Module 1 Flashcards
role of the financial manager
to use a blend of tools and analyses to make financial decisions that will create firm value for the owners
the value of an asset
determined by the future cf it will generate thru use or sale
three fundamental decisions
- investing
- financing
- wcm
investing decision
capital budgeting/expenditure decision
- deciding what productive assets to buy
- most important decision bc = generates most inflows, long-term, involve huge cash outlays
sole proprietor adv & disadv
- easy and cheap to form, less regulated, single taxing
- no perp succ, unlimited liability, capital limited to one owner
partnership adv & disadv
- adv: single taxation, can raise more capital, can share duties and expertise
- no perp succ, partners jointly liable for debts, possible disputes
company adv & disadv
incorporated legal entity seperate from owners. governed by companies act.
- limited liability, perp succ, more capital can be raised, easy to sell ownership interest
- owner & mgmt separate = principle agent problem, double tax, more regulated
the BOD
elected at the annual governance meeting and represent the SH and appoint a CEO
CEO
- CFO reports to them
- resp for day-to-day company mgmt and reports to the board
audit committee
oversees both int and ext auditors and AFS prep
CFO
- reports to CEO
- responsible for managing the financial function (treasury, risk mgmt and acc)
problems with profit maximization
- manipulation of acc profits
- does not reflect cash flows / when they are to be rec
- ignores uncertainty / risk associated with cf (ignores tvm)
how firm share value is determined
by examining future cash flows (size, timing, riskiness)
appropriate goals
for unlisted = maximizing the current value of OE
for listed = maximizing share price
agency relationship
- shareholders (principle) hire managers (agent) to run the company and represent their interests
internal mechanisms to minimize agency problem
- aligning interests by tying mgmt compensation to company performance / share options schemes
- cash bonuses
- performance shares
corporate governance mechanisms
(BOD)
- board chair should be independent from CEO = ned
- board should have majority NEDs to ensure effective monitoring of exec directors
- developing / enforcing corp ethics code
- audit committees
external mechanisms to minimize agency problem
- corporate raiders takeover
- managerial labour market (bad firms can’t hire good managers, good firms won’t hire bad managers)
executive directors
involved in d2d bus activities, are part of the board
two parts of the financial system
- fin markets
- fin institutions