Professional Documents
Culture Documents
Chapter 1
THE PROBLEM AND ITS BACKGROUND
Introduction
Cash is considered as the lifeblood of all business establishments,
whether small, medium or large in scale, it is the most vital asset which provides
the basis of its life. It should be managed efficiently to support the growth and
financial strength of the business, with sufficient cash a business has the ability
to buy almost any of the other resources.
Due to its vitality, cash management can be crucial and difficult up to a
point in which every decision can affect the business in a great degree. It is a key
component of ensuring a business stability and solvency. If at any time, a
business fails to pay an obligation when its due, the business is insolvent which
the primary reason why businesses go bankrupt. This is the reason why good
management of cash is required in running a business. Successfully managing
cash is an essential skill for small business developers because they typically
have less access to affordable credit and have significant amount of upfront
costs they need to manage while waiting for receivables. Cash management
involves a broad area of financing which includes the collection, handling, and
usage of cash. Wisely managing cash enables a business to meet unexpected
expenses in addition to handling regularly-occurring events.
that smaller-scale business entities play in the economy and society. More and
more people are becoming convinced that these entities can be a very effective
means of achieving, not only economic progress, but social goals as well. All of
these suggest a greater need to increase our understanding of the nature and
capabilities of small scale businesses in their cash management practices as well
as the common problems that they encounter. Some of the common problems a
small scale business owner faces are miscalculations and wrong allocation of
cash resulting in shortages and failure to meet necessary obligations.
Literature Review
Babil (2012) cited that cash management means the management of
liquidity in order to meet their day-to-day commitment.
Tonen (2007) the researcher stated that it is reasonable to expect that the
role of financial transactions in the cash management process in adding to firm
value has increased its importance and change the cash management behavior
of firms.
Pandey (2007) Cash is the important current asset for the operations of
the business which is the basic input needed to keep the business running on a
continuous basis: it is also the ultimate output expected to be realized by selling
the service or product manufactured by the firm. The firm should keep sufficient
cash, neither more nor less. Cash shortage will disrupt the firm's manufacturing
operations while excessive cash will simply remain idle without contributing
anything towards the firm's profitability. Thus, a major function of the financial
manager is to maintain a Sound cash position.
Isidro (2015) shared her views on the importance of cash. She stated that
Cash flow is an essential ingredient to the survival of your small business. It is
the flow of money in and out of your small business, and the quantity as well as
timing of that flow is critical to the continued operation of your business.
Cash helps your business purchase items it needs to produce products
and services for profit, thereby helping your business to generate more cash for
its operation. If customers are slow to pay or your pricing structure does not
adequately cover the cost of production, your business will not have enough cash
to continue operation. Even if your business is turning in a profit, you can still be
forced to close if your business runs out of cash!
Laudato (2013) stated that cash management offers a great deal of
importance in operating business. The business will not survive if the finance
manager does not know how to handle cash effectively.
She also mentioned in her study that the cash management is the
planning, controlling and accounting of cash transactions and cash balances.
Because the cash move so readily between bank accounts and financial assets,
cash management really means the management of all the resources.
According to Gitman (2006), You need to understand the difference
between strategic and operating plans, and the role of each; the importance of
focusing on the firms cash flows; and how use of pro forma statements can head
off trouble for the firm.
Tennet (2012) mentioned in his book, of all the resources cash is
probably the most important. With sufficient cash a business has the ability to
buy almost any other resources in which it may be deficient.
Richardson (2005) stated that cash management is the movement of
funds through financial institutions to optimize liquidity. It is the management of
corporate funds to increase interest income earned by maximizing investments
and/or reducing interest paid by minimizing borrowings.
He also mentioned that cash management is a financial discipline that
uses the same principles, regardless of the type of business, size or age of an
enterprise.
Cash management is not an accounting function. The accountant records
and reports transactions historically; the cash manager plans and executes these
financial transactions. Cash managers use techniques, products and services to
efficiently manage cash resources and satisfactorily resolve cash shortages
surpluses.
Morgan (2005) mentioned in his book that cash is one of your most
important assets and should be managed efficiently to support your growth and
financial strength.
Ward (2013) stated that cash flow management is the process of
monitoring, analyzing, and adjusting their business cash flows.
According to the study conducted by Leung (2005), cash plays a vital role
in a companys operation. It is used to pay wages and salaries, trade debts,
taxes and dividends. It not only enables the company to promptly pay its
creditors and suppliers so as to foster good relations but also lets the company
take advantage of favorable business opportunities. Most importantly, it keeps
the company liquid and prevents it from insolvency or bankruptcy. He also
mentioned the objectives of cash management: (a) to have sufficient cash for
operation in order to maintain liquidity; and (b) to invest excess cash for a return.
It was also mentioned that cash is the most active item on the
accounting statements. The movement of cash completes almost all purchases
and sales transactions. Purchases of goods and services normally results in cash
payments; sales normally result in cash receipts. Cash more than any other
asset, is the item involved in business transactions. This is due to the nature of
the business transactions which include a price and condition calling for
settlement in terms of the medium of exchange.
In striking contrast to the activity of cash is its unproductive nature. Since
cash is the measure of value, it cannot expand or grow unless it is converted into
some other properties. Excessive cash balances of cash on hand are often
referred to as idle cash. Efficient cash management requires that available cash
be continuously working in one of several ways for example, as part of the
operating cycle or as a short term or long term investment because of the high
value of money in relation to its mass, its easy transferability, and other obvious
characteristics, it is the asset most susceptible to improper diversion and used by
task because it is the most important yet least productive asset that a small
business owns. A business must have enough cash to meet its obligations or it
will be declared bankrupt. Creditors, employees and lenders expect to be paid on
time and cash is the required medium of exchange, however, some firms retain
an excessive amount of cash to meet any unexpected circumstances that might
arise. These dormant cash have an income-earning potential that owners are
ignoring and this restricts a firms growth and lowers its profitability. Investing
cash, even for a short time, can add to companys earning. Proper cash
management permits the owner to adequately meet cash demands of the
business, avoid retaining unnecessarily large cash balances and stretch the profit
generating power of each dollar the business owns.
Cash management is particularly important for new and growing
businesses. Davidson et al, (2005) indicated in their book that cash flow can be
a problem even when a small business has numerous clients, offers a superior
product to its customers, and enjoys a sterling reputation in its industry.
Companies suffering from cash flow problems have no margin of safety in case
of unanticipated expenses. They also may experience trouble in finding the funds
for innovation or expansion. Finally, poor cash flow makes it difficult to hire and
retain good employees.
Cash management has four major functions; determination of minimum
cash balances, effective borrowing, advantageous investment of excess cash,
and acceleration of cash flow.
1
0
1
1
Theoretical Framework
In financial theory, researchers will be interested in how cash and other
liquid assets affect firm value and the optimal capital structure of a firm. Cash
management is expected to play a key role in creating stockholder value. That is
why it is important to find new evidence of cash management behavioral
dimensions that cause the creation or destruction of shareholder value. Morris
(1983) integrated operating cash flow activities into the risk and return
framework. In this statement, the cash management policy of the firm will
assume to be of the Miller and Orr type. Sartoris and Hill (1983) integrated shortrun cash inflows and outflows into the net present value model. They have
showed that the changes in cash management policies have a direct effect on
the value of the firm.
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.
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
1
2
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.
1
3
Conceptual Framework
The conceptual framework showed the scope and direction of the study.
The paradigm consisted of two frames which showed the independent variable in
the left, which is the business profile of the respondents, and the second one in
the right showed the dependent variable, cash management in selected small
scale business establishments in Pangil, Laguna. The lines connecting the two
frames showed the relationships that exist among variables.
Independent Variable
Common problems
encountered in cash
management
Dependent Variable
Levels of cash
management practices in
selected small scale
business establishments
in Pangil, Laguna in term
of:
Forecasting
Receiving
Disbursing
Controlling
Investing
1
4
Research Hypothesis
H0 There is no significant relationship between the common problems
encountered and the levels of cash management practices.
Significance of the Study
1
5
1
6
To have better understanding of the texts which were used in this study,
the researchers defined the following terms:
Cash. refers to money in the form of coins and bills as distinct from money
orders or credit.
Cash Management. refers to the way in which a person or organization
manages money.
Small Scale businesses. refers to businesses in Pangil, Laguna with less
than 500 employees and had a starting capital of not more than 5 million pesos.
Forecasting. refers to the prediction of future developments, an
estimation of what is likely to happen in the future, especially in cash
management for the selected small scale business establishments in Pangil,
Laguna.
Receiving. refers to the acquisition of cash by the selected small scale
business establishments in Pangil, Laguna.
Disbursing. refers to the paying out of money of the selected small scale
business establishments in Pangil, Laguna.
Controlling. The act of managing cash by the selected small scale
business establishments in Pangil, Laguna.
Investing. The act of using cash in order to buy something, especially one
that will be used by the business for a long time.
1
7
Chapter 2
RESEARCH DESIGN AND METHODOLOGY
This chapter presented the research design, research procedure,
respondents of the study, sampling techniques, research instruments, and
statistical tools that were used in the study.
Research Design
The researchers employed descriptive method of research in describing
and presenting the results of this study entitled Cash Management practices of
selected small scale business establishments in Pangil, Laguna.
The descriptive method included techniques that were used to summarize and
describe numerical data for the purpose of easier interpretation (Kazmier, 2004).
Respondents of the Study
The respondents of the study were the registered business establishments
that were classified as micro to small scale in selected areas in Pangil, Laguna.
The researchers chose a total of 10 respondents for the investigation.
Sampling Techniques
Quota sampling was chosen as the sampling technique. This sampling
technique is useful when time is limited, a sampling frame is not available, the
research budget is very tight or when detailed accuracy is not important.
Gantt chart
Activity Description
Construction of the
literature review
Construction of the
questionnaire
5 Colloquium
6
Distribution of
questionnaires
Analysis and
interpretation of data.
9 Final Defense
Figure 2 below showed the Gantt chart of the study. The preparation for the
study lasted for ten (10) months which started from gathering the necessary data
for the construction of chapters 1 and 2 up to final defense.
Budgetary Requirements
Estimated cost
Transportation
P 100.00
Computer rentals
P 350.00
P 250.00
Other expenses
P 100.00
Total
P 800.00
Range Interval
Verbal Interpretation
4.51 5.00
Always
3.51 4.50
Oftentimes
2.51 3.50
Sometimes
1.51 2.50
Seldom
1.00 - 1.50
Never
Statistical Tools
The data that were gathered in this study were treated statistically. Varied
statistical tools were employed for the resulting data in different parts of this
research instrument. The researchers utilized percentage, weighted mean, and
chi-square to treat the following variables.
STATISTICAL TOOLS
Variable
1. Demographic profile of the
business
Statistical Tools
Frequency, Percentage, Rank
Weighted mean, Rank
Chi-Square
Chapter 3
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This chapter presents, analyzes, and interprets the data gathered to
determine the relationship between the common problems encountered and the
levels of cash management practices.
The findings are presented in the same order as outlined in the statement
of the problem discussed in chapter 1.
1. Business Profile of the Respondents
All the respondents in this study are categorized into micro to small scale
business. Their business profiles are explained further in this study.
Table 1: Form of Business
Form of business
Frequency
Percentage
Rank
Sole Proprietorship
90%
Partnership
10%
Total
10
100%
Table 1 shows the form of the business of the respondents. Ninety per
cent of the respondents, with a frequency of nine, and ranked as first, were
engaged in sole proprietorship and only ten per cent, with a frequency of one,
which was ranked as second, was engaged in partnership. Sole proprietorship
form of business was more common among the respondents.
Table 2: Nature of the Business
Nature of the
business
Frequency
Percentage
Rank
Retailing
40%
Manufacturing
10%
Service
50%
Total
10
100%
Table 2 shows the nature of the business of the respondents. Fifty per
cent of the respondents, with a frequency of five, and ranked as first, were
engaged in service, forty per cent, with a frequency of four, which was ranked as
second, were engaged in retailing and only ten per cent, with a frequency of one,
and ranked as third, was engaged in manufacturing. Most of the respondents
were engaged in service.
Table 3: Years in existence
Years in existence
Frequency
Percentage
Rank
less than 5
30%
5 - 10 years
50%
11 - 20 years
10%
3.5
21 and above
10%
3.5
Total
10
100%
Table 3 shows the length of time the business of the respondents has
existed. Fifty per cent of the respondents, with a frequency of five, and ranked
as first, have been in business for 5 - 10 years, thirty per cent
of the
Frequency
Percentage
Rank
30%
P 10,001 - 25,000
50%
P 25,001 - 40,000
10%
3.5
10%
3.5
Total
10
100%
Table 4 shows the average monthly profit of the respondents. Five of the
respondents, with the percentage of fifty, ranked as one, have a monthly profit
Frequency
Percentage
Rank
90%
P50,001 - 500,000
10%
Total
10
100%
Weighted
Mean
2.3
Seldom
Miscalculations
1.7
Seldom
8.5
1.7
Seldom
8.5
Seldom
6.5
Cash overages
2.5
Sometimes
Cash shortages
2.4
Seldom
Seldom
6.5
2.9
Sometimes
2.1
Seldom
Seldom
6.5
2.16
Seldom
Forecasting
Weighted
Mean
Verbal
Interpretation
Rank
2.9
Sometimes
Experiencing unexpected
expenses.
3.2
Sometimes
3.5
Sometimes
2.3
Seldom
Experiencing miscalculations
and wrong allocation of cash.
1.7
Seldom
2.72
Sometimes
Verbal
Interpretation
Rank
4.7
Always
2.9
Sometimes
3.4
Sometimes
3.7
Oftentimes
3.9
Oftentimes
3.72
Oftentimes
Receiving
the other hand, with a weighted mean of 2.9 and ranked as last, the
respondents only issues receipts upon receiving cash occasionally.
Disbursing
Weighted
Mean
Verbal
Interpretation
Rank
4.5
Oftentimes
1.5
4.5
Oftentimes
1.5
Sometimes
Oftentimes
2.1
Seldom
3.62
Oftentimes
Verbal
Interpretation
Rank
Seldom
Oftentimes
4.2
Oftentimes
3.4
Sometimes
4.6
Always
3.64
Oftentimes
CM Practices : Controlling
CM Practices : Investing
Weighted
Mean
Verbal
Interpretation
Rank
3.8
Oftentimes
3.6
Oftentimes
4.4
Oftentimes
4.2
Oftentimes
2.6
Sometimes
3.72
Oftentimes
Variable df
Level of
Significance
X2
Critical
Verbal
2
Value of x Interpretation
Decision
F1
40
0.05
43.099
55.758
Accept H0
Not Significant
F2
40
0.05
46.808
55.758
Accept H0
Not Significant
F3
40
0.05
54.177
55.758
Accept H0
Not Significant
F4
40
0.05
40.311
55.758
Accept H0
Not Significant
F5
40
0.05
43.003
55.758
Accept H0
Not Significant
Variable df
Level of
Significance
X2
Critical
Verbal
Value of x2 Interpretation
Decision
Table
R1
40
0.05
113.748
55.758
Reject H0
Significant
R2
40
0.05
55.379
55.758
Accept H0
Not Significant
R3
40
0.05
84.372
55.758
Reject H0
Significant
R4
40
0.05
69.539
55.758
Reject H0
Significant
R5
40
0.05
81.161
55.758
Reject H0
Significant
13
shows
the test
of
significance between the common problems encountered and the levels of cash
management practices in term of receiving. R1, R2, R3, R4 and R5 represent the
five cash management practices of receiving. The result of the test of
significance shows that the computed chi square for R1, R3, R4 and R5 was
higher than the critical value of chi square which was 55.758. R1, R3, R4, and R5
have a significant relationship with the common problems encountered in cash
management. However, the result of the computed chi square for R2 was lower
than the critical value of chi square which means that the decision for R2 is to
accept the null hypothesis. R2 has no significant relationship with the common
problems encountered in cash management.
Variable df
Level of
Significance
X2
Critical
Verbal
2
Value of x Interpretation
Decision
D1
40
0.05
101.773
55.758
Reject H0
Significant
D2
40
0.05
93.081
55.758
Reject H0
Significant
D3
40
0.05
51.819
55.758
Accept H0
Not Significant
D4
40
0.05
66.524
55.758
Reject H0
Significant
D5
40
0.05
45.155
55.758
Accept H0
Not Significant
Variable df
Level of
Significance
X2
Critical
Verbal
2
Value of x Interpretation
Decision
C1
40
0.05
42.043
55.758
Accept H0
Not Significant
C2
40
0.05
66.524
55.758
Reject H0
Significant
C3
40
0.05
76.003
55.758
Reject H0
Significant
C4
40
0.05
53.982
55.758
Accept H0
Not Significant
C5
40
0.05
93.184
55.758
Reject H0
Significant
Variable df
Level of
Significance
X2
Critical
Verbal
2
Value of x Interpretation
Decision
I1
40
0.05
58.867
55.758
Reject H0
Significant
I2
40
0.05
56.025
55.758
Reject H0
Significant
I3
40
0.05
93.796
55.758
Reject H0
Significant
I4
40
0.05
73.891
55.758
Reject H0
Significant
I5
40
0.05
47.431
55.758
Accept H0
Not Significant
Chapter 4
SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS
This chapter presents the summary of findings, conclusions drawn, and
the recommendations given by the researchers.
Summary of findings
The following were the summary of findings:
1. Business profile of the Respondents
a) Form of business
Nine out of ten respondents were sole proprietorship and only one was
a partnership, the former was the more common form of business ownership
in selected areas in Pangil, Laguna.
b) Nature of the business
Five of the respondents were engaged in service, four were retailers
and only one was engaged in manufacturing. Most of the respondents were
engaged in service; some of the them were computer shops, and small
eateries. Most of the respondents that were engaged in retailing owned sarisari store. The respondent that was engaged in manufacturing owned a
bakeshop.
c) Years in existence
Five of the respondents have been in business for 5 to 10 years, three
are in less than 5, one has been in business for 11 to 20 and one is more
than 21 years.
d) Starting capital
Nine out of the ten respondents had a starting capital of less than
P500,000, only one of the respondents had a starting capital within the range
of P500,001 up to P1,000,000.
e) Average monthly profit
Five of the ten respondents had an average monthly profit within the
range of P10,001 up to P25,000, three had less than P10,000, one had an
average monthly profit within the range of P25,001 up to P40,000, and one
respondent had an average monthly profit of more than P55,000.
2. Common problems encountered
The respondents encountered cash management problems like having
cash overages and poor decisions in handling cash occasionally. Other problems
like having not enough cash for emergency expenses and necessary obligations,
miscalculations and wrong allocations of cash, cash shortages, huge overhead
costs, and problems collecting receivables were seldom experienced by the
respondents.
problems encountered. However, the result for the remaining four practices was
significant which means that four practices have a significant relationship with the
common problems encountered in cash management.
In terms of disbursing, the result of the test of significance that was
made showed that the first, second, and fourth practices of disbursing have
significant relationship with the common problems encountered and the third and
fifth practices have none.
In terms of controlling, the result of the test of significance that was
made showed that the first and fourth practices under controlling had no
significant relationship with the common problems encountered; however, it also
showed that the second, third, and fifth practices had a significant relationship
with the common problems encountered.
In terms of investing, the result of the test of significance that was made
showed that the first to fourth practices of investing had a significant relationship
with the common problems encountered and the fifth had no.
Conclusions
The following were the conclusions drawn from the findings:
The cash management practices under forecasting have no significant
relationship with the common problems encountered. However, most of the cash
management practices under receiving, disbursing, controlling, and investing
have significant relationship with the common problems encountered. It is safe to
assume that the common problems that the respondents encountered affect the
levels of their cash management practices.
Recommendations
Based on the findings and conclusions of this study, it is observed that
the common problems encountered by the respondents affect the levels of their
cash management practices. The following recommendations were in order.
It is recommended that the respondents must check then re-check and
improve their performances in term receiving, disbursing, controlling, and
investing their cash. The respondents must not let the problems that they
encounter affect their cash management practices. However their performance in
forecasting is good because it is not affected by the common problems that they
encounter.
Regarding the common problems that they encounter, it is inevitable
especially in running a business and managing cash, it is recommended that they
prepare better for the problems that they may encounter in the future.