Introduction:

Managerial accounting provides the internal financial logic that supports planning, control, and decision making across all organizational functions. For non-financial professionals, it shows how operational activities translate into costs, performance indicators, and financial outcomes without requiring accounting specialization. This conference clarifies how managerial accounting frameworks support managerial judgment, resource allocation, and performance evaluation. It presents structured concepts and analytical models that enable informed decisions across departments and leadership levels.

Conference Objectives:

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

Explore core managerial accounting concepts relevant to non-financial roles.
Analyze cost structures and their impact on operational decisions.
Evaluate budgeting information as a management and control mechanism.
Assess performance data using managerial accounting indicators.
Connect accounting information with strategic and operational decision contexts.

Target Audience:

Non-financial managers and supervisors.
Department heads and team leaders.
Project managers and operations professionals.
Business unit coordinators.
Professionals involved in planning and performance reviews.

Conference Outline:

Unit 1:

Managerial Accounting Foundations for Managers:

Purpose of managerial accounting within internal decision systems.
Differences between managerial and financial accounting roles.
Information flows supporting planning and control.
Cost and performance perspectives for non-financial managers.
Managerial accountability through internal reporting structures.

Unit 2:

Cost Concepts and Managerial Decision Logic:

Cost behavior classifications and managerial relevance.
Fixed, variable, and mixed cost structures.
Direct and indirect cost allocation principles.
Cost drivers and operational impact analysis.
Cost information as a basis for managerial choices.

Unit 3:

Budgeting and Internal Control Frameworks:

Role of budgets in managerial coordination and control.
Operating, functional, and departmental budget structures.
Budget variance logic and managerial interpretation.
Responsibility centers and accountability alignment.
Budgeting as a communication and performance tool.

Unit 4:

Performance Measurement and Managerial Evaluation:

Managerial performance indicators and measurement logic.
Cost, efficiency, and productivity metrics.
Contribution analysis techniques and margin perspectives.
Non-financial indicators linked to accounting data.
Importance of using performance reports for managerial review.

Unit 5:

Managerial Accounting in Strategic and Operational Decisions:

Accounting information in pricing and resource decisions.
Break-even and contribution analysis concepts.
Short term decision frameworks for managers.
Importance of linking operational choices to financial outcomes.
Strategic relevance of managerial accounting insights.

Conference on Managerial Accounting for Non Financial Professionals

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Company Information

Person Responsible for Training and Development