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Chapter 2 - Answer

The document is a solutions manual that provides answers to review questions about the relationship between organizational strategy, financial objectives, and other organizational goals. It discusses: 1) The appropriate goal for non-profit organizations is to maximize equity value, not minimize costs. 2) Stock value reflects all future cash flows, so the statement that stock value only reflects short-term performance is false. 3) CEO compensation should be based on long-term stock performance over many years, not short-term gains, to incentivize long-term decision making.

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2K views

Chapter 2 - Answer

The document is a solutions manual that provides answers to review questions about the relationship between organizational strategy, financial objectives, and other organizational goals. It discusses: 1) The appropriate goal for non-profit organizations is to maximize equity value, not minimize costs. 2) Stock value reflects all future cash flows, so the statement that stock value only reflects short-term performance is false. 3) CEO compensation should be based on long-term stock performance over many years, not short-term gains, to incentivize long-term decision making.

Uploaded by

wynellamae
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© © All Rights Reserved
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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Solutions Manual

CHAPTER 2
RELATIONSHIP OF FINANCIAL OBJECTIVES
TO ORGANIZATIONAL STRATEGY ANDOTHER
ORGANIZATIONAL OBJECTIVES
SUGGESTED ANSWERS TO THE REVIEW QUESTIONS
I. Questions
1. Such organizations frequently pursue social or political missions, so
many different goals are conceivable. One goal that is often cited is
revenue minimization; i.e., provide whatever goods and services are
offered at the lowest possible cost to society. A better approach might be
to observe that even a not-for-profit business has equity. Thus, one
answer is that the appropriate goal is to maximize the value of the equity.
2. Presumably, the current stock value reflects the risk, timing, and
magnitude of all future cash flows, both short-term and long-term. If this
is correct, then the statement is false.
3. The board of directors should set CEO compensation dependent on how
well the firm performs. The compensation package should be sufficient
to attract and retain the CEO but not go beyond what is needed.
Compensation should be structured so that the CEO is rewarded on the
basis of the stocks performance over the long run, not the stocks price
on an option exercise date. This means that options (or direct stock
awards) should be phased in over a number of years so the CEO will
have an incentive to keep the stock price high over time. If the intrinsic
value could be measured in an objective and verifiable manner, then
performance pay could be based on changes in intrinsic value. However,
it is easier to measure the growth rate in reported profits than the intrinsic
value, although reported profits can be manipulated through aggressive
accounting procedures and intrinsic value cannot be manipulated. Since
intrinsic value is not observable, compensation must be based on the
stocks market pricebut the price used should be an average over time
rather than on a specific date.

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Chapter 2

Relationship of Financial Objectives to Organizational Strategy

4. Stockholder wealth maximization is a long-term goal. Companies, and


consequently the stockholders, prosper by management making decisions
that will produce long-term earnings increases. Actions that are
continually shortsighted often catch up with a firm and, as a result, it
may find itself unable to compete effectively against its competitors.
There has been much criticism in recent years that firms are too short-run
profit-oriented. A prime example is the auto industry, which has been
accused of continuing to build large gas guzzler automobiles because
they had higher profit margins rather than retooling for smaller, more
fuel-efficient models.
5. Useful motivational tools that will aid in aligning stockholders and
managements interests include: (1) reasonable compensation packages,
(2) direct intervention by shareholders, including firing managers who
dont perform well, and (3) the threat of takeover.
The compensation package should be sufficient to attract and retain able
managers but not go beyond what is needed. Also, compensation
packages should be structured so that managers are rewarded on the basis
of the stocks performance over the long run, not the stocks price on an
option exercise date. This means that options (or direct stock awards)
should be phased in over a number of years so managers will have an
incentive to keep the stock price high over time. Since intrinsic value is
not observable, compensation must be based on the stocks market price
but the price used should be an average over time rather than on a
specific date.
Stockholders can intervene directly with managers. Today, the majority
of stock is owned by institutional investors and these institutional money
managers have the clout to exercise considerable influence over firms
operations. First, they can talk with managers and make suggestions
about how the business should be run. In effect, these institutional
investors act as lobbyists for the body of stockholders. Second, any
shareholder who has owned 2,000 of a companys stock for one year
can sponsor a proposal that must be voted on at the annual stockholders
meeting, even if management opposes the proposal.
Although
shareholder-sponsored proposals are non-binding, the results of such
votes are clearly heard by top management.

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Relationship of Financial Objectives to Organizational Strategy

Chapter 2

If a firms stock is undervalued, then corporate raiders will see it to be a


bargain and will attempt to capture the firm in a hostile takeover. If the
raid is successful, the targets executives will almost certainly be fired.
This situation gives managers a strong incentive to take actions to
maximize their stocks price.
6. a. Corporate philanthropy is always a sticky issue, but it can be justified
in terms of helping to create a more attractive community that will
make it easier to hire a productive work force. This corporate
philanthropy could be received by stockholders negatively,
especially those stockholders not living in its headquarters city.
Stockholders are interested in actions that maximize share price, and
if competing firms are not making similar contributions, the cost of
this philanthropy has to be borne by someone - the stockholders.
Thus, stock price could decrease.
b. Companies must make investments in the current period in order to
generate future cash flows. Stockholders should be aware of this, and
assuming a correct analysis has been performed, they should react
positively to the decision. Assuming that the correct capital budgeting
analysis has been made, the stock price should increase in the future.
c. Government treasury bonds are considered safe investments, while
common stocks are far more risky. If the company were to switch
the emergency funds from treasury bonds to stocks, stockholders
should see this as increasing the firms risk because stock returns are
not guaranteed - sometimes they increase and sometimes they
decline. The firm might need the funds when the prices of their
investments were low and not have the needed emergency funds.
Consequently, the firms stock price would probably fall.
7. Earnings per share in the current year will decline due to the cost of the
investment made in the current year and no significant performance
impact in the short run. However, the companys stock price should
increase due to the significant cost savings expected in the future.
II. Multiple Choice Questions
1.
2.
3.
4.

D
C
D
A
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Chapter 2

5.

Relationship of Financial Objectives to Organizational Strategy

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