conceptual framework of accounting
  • Qualitative characteristics of useful financial information
  • Understanding the annual report
DAY 02
Understanding Financial Statements
  • Statement of Comprehensive Income (Income Statement)
  • Statement of Financial Position (Balance Sheet)
  • Statement of Cash Flows
  • How financial statements link together
  • Key terminology every manager must understand
DAY 03
Accounting Concepts, Systems, and Recording Information
  • Fundamental accounting concepts and measurement rules
  • Cost of sales and income statement workings
  • Property, plant, and equipment (PPE): key managerial issues
  • Depreciation and asset valuation (managerial implications)
  • Recording accounting information and transaction flows
DAY 04
Financial Analysis for Managers – Part 1
  • Why financial analysis matters to managers
  • Users of financial information and their needs
  • Horizontal analysis and trend analysis
  • Vertical analysis
  • Ratio analysis: profitability, liquidity, efficiency, and gearing
  • Limitations of financial statement analysis
DAY 05
Financial Analysis – Part 2 & Stakeholder Insights
  • The growing demand for financial and non‑financial information
  • Stakeholder management and financial performance
  • Corporate social responsibility (CSR) reporting
  • Earnings announcements and investor communications
  • Media relations, press releases, and financial narratives
  • Social media and digital disclosure
DAY 06
Business Planning and Budgeting
  • The role of budgets in planning and control
  • The budget‑setting process
  • Steps in preparing operating and financial budgets
  • Budgeting in different types of organisations
  • Common budgeting problems and limitations
  • Improving the effectiveness of budgeting systems
DAY 07
Budgets, Performance Management, and Control
  • Responsibility centres and managerial accountability
  • The controllability principle
  • Profit‑related performance measurement
  • Standard costing and variance analysis
  • Investment centres and performance evaluation
  • Non‑financial performance indicators
  • The balanced scorecard
  • Performance measurement in not‑for‑profit organisations
DAY 08
Cash Flow and Working Capital Management
  • Why cash is critical to business survival
  • Determining cash requirements
  • Cash forecasting and cash budgets
  • Managing working capital
  • Strategies for improving cash flow
  • Interpreting and analysing cash‑flow forecasts
DAY 09
Pricing and Investment Decisions

Pricing Decisions

  • Costing for pricing decisions
  • Absorption costing and full‑cost‑plus pricing
  • Marginal costing and contribution
  • Activity‑based costing (ABC)
  • Life‑cycle costing
  • Target pricing and target costing
  • Integrating accounting, economic, and marketing perspectives

Investment Decisions

  • Investment appraisal fundamentals
  • Payback, ARR, NPV, and IRR
  • Risk, uncertainty, and real‑world complexities
  • Strategic considerations in investment decisions
DAY 10
Operational Decision‑Making & Action Planning
  • Operational decision‑making frameworks
  • Cost‑Volume‑Profit (CVP) analysis
  • Break‑even analysis and margin of safety
  • Relevant costing for short‑term decisions
  • Linking operational choices to financial outcomes
  • Developing a practical workplace Action Plan
  • Course review and application roadmap

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