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Schulich Executive Learning Centre

Financial & Managerial Accounting for Non-Financial Managers – Beyond the Basics

Dec 4—6, 2019
3 days
Toronto, Ontario, Canada
CAD 3550 ≈USD 2676
CAD 1183 per day
Jul 22—24, 2020
3 days
Toronto, Ontario, Canada
CAD 3550 ≈USD 2676
CAD 1183 per day

How it works


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Use financial analysis to support your key strategic business, management and resource allocation decisions.

This course is an ideal introduction to financial accounting for leaders who make key financial resource decisions and require a formal process for conducting financial analysis.

The Best Part:

You will receive a detailed framework for analyzing financial statements which will allow you to apply your course learnings around your own planning and capital budgeting issues.

What You Will Learn

  • Understand how accounting reveals the ‘scorecard of a business’
  • Study operating costs to identify how a business is competing
  • Use a turn-key financial statement analysis framework
  • Introduce balanced scorecard measures to improve every departments’ performance
  • Support your business decisions with sound financial back-up
  • Develop a methodology in analyzing financial statements and the financial strength of an organization
  • Practice analyzing financial performance in a live case environment
  • Understand why managers need a balanced scorecard to manage value creation
  • Design an activity-based costing system that links resource costs to the key activities the organization performs
  • Understand the financial techniques used by an organization to assess capital projects
  • New innovations in strategic management accounting and decision-making
  • Identify what financial information you regularly need and a turnkey process to get it
  • Discuss new changes to financial reporting practices for businesses


PART 1 – Using Financial Information for Key Management and Strategic Decision-Making

What Financial Statements Tell Us About Business Performance, Problems and Future Health

  • How accounting is the scorecard of business
  • Translating the activities of an organization into a set of objective numbers that reveal a firm’s performance, problems and prospects
  • Key steps to interpreting the numbers
  • Evaluating costs and customer profitability
  • Making key resource allocation and capital decisions
  • Measuring performance across all departments using a balanced scorecard

PART 2 – Financial Accounting

A Guide to Understanding Key Financial Statements

  • Balance sheet
  • Income statement
  • Statement of cash flows

Conducting Financial Statement and Ratio Analysis

  • Introduction to the financial statement analysis framework
  • Review the calculation and interpretation of key financial ratios
  • Hands-on exercise: participants, working in groups, will apply the financial statement analysis framework to a publicly traded corporation
  • What key opportunities, problems and issues emerge?

PART 3 – Managerial Accounting

Shareholder Value and Responsibility Accounting

  • Defining shareholder value and its application to business
  • Calculating the cost of capital
  • Discuss methods of improving shareholder value

The Balanced Scorecard Approach to Improving Business Results

  • Improving business strength by setting standards in all areas of your organization
  • The purpose and framework of balanced scorecard
  • Hands-on exercise: present the application of the balanced scorecard to a business organization

Analyzing Your Costs Using Activity Based Costing

  • How managing cost impacts every aspect of a business
  • The shortcomings of traditional costing systems
  • Understanding the components of cost
  • Designing an activity-based costing system for an organization

A Manager’s Guide to Effective Capital Budgeting

  • Supporting your key resource decisions using a forward capital budgeting approach
  • The financial techniques used in making capital budgeting decisions
  • Hands-on exercise: application of capital budgeting techniques

Program Wrap-Up: Putting It All Together

Who should attend

  • Directors, vice-presidents and divisional managers responsible for the profit and performance of their departments
  • Business owners, partners and general managers who need to regularly evaluate their organization’s financial stability
  • Managers who oversee organizational budgets and capital cost decisions Investment planning professionals who need a system for analyzing business performance and shareholder value
  • Those who have previously attended SEEC’s What The Non-Financial Manager Needs To Know About Financial and Managerial Accounting and who wish to further expand their skills


Biography Beppino Pasquali is a Canadian chartered accountant with 20 years’ experience in accounting and taxation for small- to medium-sized companies. He advises clients in achieving growth and shareholder value. His considerable experience is evident in the seminar as he incorporates real lif...


Detailed Description
Detailed Description

Next dates

Dec 4—6, 2019
3 days
Toronto, Ontario, Canada
CAD 3550 ≈USD 2676
CAD 1183 per day
Jul 22—24, 2020
3 days
Toronto, Ontario, Canada
CAD 3550 ≈USD 2676
CAD 1183 per day

How it works

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