This question is related to finance and have three parts. Please find the attachment for details.

Question 1:- Agency problems, Corporate Governance and Forecasting a:- Is the agency problem unique to for-profit organizations or does it occur in not-for-profits as well? Is the agency problem likely to be better, worse or about the same in the United States as compared to other countries, and why? b:- Think about corporate governance and its impact on financial decision making. We've seen how important certain factors and estimates, such as the cost of capital, forecasts of interest rate changes, etc., can be to the reliability of project valuation and capital budgeting. What can and should management in a company, including the Board of Directors, do to ensure that financial decisions are being made on the most sound basis possible? How can financial managers help with this? c:- Discuss how forecasting and financial planning in a large company might differ from that activity in a small company. What important planning factors might a small company have to pay more attention to than a large company? Note:- Please provide references and cite properly if necessary and write in your own words as this whole question would be checked by Tuirnitin plagiarism software. HELP:To help you in formulating your response to the part a, here are some thoughts about the agency problem in nonprofits: Most nonprofits do not have shareholders per se, but nonprofits do serve a specific purpose; that purpose is usually generating funds for a specific cause. While nonprofits don't care about making "profits" in the conventional sense, they do care about how much money they make/raise; in theory at least, they should be generating as much money as possible (the equivalent of maximizing profits) for their causes. A nonprofit still has costs, most typically characterized as SG&A (selling, general and administrative costs, i.e. operating costs), and the funds available for the cause represent (simplistically) the funds raised less SG&A expense. Therefore, to maximize funds available to the cause, the nonprofit (again, simplistically) should be striving to minimize SG&A expense. Sadly, there have been a number of cases in the news lately about nonprofits doing the opposite: spending substantial funds on seminars, trips, salaries, perks and benefits for administrative staff, etc., to the detriment of the funds available for the cause; a recent case in point is the Wounded Warrior Project. One reason that such agency-type problems might arise would be that the financials of nonprofits are subject to less scrutiny than those of publicly-traded companies. Another might be that the Board of a typical nonprofit does not bring to the table the same sense of fiduciary responsibility as does the Board of a for-profit company. The latter raises the question of whether the Board and the financial managers of nonprofits should be held to the same "standard of care" as for-profits are. The points above are potential talking points that you may wish to consider in discussing/addressing the first topic. Please remember that if you choose to take a position, you should try to provide some evidence to support it