Vroom-Jago Leadership Model Based on the Vroom-Yetton Model Normative model or set guidelines Situations determine appropriateness of degrees of participative decision-making No one single leadership style was appropriate Leader needs to be flexible to change styles to fit specific situations

Types of Decisions Programmed Nonprogrammed Repetitive and routine Novel and unstructured decisions and where a decisions required for definitive procedure is unique and complex developed to handle them management problems. McGraw-HillInwin

Managing Organizational Change Change is an inevitable, pervasive, persistent, and permanent condition for all organizations Organizations' futures depend on their ability to master change Effective managers must view managing planned

Topics Covered Discounted Cash Flows. NetProfits OIncremental Cash Flows STreatment of Inflation Separation of Investment Financing Decisions SExample: Blooper Industries Irwin/McGraw-Hill

Topics Covered Rates of Return 973 Years of Capital Market History Measuring Risk Risk Diversification Thinking About Risk

Measuring Beta Portfolio Betas CAPM and Expected Return Security market Line Capital Budgeting and Project Risk

Organizing Business The Role of The Financial Manager Financial Markets Who Is The Financial Manager Corporate Goals Incentives Value Maximization

Venture Capital The Initial Public Offering The Underwriters General Cash Offers The Private Placement

Call Option Right to buy an asset at a specified exercise price on or before the exercise date. Put Option Right to sell an asset at a specified exercise price on or before the exercise date

The Market for Corporate Control Sensible Motives for mMergers Dubious Reasons for Mergers Evaluating Mergers Merger Tactics Leveraged Buy-Outs Mergers and the Economy