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Cruising for a Bruising - Or time for a Financial Management Course
Perhaps you’re starting to feel comfortable again. The markets have been steadily recovering. The Dow has risen over 50% since its lows back in March 2009. The ASX has also performed in a similar fashion. Who needs a financial management course when you’re cruising? But is it going to last?
EFFECTIVE FINANCIAL MANAGEMENT PRACTICES
In the current environment of sky high debt, rising interest rates and often unaffordable housing prices, you can no longer afford to be complacent about money management.

Other financial management course Related Articles

Financial Management
Most entrepreneurs I know have taken few, if any, business courses. They are creative, imaginative, and ambitious to no end, but they couldn’t tell you the first thing about what sound financial management means. If you’re not one of those entrepreneurs, then read no further. Go about your merry sound financial management way. But, if you’re one of those entrepreneurs who are finding themselves drowning in the spreadsheets and jargon of the financial world, keep reading for tips on how to stay afloat.

Achieveing Fair Financial and NonFinancial Rewards
Employee motivation and performance management depend on good systems that offer both financial and non-financial rewards (non-monetary rewards). This performance management article applies to all organisations. Constant change and high expectations are taking their toll in some organisations, as well as in industry and government generally. Sometimes this is shown in employee turnover. Sometimes it is hidden because of job insecurity. Rewards and remuneration must be scrutinised. Employee motivation and performance are critical. Non-monetary rewards can be as important as monetary rewards. A good rewards and remuneration system ensures that each person receives appropriate financial and nonfinancial recognition to account for the personal contribution they are making and the overall value of their position to the organisation.
Financial Management: Five Key Questions
In today's challenging economic environment, it's more important than ever for entrepreneurs and small business owners to have a firm grasp on financial management. When all is said and done, there are a handful of financial management questions that every owner should always be able to answer. Here is my list of the five most important small business financial management questions.
Talent Management Merits Your Board's Full Attention
Most boards focus on annual budgets and financial outcomes, often limiting their involvement in talent management to recruiting and hiring a CEO and managing his or her performance. Successful organizations know that's not enough. Talent is typically the largest single line item in an annual financial plan and the chief factor in achieving strategic objectives. Managing your talent is another critical aspect of asset management and merits the full attention of your board.
ENTERPRISE LEVEL PERFORMANCE: Creating a Self Management Culture
Want to get the job done? Give it to a self manager. The ROI of a Self Management is huge in both financial and human terms. The numbers are invariable double digits plus, however equally important is the value of working together with self motivated, committed colleagues who do what they say they'll do. Here's how to create an enterprise level Self Management Culture one step at a time by instilling core principles of Self Management as part of day-to-day practice.
Financial Management for your Non-profit
Financial management for a non-profit is as important a function of the top management as in the case of any for-profit business organization. Effective financial management ensures that the non-profit remains financially sound under all situations, and its operations run smoothly. At the same time, the best utilization of resources and donors’ funds is made when the financial management is effective.
9 Steps to Get Managers to Think Like Owners
Management coaching, management training, team alignment, thinking like owners, facing reality, define vision, accountability, delegation, systems, financial stewards, focus
Is Your CFO REALLY a Chief Financial Officer
No offense to all those dedicated, competent, excellent performing CFO’s out there but I have to admit that I run into a number of individuals in business that hold the respectable title of CFO (Chief Financial Officer) that shouldn’t be the Chief of anything. Oh, some of these CFO impersonators do a good job as an accountant and some may even qualify as a Controller. But, there are some that just shouldn’t hold the title of Chief Financial Officer. “The chief financial officer (CFO) is a corporate officer primarily responsible for managing the financial risks of the corporation. This officer is also responsible for financial planning and record-keeping, as well as financial reporting to higher management. The CFO is also responsible for analysis of data”. So…… ask yourself; is your CFO really a Chief Financial Officer.
Evaluation of Financial Statements
Financial statements provide the major means by which the objective of accounting is achieved - by communicating the financial results and financial position of an entity to its stakeholders, management, owners and other interested users. However, unless these statements are understood, their message will be missed, and accounting will have failed in its primary objective.
Do Your Financials Need Therapy? Try Purpose!
Can you imagine your financial statements lying on a therapist's couch, seeking for advise on how to gain greater strength to face the market? They may appear perplexed and bewildered, not understanding why the numbers are so anemic or even what they mean. Many small businesses experience this. From my experience, a large portion of business owners have poor financial management. Did they make a profit? Then nothing more needs to be examined. If no, head scratching begins. The financial statements contain a wealth of information for managing the business. They must be closely scrutinized for the business to be successful. Not only that, but financial management includes so much more: sound practices, planning, markets analysis, objectives, and cash flow analysis.
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