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1. AGENCY THEORY
Agency theory suggests that the firm can be viewed as a nexus of contracts
(loosely defined) between resource holders. An agency relationship arises
whenever one or more individuals, called principals, hire one or more other
individuals, called agents, to perform some service and then delegate decision-
making authority to the agents. The primary agency relationships in business are
those (1) between stockholders and managers and (2) between debt-holders and
stockholders. These relationships are not necessarily harmonious; indeed, agency
theory is concerned with so-called agency conflicts, or conflicts of interest between
agents and principals. This has implications for, among other things, corporate
governance and business ethics. When agency occurs it also tends to give rise to
agency costs, which are expenses incurred in order to sustain an effective agency
relationship (e.g., offering management performance bonuses to encourage
managers to act in the shareholders' interests i.e., SWM). Accordingly, agency
theory has emerged as a dominant model in the financial economics literature, and
is widely discussed in business ethics texts.
CONFLICTS BETWEEN MANAGERS AND SHAREHOLDERS
Agency theory raises a fundamental problem in organizations—self-interested
behaviour. A corporation's managers may have personal goals that compete with
the owner's goal of maximization of shareholder wealth. Since the shareholders
authorize managers to administer the firm's assets, a potential conflict of interest
exists between the two groups.
SELF-INTERESTED BEHAVIOR
Agency theory suggests that, in imperfect labour and capital markets, managers
will seek to maximize their own utility at the expense of corporate shareholders.
Agents have the ability to operate in their own self-interest rather than in the best
interests of the firm because of asymmetric information (e.g., managers know
better than shareholders whether they are capable of meeting the shareholders'
objectives) and uncertainty (e.g., myriad factors contribute to final outcomes, and it
may not be evident whether the agent directly caused a given outcome, positive or
negative). Evidence of self-interested managerial behaviour includes the
consumption of some corporate resources in the form of perquisites and the
avoidance of optimal risk positions, whereby risk-averse managers bypass
profitable opportunities in which the firm's shareholders would prefer they invest.
Outside investors recognize that the firm will make decisions contrary to their best
interests. Accordingly, investors will discount the prices they are willing to pay for
the firm's securities.
A potential agency conflict arises whenever the manager of a firm owns less than
100 percent of the firm's common stock. If a firm is a sole proprietorship managed
by the owner, the owner-manager will undertake actions to maximize his or her
own welfare. The owner-manager will probably measure utility by personal
wealth, but may trade off other considerations, such as leisure and perquisites,
against personal wealth. If the owner-manager forgoes a portion of his or her
ownership by selling some of the firm's stock to outside investors, a potential
conflict of interest, called an agency conflict, arises. For example, the owner-
manager may prefer a more leisurely lifestyle and not work as vigorously to
maximize shareholder wealth, because less of the wealth will now accrue to the
owner-manager. In addition, the owner-manager may decide to consume more
perquisites, because some of the cost of the consumption of benefits will now be
borne by the outside shareholders.
In the majority of large publicly traded corporations, agency conflicts are
potentially quite significant because the firm's managers generally own only a
small percentage of the common stock. Therefore, shareholder wealth
maximization could be subordinated to an assortment of other managerial goals.
For instance, managers may have a fundamental objective of maximizing the size
of the firm. By creating a large, rapidly growing firm, executives increase their
own status, create more opportunities for lower- and middle-level managers and
salaries, and enhance their job security because an unfriendly takeover is less
likely. As a result, incumbent management may pursue diversification at the
expense of the shareholders who can easily diversify their individual portfolios
simply by buying shares in other companies.
Managers can be encouraged to act in the stockholders' best interests through
incentives, constraints, and punishments. These methods, however, are effective
only if shareholders can observe all of the actions taken by managers. A moral
hazard problem, whereby agents take unobserved actions in their own self-
interests, originates because it is infeasible for shareholders to monitor all
managerial actions. To reduce the moral hazard problem, stockholders must incur
agency costs.
COSTS OF SHAREHOLDER-MANAGEMENT CONFLICT
Agency costs are defined as those costs borne by shareholders to encourage
managers to maximize shareholder wealth rather than behave in their own self-
interests. The notion of agency costs is perhaps most associated with a seminal
1976 Journal of Finance paper by Michael Jensen and William Meckling, who
suggested that corporate debt levels and management equity levels are both
influenced by a wish to contain agency costs. There are three major types of
agency costs:
1. Expenditures to monitor managerial activities, such as audit costs;
2. Expenditures to structure the organization in a way that will limit undesirable
managerial behaviour, such as appointing outside members to the board of
directors or restructuring the company's business units and management hierarchy;
and
3. Opportunity costs which are incurred when shareholder-imposed restrictions, such
as requirements for shareholder votes on specific issues, limit the ability of
managers to take actions that advance shareholder wealth.
In the absence of efforts by shareholders to alter managerial behaviour, there will
typically be some loss of shareholder wealth due to inappropriate managerial
actions. On the other hand, agency costs would be excessive if shareholders
attempted to ensure that every managerial action conformed to shareholder
interests. Therefore, the optimal amount of agency costs to be borne by
shareholders is determined in a cost-benefit context—agency costs should be
increased as long as each incremental dollar spent results in at least a dollar
increase in shareholder wealth.
MECHANISMS FOR DEALING WITH SHAREHOLDER-MANAGER
CONFLICTS
There are two polar positions for dealing with shareholder-manager agency
conflicts. At one extreme, the firm's managers are compensated entirely on the
basis of stock price changes. In this case, agency costs will be low because
managers have great incentives to maximize shareholder wealth. It would be
extremely difficult, however, to hire talented managers under these contractual
terms because the firm's earnings would be affected by economic events that are
not under managerial control. At the other extreme, stockholders could monitor
every managerial action, but this would be extremely costly and inefficient. The
optimal solution lies between the extremes, where executive compensation is tied
to performance, but some monitoring is also undertaken. In addition to monitoring,
the following mechanisms encourage managers to act in shareholders' interests: (1)
performance-based incentive plans, (2) direct intervention by shareholders, (3) the
threat of firing, and (4) the threat of takeover.
In the past, the likelihood of a large company's management being ousted by its
stockholders was so remote that it posed little threat. This was true because the
ownership of most firms was so widely distributed, and management's control over
the voting mechanism so strong, that it was almost impossible for dissident
stockholders to obtain the necessary votes required to remove the managers. In
recent years, however, the chief executive officers at American Express Co.,
General Motors Corp., IBM, and Kmart have all resigned in the midst of
institutional opposition and speculation that their departures were associated with
their companies' poor operating performance.
Hostile takeovers, which occur when management does not wish to sell the firm,
are most likely to develop when a firm's stock is undervalued relative to its
potential because of inadequate management. In a hostile takeover, the senior
managers of the acquired firm are typically dismissed, and those who are retained
lose the independence they had prior to the acquisition. The threat of a hostile
takeover disciplines managerial behaviour and induces managers to attempt to
maximize shareholder value.
2. EXPECTATION THEORY
The simplest of interest rate theories is the pure expectations theory which assumes
that the term structure of an interest contract only depends on the shorter term
segments for determining the pricing and interest rate of longer maturities. It
assumes that yields at higher maturities (such as that of 5, 10, or 30 year bonds),
correspond exactly to future realized rates, and are compounded from the yields on
shorter maturities. In other words, buying a ten year bond is equal to buying two
five year bonds in succession; you're as safe in a ten-year as in a five-year bond. At
a cursory consideration, this should indeed be the case. For instance, with the
government securities in the U.S. the only risk and rewards are born of the interest
rate return on the lent amount. There is no significant risk of default associated in
the transaction. Pure expectation theory also supposes that expectations of future
rates coincide exactly with future rates realized in time. The market is a perfect
predictor of future supply and demand. The pure expectations theory is in some
ways similar to the efficient market hypothesis, in that it assumes a perfect market
environment where expectations are just about the only determinant of future
prices.
From these basic assumptions, the pure expectations theory (PET) posits that
future interest rates on longer maturities depend only the rates of previous periods.
To calculate the yields on a 3-year bond, for example, all that you need to do is to
take the geometric mean of one-year yields on the first, second, and third years;
there's no external component independent of the yields that goes into the
calculation of the yield curve. The term structure is substitutable. A contract on a
three-year term serves exactly the same purpose as one on 3-months aside from the
difference in interest rates, and as such, it is valued as if made of successive
contracts combined to form the rate on the third year. You can either a buy a two-
year bond, or two one year bonds successively, the result will be the same with
respect to return.
The yield curve shows the various yields that are currently being
offered on bonds of different maturities. It enables investors at a quick glance to
compare the yields offered by short-term, medium-term and long-term bonds.
The yield curve can take three primary shapes. If short-term yields are lower than
long-term yields (the line is sloping upwards), then the curve is referred to a
positive (or "normal") yield curve. Below you will find an example of a normal
yield curve.
The expectation theory supports the upward sloping yield curve since investors
always expect the short-term rates to increase in the future. This implies that the
long-term rates will be higher than the short-term rates. But in the present value
terms, the return from investing in a long-term security will equal to the return
from investing in a series of a short-term security.
It is not hard to see that the pure expectations theory is similar to a pure intellectual
exercise. It is rare to achieve the perfect results of this theory where today's
predicted rates over different maturities exactly match future realized spot rates. In
addition, although the theory explains the simultaneous movement of rates, and
also the relationship between the long and short terms well, it does not say
anything about why the yield curve has an upward slope most of the time, that is,
why longer term maturities command a higher interest rate in comparison to the
short term. Since we noted that all maturities are equivalent in function, the slope
is equally likely to be upwards as downwards (in tune with the boom-bust cycle,
and rising and falling future rate expectations.), but this is not the case. Clearly,
investors attach a higher risk to longer maturities due to some intrinsic factor not
explained or predicted by the pure expectations theory.
The firm incurs a cost known as holding cost for maintaining the cash balance. It is
known as opportunity cost, the return inevitable on the marketable securities.
Equational Representations in Baumol Model of Cash Management:
Holding Cost = k(C/2)
Transaction Cost = F(T/C)
Total Cost = k(C/2) + F(T/C)
C = target cash balance
F = Fixed cost of a transaction
T = total amount of cash needed over a year
k = opportunity cost of holding cash (annual rate)
Optimum level of cash balance
As the demand for cash, ‘C’ increases, the holding cost will also increase and the
transaction cost will reduce because of a decline in the number of transactions.
Hence, it can be said that there is a relationship between the holding cost and the
transaction cost.
The optimum cash balance, C* is obtained when the total cost is minimum.
The optimal level of cash is determined using the following formula:
Optimal level of cash = √ (2FT / k)
With the increase in the cost per transaction and total funds required, the optimum
cash balance will increase. However, with an increase in the opportunity cost, it
will decrease.
LIMITATIONS OF THE BAUMOL MODEL
1. It does not allow cash flows to fluctuate.
2. Overdraft is not considered.
3. There are uncertainties in the pattern of future cash flows.
MANAGEMENT
Overview of Miller and Orr Model of Cash Management
The Miller and Orr model of cash management is one of the various cash
management models in operation. It is an important cash management model as
well. It helps the present day companies to manage their cash while taking into
consideration the fluctuations in daily cash flow.
Description of the Miller and Orr Model of Cash Management
As per the Miller and Orr model of cash management the companies let their cash
balance move within two limits - the upper limit and the lower limit. The
companies buy or sell the marketable securities only if the cash balance is equal to
any one of these.
When the cash balances of a company touches the upper limit it purchases a certain
number of saleable securities that helps them to come back to the desired level. If
the cash balance of the company reaches the lower level then the company trades
its saleable securities and gathers enough cash to fix the problem.
It is normally assumed in such cases that the average value of the distribution of
net cash flows is zero. It is also understood that the distribution of net cash flows
has a standard deviation. The Miller and Orr model of cash management also
assumes that distribution of cash flows is normal.
Equational Representations in Miller and Orr model of cash management:
Target cash balance (Z):
Where,
TC = transaction cost of buying or selling securities
V = variance of daily cash flows
r = daily return on short-term investments
L = minimum cash requirement
The upper limit for the cash account (H) is determined by the equation:
H = 3Z - 2L
Application of Miller-Orr model of cash management
The Miller and Orr model of cash management is widely used by most business
entities. However, in order for it applied properly the financial managers need to
make sure that the following procedures are followed:
Finding out the approximate prices at which the saleable securities could be sold
or brought
Deciding the minimum possible levels of desired cash balance
Checking the rate of interest
Calculating the Standard Deviation of regular cash flows
This proves that the use of additional financial leverage (debt) causes the value of
the firm to increase and the overall cost of capital to decrease.
⇒ $400,000-$200,000 ⇒ $200,000
REFERENCE
Financial Management by I. M. Pandey
Financial Management by Prasanna Chandra
Financial Management by M.Y.Khan and P.K.Jain
www.books.google.co.in
www.google.com
www.wikipedia.com
www.investopedia.com
www.moneychimp.com