management decision-making. Managers are decision-makers and economics should be relevant to give practical guidance in arriving at right decisions. Every manager has to take important decisions about using his limited resources like land, capital, labour, finance etc. to get the maximum returns, therefore, managerial economics, concentrates on those practical aspects of micro-economics which help in decision-making. Managerial economics focuses on the most profitable use of scarce resources rather
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as likely to get married before age 18 as girls from the richest households.6 However, correlation does not always mean causation, - in contexts where the practice is almost universal, the level of education and location have found to be major determinants, above wealth. While poverty may be a factor, there are also two other important
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1 ENGAGING THE CHALLENGES OF HUMAN RESOURCE MANAGEMENT IN PUBLIC ORGANISATIONS IN NIGERIA By Prof. Fab Obeta Onah Professor of Public Administration and Local Government University of Nigeria Introduction The increasing importance of people as the primary sustainable source of competitive advantage makes it even more important that dedicated resources and thinking time are applied to the strategies through which people are developed and managed. - CIPD, 2001 I remain honoured, and humbled by this
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Export Behavior and Firm Productivity in German Manufacturing A firm-level analysis Jens Matthias Arnold* and Katrin Hussinger** Abstract This paper examines the causal relationship between productivity and exporting in German manufacturing. We find a causal link from high productivity to presence in foreign markets, as postulated by a recent literature on international trade with heterogeneous firms. We apply a matching technique in order to analyze whether the presence in international
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Unit 3 Managing the economy Steve Margetts CONTENTS Aggregate Demand (AD) Aggregate Supply Equilibrium Between Aggregate Demand And Aggregate Supply Consumption And Savings Investment Government Spending Exports and Imports Objectives Of Government Macroeconomic Policy Inflation Unemployment Economic Growth Balance of Payments Conflicts Between Macro Economic Objectives Demand Management or Supply Side? 2 4 9 11 17 25 29 31 34 50 71 80 84 87 Page 1 Unit 3 Managing the economy Steve
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The transmission mechanism of monetary policy The Monetary Policy Committee Bank of England This report has been prepared by Bank of England staff under the guidance of the Monetary Policy Committee in response to suggestions by the Treasury Committee of the House of Commons and the House of Lords Select Committee on the Monetary Policy Committee of the Bank of England. The Monetary Policy Committee: Eddie George, Governor Mervyn King, Deputy Governor responsible for monetary stability David
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could manage these difficulties for their employees to achieve better customer service and satisfaction. Boundary spanning Sources of conflict (i.e. person–role conflict; Organisation–client conflict; Inter-client conflict Emotional labour 2 What are the key barriers for firms to break the cycle of failure and move into the cycle of success? The employee cycle of failure begins with a narrow design of jobs to accommodate low skill levels, an emphasis on rules rather than service
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INTERNATIONAL LABOUR OFFICE • GENEVA Copyright © International Labour Organization 2012 First published 2012 Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without authorization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to ILO Publications (Rights and Permissions), International Labour Office, CH-1211
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Can the concept of ‘early’ and ‘late’ industrialization explain the key institutional and organizational characteristics of national business systems, and do they have any bearing on long-term national competitiveness? Introduction The concept of industrialization has been used among different nations and regions, while many countries have carried out their own industrialization progress during the past several decades, which stimulates the development of organizations and better corporate performance
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Pay enough, don’t pay too much or don’t pay at all? An empirical study of the non-monotonic impact of incentives on job satisfaction Pouliakas, K1 Centre for European Labour Market Research (CELMR), University of Aberdeen Business School, Scotland Keywords: Incentives, intensity, job satisfaction, non-monotonic JEL- Code: C23, J28, J33. Abstract This paper attempts to test the non-monotonic effect of monetary incentives on job satisfaction. Specifically, 8 waves (1998-2005) of the British
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