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We've seen that the financial manager acts in the best interests of the stockholders by taking actions that increase the value of the stock. However, we've also seen that in large corporations ownership can be spread over a huge number of stockholders. This dispersion of ownership arguably means that management effectively controls the firm. In this case, will management necessarily act in the best interests of the stockholders? Put another way, might not management pursue its own goals at the stockholders' expense? In the following pages, we briefly consider some of the arguments relating to this question. AGENCY RELATIONSHIPSThe relationship between stockholders and management is called an agency relationship. Such a relationship exists whenever someone (the principal) hires another (the agent) to represent his or her interests. For example, you might hire someone (an agent) to sell a car you own while you are away at school. In all such relationships, there is a possibility of conflict of interest between the principal and the agent. Such a conflict is called an agency problemThe possibility of conflict of interest between the stockholders and management of a firm.. agency problemThe possibility of conflict of interest between the stockholders and management of a firm. Suppose you hire someone to sell your car and agree to pay that person a flat fee when he or she sells the car. The agent's incentive in this case is to make the sale, not necessarily to get you the best price. If you offer a commission of, say, 10 percent of the sales price instead of a flat fee, then this problem might not exist. This example illustrates that the way in which an agent is compensated is one factor that affects agency problems. MANAGEMENT GOALSTo see how management and stockholder interests might differ, imagine that the firm is considering a new investment. The new investment is expected to favorably impact the share value, but it is also a relatively risky venture. The owners of the firm will wish to take the investment (because the stock value will rise), but management may not because there is the possibility that things will turn out badly and management jobs will be lost. If management does not take the investment, then the stockholders may lose a valuable opportunity. This is one example of an agency cost. More generally, the term agency costs refers to the costs of the conflict of interest between stockholders and management. These costs can be indirect or direct. An indirect agency cost is a lost opportunity, such as the one we have just described. Direct agency costs come in two forms. The first type is a corporate expenditure that benefits management but costs the stockholders. Perhaps the purchase of a luxurious and unneeded corporate jet would fall under this heading. The second type of direct agency cost is an expense that arises from the need to monitor management actions. Paying outside auditors to assess the accuracy of financial statement information could be one example. It is sometimes argued that, left to themselves, managers would tend to maximize the amount of resources over which they have control or, more generally, corporate power or wealth. This goal could lead to an overemphasis on corporate size or growth. For example, cases in which management is accused of overpaying to buy up another company just to increase the size of the business or to demonstrate corporate power are not uncommon. Obviously, if overpayment does take place, such a purchase does not benefit the stockholders of the purchasing company. Our discussion indicates that management may tend to overemphasize organizational survival to protect job security. Also, management may dislike outside interference, so independence and corporate self-sufficiency may be important goals. DO MANAGERS ACT IN THE STOCKHOLDERS' INTERESTS?Whether managers will, in fact, act in the best interests of stockholders depends on two factors. First, how closely are management goals aligned with stockholder goals? This question relates, at least in part, to the way managers are compensated. Second, can managers be replaced if they do not pursue stockholder goals? This issue relates to control of the firm. As we will discuss, there are a number of reasons to think that even in the largest firms, management has a significant incentive to act in the interests of stockholders. Managerial Compensation Management will frequently have a significant economic incentive to increase share value for two reasons. First, managerial compensation, particularly at the top, is usually tied to financial performance in general and often to share value in particular. For example, managers are frequently given the option to buy stock at a bargain price. The more the stock is worth, the more valuable is this option. In fact, options are often used to motivate employees of all types, not just top managers. For example, in 2001 Intel announced that it was issuing new stock options to 80,000 employees, thereby giving its workforce a significant stake in its stock price and better aligning employee and shareholder interests. Many other corporations, large and small, have adopted similar policies. The second incentive managers have relates to job prospects. Better performers within the firm will tend to get promoted. More generally, managers who are successful in pursuing stockholder goals will be in greater demand in the labor market and thus command higher salaries. In fact, managers who are successful in pursuing stockholder goals can reap enormous rewards. For example, the best-paid executive in 2005 was Terry Semel, the CEO of Yahoo!; according to Forbes magazine, he made about $231 million. By way of comparison, Semel made quite a bit more than George Lucas ($180 million), but only slightly more than Oprah Winfrey ($225 million), and way more than Judge Judy ($28 million). Over the period 2001–2005, Oracle CEO Larry Ellison was the highest-paid executive, earning about $868 million. Information about executive compensation, along with lots of other information, can be easily found on the Web for almost any public company. Our nearby Work the Web box shows you how to get started.
Control of the Firm Control of the firm ultimately rests with stockholders. They elect the board of directors, who in turn hire and fire managers. The fact that stockholders control the corporation was made abundantly clear by Steven Jobs's experience at Apple. Even though he was a founder of the corporation and was largely responsible for its most successful products, there came a time when shareholders, through their elected directors, decided that Apple would be better off without him, so out he went. Of course, he was later rehired and helped turn Apple around with great new products such as the iPod. An important mechanism by which unhappy stockholders can act to replace existing management is called a proxy fight. A proxy is the authority to vote someone else's stock. A proxy fight develops when a group solicits proxies in order to replace the existing board and thereby replace existing managers. For example, in early 2002, the proposed merger between Hewlett-Packard (HP) and Compaq triggered one of the most widely followed, bitterly contested, and expensive proxy fights in history, with an estimated price tag of well over $100 million. One group of shareholders, which included Walter B. Hewlett (a board member and heir to a cofounder of HP), opposed the merger and launched a proxy fight for control of HP. Another group, led by HP CEO Carly Fiorina, supported the merger. In a very close vote, Ms. Fiorina prevailed, the merger went through, and Mr. Hewlett resigned from the board.
Another way that managers can be replaced is by takeover. Firms that are poorly managed are more attractive as acquisitions than well-managed firms because a greater profit potential exists. Thus, avoiding a takeover by another firm gives management another incentive to act in the stockholders' interests. For example, in April 2006, the management of Arcelor SA was attempting to fight off a bid from rival steelmaker Mittal Steel Co. Arcelor's management undertook several steps in an attempt to defeat the €20.4 billion ($24.8 billion) bid. First, the company transferred its lucrative Canadian operations to a Dutch foundation. Next, the company increased its dividend and promised a special dividend to shareholders when Mittal dropped its bid or the takeover failed. These payments to shareholders meant that remaining with current management or siding with Mittal would be financially equivalent. Conclusion The available theory and evidence are consistent with the view that stockholders control the firm and that stockholder wealth maximization is the relevant goal of the corporation. Even so, there will undoubtedly be times when management goals are pursued at the expense of the stockholders, at least temporarily. STAKEHOLDERSOur discussion thus far implies that management and stockholders are the only parties with an interest in the firm's decisions. This is an oversimplification, of course. Employees, customers, suppliers, and even the government all have a financial interest in the firm. Taken together, these various groups are called stakeholdersSomeone other than a stockholder or creditor who potentially has a claim on the cash flows of the firm. in the firm. In general, a stakeholder is someone other than a stockholder or creditor who potentially has a claim on the cash flows of the firm. Such groups will also attempt to exert control over the firm, perhaps to the detriment of the owners. stakeholderSomeone other than a stockholder or creditor who potentially has a claim on the cash flows of the firm.
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