Slides of financial Management in MBA Executive

1. Chapter 1
Introduction To Financial Management

2. Introduction
• Till 1900 financial managers are supposed to raise funds, manage firms cash
positions, and petty cash expenses.
• After 1950s, due to the concept of present value they are supposed to take
responsibilities for decisions on capital investment projects.
• Due to dramatically change of external forces such as tax rates, inflation
rates, technology change, fluctuating exchange rates, high competition among
firms, environmental issues and ethical concerns have impact on financial
dealings which must be dealt daily.
• Thus today’s financial manager must have the flexibility to adapt to the
changing external environment, if his or her firm is to survive.
• If you become a financial manager, your ability to adapt to change, raise
funds, invest in assets, and manage wisely will affect the success of your
firm and, ultimately, the overall economy as well.
• In an economy, efficient allocation of resources is vital to optimal growth
in that economy; it is also vital to ensuring that individuals obtain
satisfaction of their highest levels of personal wants.
• Thus, through efficiently acquiring, financing, and managing assets,
the financial manager contributes to the firm and to the vitality and growth
of the economy as a whole.

3. • Any kind of business activity depends on the finance. Hence,
it is called as lifeblood of business organization.
• Whether the business concerns are big or small, they need
finance to fulfill their business activities.
• In the modern world, all the activities are concerned with the
economic activities and very particular to earning profit
through any venture or activities.

4. What is Financial Management
• Financial management is concerned with the
acquisition, financing, and management of assets with
some overall goal in mind.
• Thus, the decision function of financial management can
be broken down into three major areas:
i. Investment,
ii. Financing and
iii. Asset management decisions.

5. Investment Decision
• This decision relates to careful selection of assets in which funds will be
invested by the firms.
• A firm has many options to invest their funds but firm has to select the most
appropriate investment which will bring maximum benefit for the firm and
deciding or selecting most appropriate proposal is investment decision.
• The firm invests its funds in acquiring fixed assets as well as current assets.
When decision regarding fixed assets is taken it is also called capital
budgeting decision.
• Whenever a company is investing huge funds in an investment proposal, it
expects some regular amount of cash flow to meet day to day requirement. The
amount of cash flow an investment proposal will be able to generate must be
assessed properly before investing in the proposal.
• With every investment proposal, there is some degree of risk is also involved.
The company must try to calculate the risk involved in every proposal and
should prefer the investment proposal with moderate degree of risk only.

6. Financing Decision
• The second important decision which finance manager has to take is
deciding source of finance.
• A company can raise finance from various sources such as by issue of
shares, debentures or by taking loan and advances.
• Deciding how much to raise from which source is concern of financing
decision. Mainly sources of finance can be divided into two categories:
1. Owners fund. 2. Borrowed fund.
• Share capital and retained earnings constitute owners’ fund and debentures,
loans, bonds, etc. constitute borrowed fund.
• The main concern of finance manager is to decide how much to raise from
owners’fund and how much to raise from borrowed fund.
• While taking this decision the finance manager compares the advantages
and disadvantages of different sources of finance.
• The borrowed funds have to be paid back and involve some degree of risk
whereas in owners’ fund there is no fix commitment of repayment and there
is no risk involved.

7. Asset Management Decision
• Once assets have been acquired and appropriate
financing provided, these assets must still be
managed efficiently.
• The financial manager are supposed to be more
concerned with the management of current assets than
with that of fixed assets.
• A large share of the responsibility for the
management of fixed assets would reside with the
operating managers who employ these assets.

8. The Goal of the Firm
• Efficient financial management requires the existence of some
objective or goal.
• The goal of the firm is to maximize the wealth of the firm’s
present owners.
• Shares of common stock give evidence of ownership in a
corporation. Shareholder wealth is represented by the market
price per share of the firm’s common stock.
• The idea is that the success of a business decision should be
judged by the effect that it ultimately has on share price.

9. Value creation or Profit maximization
• Main aim of any kind of economic activity is earning profit.
• Profit is the measuring techniques to understand the business efficiency of
the concern.
• Profit maximization: Maximizing a firm’s earnings after taxes (EAT).
Profit maximization is also called as earning per share maximization.
Unfavorable arguments for profit maximization
• Profit maximization leads to exploiting workers and consumers.
• Profit maximization creates immoral practices such as corrupt practice,
unfair trade practice, etc.
• Profit maximization objectives leads to inequalities among the stakeholders
such as customers, suppliers, public shareholders, etc.

10. Wealth Maximization
• Wealth maximization is one of the modern approaches, which
involves latest innovations and improvements in the field of
the business concern.
• The term wealth means shareholder wealth or the wealth of the
persons those who are involved in the business concern.
• Wealth maximization is also known as value maximization or
net present worth maximization.
• Wealth maximization provides efficient allocation of
resources.
• It ensures the economic interest of the society.

11. Corporate Governance
• Refers to the formally established guidelines that determine how a company is
run.
• Governance refers specifically to the set of rules, controls, policies and
resolutions
• The company’s Board of Directors approves and periodically reviews the
guidelines.
• It works as a Constitution for the company.
• Corporate Governance specifies the rights and duties of the stakeholders.
• It encompasses the relationships among a company’s shareholders, board of
directors, and senior management.
• It determines how much power and responsibility is divided among three
groups.
• Corporate governance essentially involves balancing the interests of a
company's many stakeholders such as shareholders, management, customers,
suppliers, financiers, government and the community.

12. 12
Relationship Between Governance &
Management

13. Scope of Corporate Governance
13

14. 14
Approaches to Corporate Governance
• Shareholders Approach (protect the interest of
shareholders even at the expense of others, i.e., low
salaries to employees)
• Stakeholders Approach-Plurist Approach (formulating
policies that provide for equal care of the interest of
all stakeholders)
• Enlightened Shareholders Approach (It requires the
BODs to work for the best interest of shareholders
but without damaging the interest of other
stakeholders, i.e., having a fair balance of interest)
• Which approach is best?

15. Agency Problems
• It has long been recognized that the separation of ownership and control in
the modern corporation results in potential conflicts between owners and
managers.
• In particular, the objectives of management may differ from those of the
firm’s shareholders.
• We may think of management as the agents of the owners. Shareholders,
hoping that the agents will act in the shareholders’ best interests, delegate
decision-making authority to them.
• If a situation arises where the CEO’s interests are different from the
Shareholder’s interest, this is an Agency Problem.
• When agents works for their own benefits Agency problem arises.
• The issue can be resolve by paying high compensation or by monitoring the
management strictly.

16. Corporate Social Responsibility (CSR)
• Maximizing shareholder wealth does not mean that management
should ignore corporate social responsibility (CSR), such as
protecting the consumer, paying fair wages to employees,
maintaining fair hiring practices and safe working conditions,
supporting education, and becoming involved in such environmental
issues as clean air and water.
• It is appropriate for management to consider the interests of
stakeholders other than shareholders. These stakeholders include
creditors, employees, customers, suppliers, communities in which a
company operates, and others.
• Over the last few decades sustainability has become a growing
focus of many corporate social responsibility efforts.
• Sustainability means meeting the needs of present without harming
the environment or depleting the natural resources,
and thereby supporting long-term ecological balance

17. Organization of the Financial
Management Function
• In large firms, the finance function is the responsibility of the
vice president of finance, or chief financial officer (CFO), who
generally reports directly to the
president, or chief executive officer (CEO).
• The financial operations overseen by the CFO will be split into
two branches, with one headed by a treasurer and the
other by a controller.
• The controller’s responsibilities are primarily accounting in
nature, whereas the treasurer’s responsibilities fall into the
decision areas most commonly associated with financial
management.