Archive for the ‘Uncategorized’ Category

Discussion Questions

Monday, August 9th, 2010
  1. Many schools employ student labor for various purposes, such as partime help in the athletic department. Try to draw the supply curve and the demand curve for student labor in your school, so as to estimate the equilibrium wage rate for student help. (Hints: For the supply curve, survey your friends to try to determine how many hours per week they would be willing to work at various wage rates. For the demand side, determine or estimate the school budget for student help so as to calculate how many hours of student help could be bought at various wage rates. The equilibrium price will be a wage rate, while the equilibrium quantity will be the total number of hours of work purchased by the school.)

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Chapter Summary

Thursday, August 5th, 2010
  1. In competitive industries, the nature of supply is such that increases in the price of a product will cause increases in the quantity supplied.
  2. Increases in supply will shift the supply curve to the right, while decreases in supply will shift the curve to the left.
  3. If the quantity supplied does not increase significantly in response to a price increase, supply is “inelastic,” while supply is “elastic” if price increases cause large increases in the quantity supplied.
  4. In competitive markets, supply and demand interact freely to determine the equilibrium price and quantity, which will change as supply and/or demand change.

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More New Terms

Sunday, August 1st, 2010

Supply Schedule – a table depicting the relationship between the price of a product and the quantity supplied (offered for sale).

Supply Curve - a graphical representation of a supply schedule.

Elastic Supply – a situation in which sellers are responsive to price changes; that is, the quantity supplied increases readily when the price rises.

Inelastic Supply – a situation in which quantity supplied does not increase readily when the price rises.

Equilibrium Price – a price determined in the marketplace by the interaction of supply and demand.

Equilibrium Quantity – the quantity sold (bought) at the equilibrium price.

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Reduction of Government Spending

Wednesday, July 28th, 2010

Rapid economic growth or high inflation would improve Greece’s prospects for survival. Neither is a realistic option. For the countries such as Greece, Ireland, Spain and Portugal, the savage austerity measures required are unlikely to be palatable and probably won’t work in any case. All roads may lead eventually to debt restructuring.

The real agenda of the bailout is to avoid foreign lenders taking large losses. In aggregate, the exposure of Germany and France to troubled European countries is around $1 trillion. According to the Bank for International Settlements, as at the end of 2009, French banks and German banks have lent $493 billion and $465 billion respectively to Spain, Greece, Portugal and Ireland.

The real purpose of the bailout is to prepare for a possible series of sovereign debt restructuring in Europe. In an ideal world, banks and investors raise capital and write down their exposure to the troubled debtors over time allowing the restructuring to be relatively smooth, avoiding disruption to financial markets.

A combination of self-reinforcing events is driving a pernicious reversal of the dynamics of 2008-09. Then, co-ordinated government action on a grand scale stopped the global financial crisis from turning into a depression.

Government central bank strategy was a bet on growth and inflation, as the most painless means of adjusting the overly leveraged and deeply indebted global economy. Now, governments have become the problem, perhaps calling time on the wishful thinking of markets.

The most important consequence of Greece and European sovereign debt problems will be to force governments everywhere to stabilize and reverse the deterioration in public finances, by a combination of new taxes and cutting expenditures.

Many indebted economies, including Britain and Italy, have implemented austerity measures. The sharp reduction of government spending coincides with the end of the effects of stimulus packages and is likely to slow economic growth.

Refusing to acknowledge the real problems, major economies have over the last decades transferred debt from companies to consumers and finally onto public balance sheets. A huge amount of assets and risk now is held by central banks and governments, which are not designed for such long-term ownership.

There are now no more balance sheets that can be leveraged to support the current levels of debt. The lack of viable policy options is increasingly evident in the panicked reactions of governments.

At best, a withdrawal of government support (through lower spending and higher taxes) will reduce global demand and usher in a potentially prolonged period of stagnation. At worst, increasing difficulty in sovereigns raising money and a clutch of sovereign debt rescheduling may result in a sharp deterioration in financial and economic conditions.

There is no political will to tackle  deep-seated problems. The electorate is unwilling to accept the adjustments and lower living standards that will be necessary. As the credit crisis enters its third year, the scale of sovereign debts means governments now have limited room to counter any new economic downturn and new problems or crisis.

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New Terms

Sunday, July 25th, 2010

Market Structure – Term used to describe the organization and nature of a market or an industry, particularly whether it is competitive or non competitive in nature.

Competitive Industry – An industry that consists of many small firms and is easily entered by new competitors.

Non-Competitive Industry – An industry that is dominated by a few large firms and is not easily entered by new competitors.

Price-Taker – Term used to describe the position of the individual small firm in a competitive industry, which is unable to influence the price of its product and is forced to accept (take) whatever price is determined in the market.

Price-Maker – Term used to describe the position of the dominant firm(s) in an industry, which can influence the price of the product.

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The Nature of Supply

Wednesday, July 21st, 2010

For this price will be bid up toward the equilibrium level of $6. Only at a price of $6 per kilogram are the actions of both buyers and sellers in harmony, so that there is neither a surplus nor a shortage. As a result, the price will stabilize at the equilibrium level of $6 per kilogram.

The interaction of supply and demand can also be shown on a graph, as in Figure 7-13. On the graph, the equilibrium price of $6 is determined by the intersection of the supply curve and the demand curve at the equilibrium point (E). Similarly, the intersection of the curves determines the quantity that will be bought (and sold), or the “equilibrium quantity” of 50,000 kilograms.

In summary, the way in which supply and demand interact to determine the price of a product or service can be represented on a schedule such as Figure 7-12, or on a graph such as Figure 7-13. Both the schedule and the graph depict the behavior of buyers (demand) and sellers (supply) in the market for a particular good or service, and the equilibrium price and quantity that will emerge in that market.

Figure 7-13 is a very static representation of a market, showing the demand for and supply of steak at a particular time (March 1982). In reality, however, markets are not static as Figure 7—13 seems to suggest, but are dynamic, with constant changes in supply and demand occurring, causing continual changes in equilibrium prices and quantities. In effect, then, Figure 7—13 is a snapshot of a dynamic, changing situation at a particular point in time. In the next chapter, we will consider how markets change and adjust in response to changes in both supply and demand.

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Microeconomics

Sunday, July 18th, 2010

Problems and while the circumstances described can give top management control of a large corporation, this does not mean that the top managers make all the decisions in such corporations. Unlike a small business, in which decision making is dominated by one or a few people, large corporations employ large numbers of specialists in areas such as marketing, product design, finance, personnel, law, data processing and so on. The role of top management is not so much to make decisions in these people’s areas as it is to set down plans and objectives for the corporation, and to select and organize people and to coordinate their efforts, establishing an environment in which they can work effectively, making the maximum contribution to the corporation with their skills and knowledge. Such people – called the “technostructure” by economist John Kenneth Gaibraith and “knowledge workers” by Peter Drucker, the management theorist – are vital to the success of the large corporation, and the art (or task) of the top manager is to utilize them effectively. This explains the high mobility of chief executive officers, many of whom move quite freely between corporations in different industries, and between corporations and top positions in government  agencies. It also explains the fact that, whereas the loss of its president would likely be a catastrophe for a small business, the loss of the chief executive officer or a large corporation often goes almost unnoticed of the stock market and in the operations of the company, because it is the chief executive officer’s job has been done well, the company will continue to function effectively until a replacement is selected. In this sense, then, it can be argued that the key to effective corporate decision-making lies in the middle-level specialists of its “technostructure” and, while it cannot be said that these people control the corporation, it also cannot be denied that their knowledge and expertise gives them great influence over its decisions.

A “proxy” is a legal instrument whereby a shareholder in effect delegates to another person authority to vote on his or her behalf, either according to specific directions or as the person holding the proxy sees fit. Usually, proxies are solicited by and given to people representing the management of the corporation, as noted above. Occasionally, however, a dissident group of shareholders will attempt to use proxies to gain control of the corporation, setting off a “proxy war” in which it and the management compete for the proxies of the shareholders (and thus control of the corporation).

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Government Enterprises

Wednesday, July 14th, 2010

No discussion of big business in Canada would be complete without reference to government-owned enterprises. Comprising roughly 10 percent of Canada’s very large corporations, government enterprises often take the form of “Crown Corporations.” Crown Corporations, like other corporations, are legally independent, separate entities. However, most or all or their shares are owned by the government, which established these corporations, making them ultimately responsible to the government, through a cabinet minister. In addition to Crown Corporations, government enterprises often take the form of “boards” or “commissions,” such as hydroelectric commissions.

Whatever legal forms they take, government enterprises constitute an important part of “big business” in Canada. The largest single activity of government enterprises is the provision of electricity: the combined sales of the provinces’ electricity utilities would place them among Canada’s largest three industrial corporations. Traditionally, government enterprises have been important in the fields of transportation and communications in Canada, with Canadian National Railways, Air Canada, Pacific Western Airlines, British Columbia Railway and Nordair all being well-known government corporations in this field. More recently, government enterprises such as PetroCan, Atomic Energy of Canada, Eldorado Nuclear, the Canada Development Corporation and the Potash Corporation of Saskatchewan have established a significant presence in the energy and resources sector can control the shareholders’ meetings through proxies. Under these circumstances, the top management of a corporation can exercise quite complete control of the firm, even to the point of nominating and selecting the members of the Board of Directors to which top management reports. In such cases, the management of the corporation can usually retain secure control as long as the corporation performs well enough to keep the shareholders content enough that they do not organize in opposition to the management. Those shareholders who disagree strongly with management’s decisions will generally sell their stocks rather than engage in a struggle for Canadian control which will probably prove futile.

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Canadian Microeconomics:Problems and Policies

Sunday, July 11th, 2010

This idea is reinforced further by the fact that many directors serve on the boards of several companies, in what are called “interlocking directorships,” which tends to magnify their influence further. About one-quarter of Canadian corporate directors have significant “interlocking” connections, many of which are effected through Canada’s large and powerful chartered banks, as senior personnel from large corporations often serve on the boards of the banks and vice versa. There are different views concerning the significance of this so-called corporate business elite, with some observers feeling reassured by the stability and judgment that it provides, others seeing in it something threatening and sinister, and still others doubting whether its significance with respect to the actual operational decisions of Canada’s major corporations is as great as is often supposed.

Regardless of which of these views is the more accurate, it can be said in conclusion that large corporations play a very important role in the Canadian economy, even greater relatively to the size of the economy than in the USA, and that in these large corporations, control is often separated from ownership. Widespread small shareholders are not in a position to exercise active control. As a result, control tends to shift, depending on the circumstances, to the top management of the corporation or to the groups of influential members of the Board of Directors. Generally, neither top managers nor directors are major shareholders in their corporation; their claim to control over the corporation is based on their expertise rather than on ownership.

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Business Organization in Canada

Wednesday, July 7th, 2010

In summary, when the shareholders are numerous and dispersed, control of large corporations often resides with the top management; however, it is also true that in these situations the corporation’s decision-making process is strongly influenced by its personnel who are specialists in various areas. This situation is generally accepted as being quite common in large corporations in the USA, as well as in many corporations in Canada.

In Canada, it is widely accepted that in many large corporations, the Board of Directors takes a more active part in company policies and decisions than is suggested in the preceding paragraphs. Sometimes such control is exercised through Boards of Directors by majority shareholders, such as family interests or other corporations that own a majority of the shares. However, the situation is not always so clear-cut: under certain conditions, a group of shareholders (individuals or other corporations) can maintain control of a corporation’s Board of Directors even though it holds only a small percentage of the total shares outstanding; such control can be achieved through proxy votes or simply through personal relationships between the people involved. For instance, Argus Corporation traditionally exercised considerable influence over corporations in which it held interests, even though these were not majority interests.

While these corporate directors are seldom major stockholders themselves, they are in a position to decide the policies of some of the country’s most important corporations. Who, then, are these people? The Financial Post’s “Directory of Directors” lists approximately 14000 names, but it is generally considered that less than 1000 of them possess any significant influence. Generally, directors are older people, averaging 58 years of age, who share the same conservative values. These common characteristics aside, directors tend to fall into several categories. About 20 percent of them are from large law firms whose expertise and political affiliations may be of value to a corporation, especially when dealing with governments and their regulatory agencies. Some are “establishment” names who lend their prestige to a company’s board. There is also a group of “professional directors” who are not attached permanently to any one corporation but who offer their Premier of Ontario, held ten directorships. This raises the idea of a Canadian “corporate business elite”: a relatively small group of people who can exercise a great deal of influence on business decisions through their strategic positions in the large corporations of the nation.

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