The problems of financial management.docx
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The problems of financial management.docx
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Theproblemsoffinancialmanagement
TheAspenInstituteCorporateGovernanceandAccountabilityProject:
RethinkingMBACurriculumintheFinanceDiscipline
SupportedbytheAlfredP.SloanFoundation
MBAFinance,Rethought:
FacultyattheWashingtonStateUniversity,Vancouver,MBAProgramarerethinkingthefinancecurriculum.AspartoftheAspenInstitute’sCorporateGovernanceandAccountabilityProject,WSUisworkingtoreframetheircoreMBAFinanceCourse,“ProblemsinFinancialManagement”towardsamoreexplicittreatmentofstakeholders’interestsinfinancialmanagers’decisionmaking.Theintentionofthisnewcourseistodemonstratetostudentsthatmaximizingfirmvaluenecessitatesfocusingonmorethanshareholders.
Formoreaboutthephilosophybehindthisnewcourse,seeProfessorBecker-Blease’sCaseinPointessay,“DoStakeholdersBelonginCorporateFinance?
”
ItisthegoaloftheCGAProjecttoworkwithaselectgroupoffacultypartnerstotestdrivethisnewandinnovativecourseacrosstheAmericanbusinessschoollandscape.Thecompletesyllabuswithteachingplanswillsoonbeavailableatwww.CasePlace.org.InterestedfinancefacultyshouldcontactAlex.Roberts@aspeninstitute.orgorjblease@vancouver.wsu.eduformoreinformation.
OnWSU’sCurriculumReformEfforts:
JohnBecker-Blease,FinanceProfessoratWSU,isheadingupthisefforttoreshapethefinancesyllabus.TheMBAprogramatWSUemphasizessustainablestakeholderengagement,wherestrategicstakeholderrelationshipsformthefoundationforlongtermorganizationalsuccess.EachcourseintheMBAprogramusesthisfocusasacentralorganizingpremise.
CGAinBrief:
:
Since2003,TheAspenInstituteCenterforBusinessEducationhasreceivednearly$1,000,000infundingfromtheSloanFoundationtounderwriteitsCorporateGovernanceandAccountabilityProject(http:
//aspencbe.org/networks/CGA.html).TheProjectaimstoinfluenceprevailingmodelsofcorporategovernanceandtheoriesofthefirm,astheyareunderstoodandtaughtbybusinessschoolfaculty.
Problemsinfinancialmanagement
MBA-Levelcorporatefinancecourse
CourseFramework,TeachingNotes&Syllabus
InteractiveTableofContents
StrategicStakeholderEngagement:
OrganizingFrameworkforWSUVancouverMBAProgram
CourseSyllabus
IntroductionandOverviewofthecourse
ModuleSummaries
CourseInformation(description,objectives,grading,contactinfo,etc.)
CourseSchedule
Module1ReviewFundamentalMicroeconomicsandFinancialManagement
LearningGoals
Readings
AdditionalMaterials
PedagogicalPurposeandNotes
References
Module2GoaloftheCorporation
LearningGoals;
Readings
AdditionalMaterials
PedagogicalPurposeandNotes
AdditionalTalkingPoints
References
Module3Valuation
LearningGoals
Readings
AdditionalMaterials
PedagogicalPurposeandNotes
AdditionalTalkingPoints
References
Module4CapitalStructure
LearningGoals
Readings
AdditionalMaterials
PedagogicalPurposeandNotes
AdditionalTalkingPoints
References
Module5AgencyTheory&Governance
LearningGoals
Readings
AdditionalMaterials
PedagogicalPurposeandNotes
AdditionalTalkingPoints
References
Module6PayoutPolicy
LearningGoals
Readings
AdditionalMaterials
PedagogicalPurposeandNotes
AdditionalTalkingPoints
References
Module7M&AandCorporateStructure
LearningGoals
Readings
AdditionalMaterials
PedagogicalPurposeandNotes
AdditionalTalkingPoints
References
ModulesinBrief
ClassProject
CompleteCourseReferences
StrategicStakeholderEngagement:
OrganizingFrameworkforWSUVancouverMBAProgram
ThefinancecoursestartsbyreviewingthestakeholderapproachtheMBAprogramusesandhowthiscoursefitsintothatmodel.Themodelispresentedonthenextpage.ThemodelisfirstpresentedinacourseonStakeholdersandCompetitiveAdvantagethatallstudentstakeastheirfirstcourseintheMBAprogram.Herewestartbyreinforcingthekeypoints:
∙Organizationalstrategyisdeterminedby:
⇨Theorganization’scorevaluesandviewsabouthowtheywanttooperate.
⇨Marketconditionsthatdeterminewheretheycanfindacompetitiveniche.
⇨Strategyisdevelopedbyapplyingtheoryfromthekeybusinessdisciplines:
marketing,accounting,management,finance,andinformationsystems.
∙Resourcesarenecessarytoexecutethestrategy.Thoseresourcesthatleadtoapositionaladvantageareusuallyintangibleandoftenrelationshipbased.Theorganizationdevelopsaresourcemixthatisnotimitablebycompetitors.
∙Stakeholders(consumers,valuechainpartners,investors,employees,andpublics)supplytheresources.Theorganizationmustunderstandwhatmotivatesthemtocontributetotheorganization.Theorganizationmustclearlyunderstandwhatitneedsfromthestakeholders.Oftenthereareconflictingexpectationsfromdifferentstakeholderswhichneedtobebalanced.Sometimesstakeholdersmayhaverelationshipsbetweenthemselvesthataffecthowtheorganizationworkswiththemtoassembletheirresourcemix.
Businessleadersmustorchestrateharmonybetweenthegoalsandexpectationsfortheorganizationandstakeholders.Oftentensionsarisearounddifferingexpectations.Goodleadershipanticipatesthesetensionsandproactivelycraftssolutions.TheMBAprogramcurriculumisdesignedtodeveloptalentsforbusinessleaderstothinkcomprehensivelywhenmakingdecisions.Forinstance,theoriespresentedinfinanceexaminetheimpactoninvestorsandalsoonotherstakeholderssuchasemployeesorthepublicinterest.
WashingtonStateUniversityVancouver
TheoreticalFrameworkforMBACurriculumusingaStrategicStakeholderEngagementFocus
(SeeCasePlace.orgforarecordingofthepreviousWeb-ConferencefromWSU,Vancouver:
IntegratingStakeholderTheoryintotheMBACurriculum)
CourseSyllabus
IntroductionandOverview
Teachingbusinessethics,alwayssomethingofanembarrassment,maysimplycometobeteachingFinancewell!
(StuartGreenbaum)
Thepurposeofthiscourseistoprovidestudentswithaheightenedappreciationoftheroleofafinancialmanagerwithinafirmandtounderstandthetoolsandthenatureofthedecisionsthatfinancialmanagersmustmake.Paramounttothetopicisanunderstandingofwhatconstitutesa“good”manager.Atraditionalfinancecharacterizationofagoodmanagerisonewhoadoptsthemostfirm-value-maximizingprojectsintheinterestsofmaximizingcurrentshareholders’wealth(e.g.Brealey,Myers,andAllen,pp20-28).Thismodelissometimescalledtheshareholderprimacymodel.Analternativemodel,frequentlytermedthestakeholdermodel,arguesthatagoodmanagerisonewhoeffectivelymaximizesthejointutilityofallfirm-stakeholders.Asubstantialliteraturehasevolvedhighlightingthetensionsbetweenthetwomodels.Thegoalofthiscourseistoexposestudentstobothofthesemodelsinthecontextofatraditionalcore-MBAfinanceclass.Theintentisforstudentstoleavethecourseunderstandinginwhichsituationstheactionsofstakeholder-focusedmanagersandshareholder-focusmanagerswillbethesameandinwhichsituationstheactionscouldbedifferent.Inparticular,studentswillappreciatethatincreasedattentiontotheinterestsofallstakeholdersisfrequentlyessentialtomaximizingthelong-termvalueofthefirmandthereforecurrentshareholderwealth.
First,IshouldplacethiscoursewithinthecontextoftheMBAcurriculumatWashingtonStateUniversity,Vancouver(WSUV).TheMBAatWSUVisfocusedonthestakeholdermodelofthefirmandthereisonlyonegraduate-levelfinancecourseoffered.Giventhatstudentsdonothavealternativesourcesfortopicssuchascapitalstructure,payoutpolicy,practicalcapitalbudgetingissues,agencyandgovernanceissues,andthemarketforcorporatecontrolasubstantialportionofthiscourseisdedicatedtothespecificsofthesetopics.However,thelensthroughwhichweexaminethesetopicsincludesastrongelementofstakeholderinterestsintheefforttomaximizefirmvalue.
Thiscoursealsoreflectsmyunderstandingandinterpretationofthestakeholdermodel,especiallyasitrelatestoshareholderprimacyandfirm-valuemaximization.IhavefoundMichaelJensen’s“Maximization,StakeholderTheory,andtheCorporateObjectiveFunction”particularlyinfluentialinthisprocess.Asatraditionally-trainedfinancialeconomist,Ihaveanundoubtedlybiasedviewtowardstheshareholderprimacymodelandhavelikelysoughtoutthoseelementsofthestakeholdermodelthatfitmostseamlesslyintotheformer.However,whatappearsevidentisthatinmany,andlikelymost,situationsinwhichatypicalMBAstudentwillfindhisorherselfmakinganimportantdecision,thecorrectapplicationofthestakeholderandshareholdermodelswillleadtoasimilardecision.Thus,atapracticallevel,myeffortsarebetterplacedintryingtoequipstudentswithsuperiortoolswithwhichtoidentifyandanalyzetheeconomiceffectsoftheirdecisionsonvariousstakeholdersratherthanenterthemintotheimportantdebatebetweenthetwotheories.
Module1ofthecourseisdedicatedtoreviewofthematerialmoststudentswouldreceiveinanundergraduate-levelintroductoryfinancialmanagementcourse.Thesetopicsincludetimevalueofmoney,basiccash-flow-basedassetvaluationmechanics,anunderstandingoftherelationbetweenriskandrewardbasedontheCAPM,estimationofprojectandfirm-levelcostofcapital,andbasiccapitalbudgetingtoolsincludingNPVandIRRanalysis.StudentwillalsoreadtheGrahamandHarvey(2001)surveypieceofCFOs,whichprovidesanimportantreferencepiecethroughoutthecoursetomapthecontentsofthecoursetoactualpractice.
Module2introducesstu
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