MBA BUSI 607: Financial Management Sites. oo le.com/ site/ dr ohnlaski Web Site Contents Instructor's Notes Course Slides Cases and Course Information Course Objective The objective of BUSI 670 (Financial Management) is to further develop a student 9s financial management skills, as well as develop an appreciation of the theories guiding financial management decisions. Objective/Learning Outcome (Assessment Method) 1.
Determine whether a firm should undertake a project 3 complex capital budgeting decisions in conjunction with risk analysis (Exams, Cases) 2. Analyze and evaluate a firm using the free cash flow method (Exams, Cases) 3. Construct pro forma financial statements and determine a firm 9s external financing needs (Exams, Cases) 4.
Determine a firm 9s optimal capital structure (and understand the theories/ concepts behind the decision) (Exams, Cases) 5. Determine a firm 9s dividend policy and understand the pros/ cons of such a policy ( Exams, Cases) 6. Determine whether a firm should lease/ buy an asset (Exams, Cases) 7.
To understand the legal, regulatory and global aspects of financial management. (Exams, Cases) 8. Effectively communicate your ideas in a professional manner (Cases, Exams) 9.
Enhance your critical thinking skills and reasoning ability (Exams, Cases) Managerial Finance, ( required ) ISBN: 0-201- 78479-3 Most edition(s), ... more. less.
2003 et al, Addison Wesley Finance Cases cbuild-a-book , d McGraw Hill, 2002 ( required ) * purchase older edition as used for reference only (don 9t pay a lot for the text) Effective Use of a Financial Calculator (optional ) by P. Hall 4only covers the TI BAII+, HP 10B and HP 17BII A financial calculator is required! Some recommended models include: TI BAII+, TI 83 Plus, HP10B, HP17B, and HP19B.<br><br> Several of these models are programmable; however, you will not be allowed to program them for the exams in this course. Nature of the Course This course is fast- paced. You will benefit greatly from having read the chapter prior to my lecture.<br><br> I will lecture assuming you have done so. Office Hours: Friday Noon 3 8 p.m. (other by appointment only) Office email: email@example.com Office Location: 361 Broadway, NYC, Suite 513 Personal email: firstname.lastname@example.org Assessment Method & Weight Exam 1 30% Exam 2 30% Cases 40% Presentation (10%) Written (30%) Exams There will be two exams, each worth 100 percentage points.<br><br> The exams will consist of essay questions and problems. I may provide a list of potential exam questions about a week before each exam. From the list of questions provided, I will ask 8 questions per exam.<br><br> Make every effort to be in class during exam days. If you must miss an exam due to UNAVOIDABLE circumstances (a death in the family, a jail sentence, nuclear war, or something of similar magnitude) notify me as soon as possible so that we may schedule a make-up. Cases The directed cases allow the students the opportunity to apply the skills acquired in the course to a 8real-life 9 scenario, and also evaluate your ability to coherently present this information in a professional format.<br><br> I don 9t mind offering suggestions or pointing you in the right direction. I am interested in your being able to complete the cases (correctly) and gaining a great deal of understanding as to the type of analysis needed to correctly evaluate the cases. When preparing the cases, keep in mind the following: 1.<br><br> Be very thorough 4definitely answer all the questions asked and be prepared to field questions from the audience related to those questions and any other issues in the case. 2. Carefully read the entire case (including the questions) before beginning to work the case.<br><br> 3. Many of the cases were designed assuming the students had access to a spreadsheet model. This spreadsheet model is not available, so each team must create/ replicate the data provided in the case (if necessary) and create their own spreadsheet models.<br><br> Thus, some of the cases may state, cIf you are using the spreadsheet model& d You are using the model, it 9s just self-created. When designing your spreadsheet, be sure the spreadsheet is adaptable to the manipulation of variables. A spreadsheet, if poorly designed, can cause havoc in your analysis.<br><br> " Your spreadsheet(s) should be emailed to me the day after your presentation so that I can check your work or determine where errors lie. 4. The nature of the cases causes them to be somewhat vague on certain points.<br><br> You may have to make assumptions about various issues, which is fine. Just state your assumptions so that I can duplicate your work, if needed. 5.<br><br> Each team member will receive the same grade for the written portion of the case, but may receive different scores for the presentation of the case. 6. Due to the nature of the course (short five- week time frame) some cases may be presented only one or two days after the material is covered in class.<br><br> I have made an effort to prevent this from occurring, but in some situations it may be unavoidable. Therefore, each team should immediately begin reviewing their case as soon as case assignments are made. 7.<br><br> Each team must: a) Submit a professional quality report to me thoroughly responding to the questions contained in the case. b) Present the results of your analysis to the class (approximately 30 minutes) and field questions during the Q/A session that follows (approximately 20 minutes). " Use the first 5 minutes or so to c set-up d the case 4discuss the issues at hand so that everyone has a broad overview of the case and your objective .<br><br> 8. Other students must read/ work each case (at least calculate numbers and review answers to non-numerical questions). The audience members are expected to participate in the Q/ A session at the end of each case.<br><br> I may ask audience members questions about the case, also. Session* Subject Covered Suggested Problems** 1 Course Introduction Chapter: Overview of Financial Mgt Time Value of Money (TVM) Review 2 Chapter: Risk and Return 3 Chapter: Capital Budgeting: Decision Criteria 3 Chapter: Capital Budgeting: Estimating Cash Flows and Analyzing Risk (ethics) 4 Chapter: Option(s) 5 Exam 1 (Overview, TVM, Capital Budgeting, R&R, Options) Chapter: Determining the Cost of Capital 6 Chapter: Financial Planning & Forecasting Financial Statements (legal and regulatory issues) 7 Chapter: Capital Structure Decisions: Part I 8 Chapter: Capital Structure continued Case: TBD 9 Case: TBD Case: TBD 10 Final Exam Presentations Hand in all outstanding work Extra credit Case: TBD Case: TBD Exam Final Exam 2 Hours *The information scheduled to be covered on a particular date may change due to the pace of the course. I NFORMATION AT THE C OLLEGE W EBSITE Point your browser to http:/ / nyack.edu Click on drop down box for MBA Program Click appropriate information tab (i.e.<br><br> Syllabus, Booklist, Schedule, etc.) Click the COURSES tab to access the Course Catalog Note Nyack College Policies regarding plagiarism, attendance, special needs, et al. Professor reserves the right to change the syllabus and/or course content without notice. <br><br>