File Name: managerial economics and organizational architecture ebook .zip
Organizational Architecture 4, Economic Analysis 5. Purpose of the Book 10, Our Approach to Organizations Opportunities and Constraints 24, Individual Choice Managerial Implications 32, Alternative Models of Behavior
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All credits appearing on page or at the end of the book are considered to be an extension of the copyright page. Brickley, James A. Brickley, Clifford. Smith, Jerold L. Zimmerman, William E. Managerial economics. Organizational effectiveness. B —dc The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not indicate an endorsement by the authors or McGraw-Hill Education, and McGraw-Hill Education does not guarantee the accuracy of the information presented at these sites.
In and , Enron, WorldCom, Arthur Andersen, as well as other prominent com- panies imploded in dramatic fashion. In and , prominent financial institutions around the world shocked financial markets by reporting staggering losses from subprime mortgages. JPMorgan Chase bailed out Bear Stearns, a top-tier in- vestment bank, following their massive subprime losses.
Due to these cases and others, executives now face a more skeptical investment community, additional government regulations, and stiffer penalties for misleading public disclosures. A common perception is that bad people caused many of these problems. These views have raised the cry for in- creased government regulation, which is argued to be a necessary step in averting fu- ture business problems.
We disagree with this view. We suggest that many business problems result from poorly structured organizational architectures. This topic is critical to anyone who works in or seeks to manage organizations—whether for-profit or not-for-profit.
Most sought positions in large firms, eventually hoping to manage finance, operations, marketing, or information systems staffs. Traditional managerial economics courses offered few insights that obviously were relevant for such careers.
But a new generation of economists began applying traditional economic tools to problems involving corporate governance, merg- ers and acquisitions, incentive conflicts, and executive compensation.
In this book, we draw heavily from this research and apply it to how organizations can create value through improved organizational design. They also must understand how self-interested parties within organizations interact, and how corporate governance mechanisms can control these interactions. Yet, to best serve our students, offering. Students must learn how to think logically about both markets and organizations. The basic tools of economics offer students the skill set necessary for rigorous analysis of business problems they likely will encounter throughout their careers.
Besides the heightened interest in corporate governance, global competition and rapid technological change are prompting firms to undertake major organizational restructurings as well as to produce fundamental industry realignments.
Firms now attack problems with focused, cross-functional teams. Many firms are shifting from functional organizational structures manufacturing, marketing, and distribution to flatter, more process-oriented organizations organized around product or region.
Moreover, this pace of change shows no sign of slowing. Business school programs are evolving in response to these changes. Narrow tech- nical expertise within a single functional area—whether operations, accounting, fi- nance, information systems, or marketing—is no longer sufficient. Effective man- agers within this environment require cross-functional skills. To meet these challenges, business schools are becoming more integrated. Problems faced by man- agers are not just finance problems, operations problems, or marketing problems.
Rather, most business problems involve facets that cut across traditional functional areas. For that reason, the curriculum must encourage students to apply concepts they have mastered across a variety of courses.
This book provides a multidisciplinary, cross-functional approach to managerial and organizational economics. We believe that this is its critical strength. Our interests span economics, finance, accounting, information systems, and financial in- stitutions; this allows us to draw examples from a number of functional areas to demonstrate the power of this underlying economic framework to analyze a variety of problems managers face regularly.
We have been extremely gratified by the reception afforded the first five editions of Managerial Economics and Organizational Architecture. Adopters report that the earlier editions helped them transform their courses into one of the most popular courses within their curriculum. This book has been adopted in microeconomics, human resources, and strategy courses in addition to courses that focus specifically on organizational economics.
The prior editions were founded on powerful economic tools of analysis that examine how managers can design organizations that motivate self-interested individuals to make choices that increase firm value. Our sixth edition continues to focus on the fundamental importance of markets and organizational de- sign. Other books provide little coverage of such managerially critical topics as developing effective organiza- tional architectures, including performance-evaluation systems and compensation plans; assigning decision-making authority among employees; and managing transfer- pricing disputes among divisions.
Given the increased importance of corporate gover- nance, this omission has been both significant and problematic. Our primary objective in writing this book is to provide current and aspiring managers with a rigorous, sys- tematic, comprehensive framework for addressing such organizational problems. To that end, we have endeavored to write the underlying theoretical concepts in simple, intuitive terms and illustrate them with numerous examples—most drawn from actual company practice.
The Conceptual Framework Although the popular press and existing literature on organizations are replete with jargon—TQM, reengineering, outsourcing, teaming, venturing, empowerment, and cor- porate culture—they fail to provide managers with a systematic, comprehensive frame- work for examining organizational problems.
This book uses economic analysis to develop such a framework and then employs that framework to organize and integrate the important organizational problems, thereby making the topics more accessible.
Throughout the text, readers will gain an understanding of the basic tools of eco- nomics and how to apply them to solve important business problems. While the book covers the standard managerial economics problems of pricing and production, it pays special attention to organizational issues. In particular, the book will help read- ers understand:.
These three components of or- ganizational architecture are like three legs of the accompanying stool. Firms must coordinate each leg with the other two so that the stool remains functional. Reasons for Adopting Our Approach This book focuses on topics that we believe are most relevant to managers. For in- stance, it provides an in-depth treatment of traditional microeconomic topics demand, supply, pricing, and game theory in addition to corporate governance topics assign- ing decision-making authority, centralization versus decentralization, measuring and.
The components of organizational architecture are like three legs of a stool. It is important that all three legs be designed so that the stool is balanced.
Changing one leg without the careful consideration of the other two is typically a mistake. We believe these topics are more valuable to prospective managers than topics typically covered in economics texts such as public-policy aspects of minimum-wage legislation, antitrust policy, and income redistribution.
A number of other important features differentiate this book from others currently available, such as:. We do this by first describing and integrating important research findings published across several functional areas, then demonstrating how to apply the framework to specific organizational problems.
The text uses intuitive descriptions and simple examples; more technical material is provided in appendices for those who wish to pursue it. These illustrations, many highlighted in boxes, reinforce the underlying principles and help the reader visualize the application of more abstract ideas.
Each chapter begins with a specific case history that is used throughout the chapter to unify the material and aid the reader in recalling and applying the main constructs. Business school curricula often are criti- cized for being slow in covering topics of current interest to business, such as corporate governance. We have structured exercises that provide readers with a broad array of opportunities to apply the framework to problems like ones they will encounter as managers. Chapter 2 summa-.
Chapter 3 presents an overview of markets, provides a rationale for the exis- tence of organizations, and stresses the critical role of the distribution of knowledge within the organization. Chapters 4 through 7 cover the traditional managerial-economics top- ics of demand, production and cost, market structure, and pricing. These four chapters provide the reader with a fundamental set of microeconomic tools and. Chapters 8 and 9 focus on corporate strategy—the former on creating and capturing values and the latter on employing game the- ory methods to examine the interaction between the firm and its competitors, suppliers, as well as other parties.
These chapters also provide important background material for the subsequent chapters on organizations: A robust understanding of the market environment is important for making sound orga- nizational decisions. Chapter 10 examines conflicts of interest that exist within firms and how contracts can be structured to reduce or control these conflicts.
Chapter 11 provides a basic overview of the organiza- tional-design problem. Chapters 12 and 13 focus on two aspects of the as- signment of decision rights within the firm—the level of decentralization chosen for various decisions followed by the bundling of various tasks into jobs and then jobs into subunits. Chapters 14 and 15 examine compensation policy. First we focus on the level of compensation necessary to attract and retain an appropriate group of employees.
We then discuss the composition of the compensation package, examining how the mix of salary, fringe ben- efits, and incentive compensation affects the value of the firm. In Chapters 16 and 17, we analyze individual and divisional performance evaluation. Part 3 concludes with a capstone case on Arthur Andersen.
Chapters 18 through 23 discuss the legal form of organization, outsourc- ing, leadership, regulation, ethics, and management innovations. We have been encouraged by the creativity instruc- tors have shown in the diversity of courses adopting this text.
Besides the introductory microeconomics course, this book also is used in elective courses on corporate gover- nance, strategy, the economics of organizations, and human resources management. The basic material on managerial economics is presented in the first 10 chapters. The tools necessary for understanding and applying the organizational framework we de- velop within this text have been selected for their managerial relevance.
Those with an economics background may choose to forgo components of this material. Thus, readers who do not require a review of these tools can skip Chapters 4 through 9 without loss of continuity. We strongly recommend that all readers cover Chapters 1 through 3 and 10; these chapters introduce the underlying tools and framework for the text.
Chapters 4 through 9, as we noted above, cover the basic managerial-economics topics of demand, costs, production, market structure, pricing, and strategy.
Chapters 11 through 17 develop the organizational architecture framework; we recommend that these be covered in. Finally, Chapters 18 through 23 cover special managerial topics: outsourc- ing, leadership, regulation, ethics, and the process of management innovation and man- aging organizational change.
Ideal for MBA courses, Brickley focus on data-driven decision-making and managerial applications within the structure of an organization. Using multidisciplinary examples,students leverage the underlying economic framework to analyze a variety of problems managers face today. It covers in-depth analysis of the firm and corporate governance topics. Still Have Questions? Contact your Rep s. With the McGraw Hill eBook, students can access their digital textbook on the web or go offline via the ReadAnywhere app for phones or tablets.
Instructors: choose ebook for fast access or receive a print copy. Still Have Questions?
All Rights Reserved. Supply When prices are high, the quantity supplied is greater Surplus than quantity demanded and a PHI surplus exists. PLO Shortage Only the market-clearing price avoids surpluses or shortages. An Increase in Demand — shift right P S0. A Decrease in Demand — shift left P S0. An Increase in Supply — shift right P S0. B Incremental production Costs Triangle C.
Research and teaching interests involve financial and managerial accounting. He and Professor Ross L. Convert currency. Add to Basket. Soft cover. Condition: New. Textbook wrapped in Tip Top Condition.
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