Page 11 - Finance for Non-Financial Managers

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Preface
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prisingly, they often speak different languages. The results are
usually less than satisfactory for both. This book is my attempt
to facilitate a better understanding between them, since their
common objective is the greater success of the enterprise that
employs them both.
What should you hope to get from this book, or any book on
this subject? I believe the answer is:
• The viewpoint of an author who speaks the language of
finance, but thinks more like a line manager than an
accountant,
• Examples of the typical, standard financial reports, with
plenty of explanation—in English—that will help you
understand those same kinds of reports when you see
them in your company,
• Examples of financial reports you may not see in your
company yet, but that you might want to, because they
could give you valuable information, and
• Some help in mastering the tools of finance where they
can be useful to you, without wasting time explaining the
deep details that will likely never benefit you.

If you are now or intend to become, at some point in your
career, the manager in charge of a profit center or perhaps the
owner of your own business, you will need to have a working
knowledge of a lot of the information in this book. You are or
may become:

• The person your staff looks to for guidance in budgets
and other financial management matters,
• The person your boss or the home office expects to con-
sistently achieve your assigned financial targets—or even
the person who sets those targets,
• The person who is responsible for directing the finance
and accounting function that supports your unit or com-
pany, and
• The person who can effectively explain to staff, boss,