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The term financial manager refers to anyone responsible for a significant investment or financial decision. But only in the smallest firms is a single person responsible for all financial decisions. In most cases, responsibility is DISPERSED (Participle II). Top management is of course continuously INVOLVED (Participle II) in financial decisions. The marketing manager who commits to a major advertising campaign is also MAKING (Participle I) an important investment decision. Nevertheless there are some managers who specialize in finance. Their roles are SUMMERIZED (Participle II) in Figure 2. The treasurer is responsible for LOOKING (Gerund) after the firm’s cash, RAISING (Gerund) new capital, and MAINTAINING (Gerund) relationships with banks, stockholders, and other investors who hold the firm’s securities. For small firms, the treasurer is likely TO BE (Infinitive) the only financial executive. Larger corporations also have a controller, who prepares the financial statements, manages the firm’s internal accounting, and looks after its tax obligations. The treasurer and controller have different functions: The treasurer’s main responsibility is TO OBTAIN (Infinitive) and MANAGE (Infinitive) the firm’s capital, whereas the controller ensures that the money is USED (Participle II) efficiently. Still larger firms usually appoint a chief financial officer (CFO) TO OVERSEE (Infinitive) both thetreasurer’s and the controller’s work. The CFO is deeply INVOLVED (Participle II) in financial policy and corporate planning. Often he or she will HAVE (Infinitive) general managerial responsibilities beyond strictly financial issues and may also BE (Infinitive) a member of the board of directors.The controller or CFO is responsible for ORGANIZING (Gerund) and SUPERVISING (Gerund) the capital budgeting process. However, major capital investment projects are so closely TIED (Participle II) to plans for product development, production, and marketing that managers from these areas are inevitably DRAWN (Participle II) into PLANNING (Gerund) and ANALYZING (Gerund) the projects. If the firm has staff members SPECIALIZING (Participle I) in corporate planning, they too are naturally INVOLVED (Participle II) in capital budgeting. Because of the importance of many financial issues, ultimate decisions often rest by law or by custom with the board of directors. The financial manager stands between the firm’s operations and the financial (or capital) markets, where investors hold the financial assets ISSUED (Participle II) by the firm. The financial manager’s role is ILLUSTRATED (Participle II) in Figure 1, which traces the flow of cash from investors to the firm and back to investors again. The flow starts when the firm sells securities TO RAISE (Infinitive) cash (arrow 1 in the figure). The cash is USED (Participle II) TO PURCHASE (Infinitive) real assets USED (Participle II) in the firm’s operations. Later, if the firm does well, the real assets generate cash inflows which more than repay the initial investment. Finally, the cash is either REINVESTED (Participle II) or RETURNED (Participle II) to the investors who purchased the original security issue. Of course, the choice between arrows 4a and 4b is not completely free. For ex., if a bank lends money at stage 1,the bank has TO BE REPAID (Infinitive) the money plus interest at stage 4b. Flow of cash between financial markets and the firm’s operations. 68 Key:(1) Cash RAISED (Participle II) by SELLING (Gerund) financial assets to investors;(2) cash INVESTED (Participle II) in the firm’s operations and USED (Participle II) TO PURCHASE (Infinitive) real assets; (3) cash GENERATED (Participle II) by the firm’s operations;(4a) cash REINVESTED (Participle II);(4b) cash RETURNED (Participle II) to the investors.

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