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Library | Materyal Türü | Barkod | Yer Numarası | Durum |
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Searching... Pamukkale Merkez Kütüphanesi | Kitap | 0012603 | HD30.22.K5 1999 | Searching... Unknown |
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'Economics needs a basic rethink if it is to provide guidance in these extraordinary times. Sultan Kermally takes a big step down the path toward reviving economics for the start of the next millennium.'
Tom Peters
The core of traditional management thinking is based on the foundations of traditional economic thinking.
As economies shift from the industrial age to the information age, the rules of economic engagement are undergoing radical change. This information age is characterised by globalisation, rapid technological change, and the importance of knowledge in gaining and sustaining competitive advantage.
Author Notes
Sultan Kermally M.A., B.Sc.(Soc.), LL.B., Ph.D., Dip.Fin and Accts., Dip.Marketing is a management development consultant and trainer, designing and delivering training courses in Business Strategy, Business Economics, Marketing, Managing People, Performance and Knowledge, and Personal Development. He has conducted training courses in the UK, the Netherlands, Belgium, France, Austria, the Middle East, Hong Kong and Tajikistan.
For several years he held senior academic positions in Scotland and thereafter senior management positions with Management Centre Europe in Brussels, the London Business School and The Economist Intelligence Unit where he held the position of Senior Vice President of The Economist Conferences, Europe.
He has been involved in management education and development for a number of years including distance learning management education courses. He is the author of Total Management Thinking, Management Ideas and Managing Performance, all published by Butterworth-Heinemann in association with the Institute of Management.
Reviews (1)
Choice Review
Buzz words like globalization, competitive advantage, and reengineering abound in this work, which mainly bashes traditional economic concepts. Unfortunately, the job is botched badly. There are simply too many straw men, non sequiturs, and outright errors; for instance, the production possibilities frontier attains its bowed shape due to the law of increasing costs, not the law of diminishing returns. The premise of the book, that economics offers little in the way of practical application for modern business, is intriguing. Kermally (management development consultant and trainer) asserts that the fundamental principles of economics do not apply because business today is so terribly fast-paced, global, reengineered, or otherwise singular. Anyone who has thumbed through the American Economic Review has to wonder whether any of this high-flying theory has a practical application. But the author's claim--that the law of demand is becoming blurred with the law of supply in today's business climate because suppliers are becoming more involved with their customers--is off base. Liberally sprinkled with lengthy excerpts from business magazines and journals. Not recommended for academic collections. E. Kacapyr; Ithaca College
Table of Contents
| Acknowledgements |
| Introduction |
| I Economics At the Crossroads: Get Ready to Rip Up Your Economics Textbook! |
| The changing nature of the business profile |
| Economic concepts and models-questioning four tenets of economics |
| Modern business initiatives and their impact on the key economic concepts and models |
| II Demand and Supply: Let's Get Real |
| Demand |
| Price elasticity of demand-let's not throw the baby out with the bath water |
| The law of supply |
| Integration of supply and demand |
| Determination of prices |
| III Competiton and Markets: From Strategy to Action |
| Types of competition |
| Sources and nature of competition |
| Managing competition in the private sector-the games competitors play |
| The market economy-a model of perfection! |
| From marketplace to marketspace |
| Market failures |
| IV Strategic Alliances and Partnerships: Till Death Us Do Part! |
| Configuring competition-market power versus market size |
| Strategic alliances and increasing returns |
| Diseconomies of mergers, acquisitions and strategic alliances |
| Divestures |
| Control of mergers and acquisitions-creation of surrogate 'free' markets! |
| V Business Organization: Making It Focused, Fast and Flexible |
| The theory of the firm |
| The theory of the firm-a modern perspective |
| The new approach to economics |
| VI New Perspectives on the Factors of Produciton I: Competence and Customers |
| Who creates value in economic production? |
| Core competence as a factor of production |
| Customers as a factor of production |
| VII New Perspectives on the Factors of Production Ii: Knowledge |
| Knowledge and increasing returns |
| How to manage knowledge in business |
| The Japanese perspective on knowledge |
| Knowledge and transformations of a national economy-India's software industry |
| The learning organization |
| From comparative advantage to competitive advantage |
| Back to globalization |
| Conclusion-let's bite the bullet |
| Suggested reading for knowledge workers |
| Index |
