2. Overview of Financial Management
CHAPTER 1
Overview of Financial Management

3. Learning Objectives At the end of this chapter, you should be able to:
Describe the importance of financial management in a firm
Describe the role of a finance manager in a firm
Describe and explain the goal of a firm
Define and explain shareholder wealth
Explain agency problem and suggest solutions to overcome agency problem

4. Introduction
Financial management is principally concerned with making financial decisions that influence and affect the worth of a firm. It relates to creation and sustenance of the economic value of the firm.
The goal is to create wealth and economic value of the firm, including its sustenance
It also covers the use of the best methods to evaluate various alternatives and make the best decisions thereon.

5. Importance of Financial Management
Equation:
Total assets (fixed + current assets) = Total liabilities (current + long term) + Shareholders’ equity
Figure 1.1

6. Importance of Financial Management (cont.)
Financial management knowledge is important to a firm to answer the following questions:
What sort of fixed assets should a firm invest in?
How shall firms raise the necessary funding to finance the capital expenditure once a decision has been made as to the type of fixed asset or business opportunity to invest in?
How shall a firm manage its short-term operating cash flows?

7. Finance Area in a Firm
Figure 1.2

8. Role of Treasurer
Undertake capital budgeting and make capital expenditure decisions—employ appraisal techniques such as payback, internal rate of return and net present value to examine the viability and attractiveness of proposed investments, projects and products
Perform financial planning—contribute in corporate planning and development of financial policy for the firm
Source and raise funds—plan and raise financing from various financial institutions (e.g. term loans) or raising equity finance

9. Role of Treasurer (cont.)
Perform cash and credit management—look after the firm’s cash needs, banking and maintenance of security systems of cash
Manage flow of foreign currencies into and out of the firm
Perform risk management exercises—undertake appropriate risk management in firm; for e.g. price risks faced by firms may be managed by using financial derivatives such as forwards, futures, options and swaps

10. Role of Accounts Management
Produce regular financial statements (statement of financial position, income statement and statement of cash flows)
Perform cost and management accounting roles (to provide regular management accounting information so that the planning and monitoring of daily and monthly activities can be performed)
Comply with taxation requirements (completing the various tax returns, collection of indirect taxes, and remittances of tax revenues to the Inland Revenue Board (Lembaga Hasil Dalam Negeri))

11. Importance of Finance Manager
Finance manager acts as an intermediary between the firm’s operations and the financial markets.
Some roles include capital budgeting & expenditures; corporate strategic & financial planning; sourcing and raising funds; cash management; credit management; management of foreign currencies
Figure 1.3

12. Goal of the Firm Question: ‘In whose interests does the firm run?’
Logically, the interest of all stakeholders should be looked after.
However, each stakeholder has his/her own objective/goal that conflicts with those of other stakeholders.

13. Goal of the Firm (cont.) Traditional objective:
To maximize the wealth of shareholders
Practical reason
When making investment and financing decisions for the firm, decisions can be made much more simply and quickly. If the interests of other stakeholders were also to be considered, decisions may not be made quickly and efficiently.

14. Goal of the Firm (cont.) Traditional objective:
To maximize the wealth of shareholders
Legal reason
Shareholders are the owners of the firm. Firms come into being due to the contributions and risks taken on by the shareholders.
Shareholders are protected by the provisions of the Companies Act, 1965.
Finance managers owe some kind of allegiance to the ‘owners’ of the firm.

15. Other Possible Goals Maximize sales and/or market share Minimize costs
Maximize profits
Achieve adequate profits
Ensure continued earnings growth (with minimum % growth targets)
Catch up and overtake competitors
Avoid financial distress and bankruptcy
Survive

16. Other Possible Goals (cont.)
Limit working hours and days in a week
Achieve high reputation for product quality and service
Achieve good employer–employee relations
Be environmentally friendly—do not pollute
Be ethical
Question: What are the problems with the ‘other
possible goals’?

17. Shareholder Wealth
Figure 1.4

18. Agency Problem
For larger firms, there usually exists a large spread of ownership over huge number of shareholders with varying backgrounds.
Difficult to expect every shareholder to participate in the management and running of the business.
Management team is engaged to manage the firm on behalf of the shareholders.

19. Agency Problem (cont.)
Principal–Agent Relationship or the Agency Relationship
Exists when one party, known as the principal, engages another party, know as the agent, to act in the former’s interest.
Separation of ownership and control
Figure 1.5

20. Agency Problem (cont.)
Ownership of the firm lies in the hands of the shareholders.
Control (management of the firm—strategic and operational decisions) lies in the management team of the firm

21. Agency Costs Agency costs are incurred by the firm, when:
i) Managers do not attempt to maximize firm value
ii) Shareholders incur costs to monitor the managers and influence their actions

22. Agency Costs (cont.)
Shareholders impose organizational checks and revamp the firm to keep everyone on their toes.
Shareholders monitor management’s behaviour through use of audit committee or establishing management audit procedures, reporting requirements or obtain assurances from management about shareholders’ interest.
Stock market quotation—control device whereby a firm’s relative share price performance to other companies acts as a signal about managerial effort and ability

23. Satisficing Principle
Management would do just sufficient to keep shareholders satisfied (dividends/capital gains) while concentrating on the pursuit of their objectives.
Management’s performance is based on short-term results and on accounting rather than on economic results.

24. Suggested Solutions to the Agency Problem
Provisions in the Companies Act, 1965
Selling shares and threat of takeover
Information flow
Linking management remuneration to improvements to shareholder wealth

25. Goals of Other Stakeholders
Employees
Loan creditors (Providers of Finance)
Trade creditors
Customers
Government