Vlasic B 2011 Once Upon A Car The Fall And Resurrection Of America S Big Three Automakers New York William Morrow
Download Vlasic B 2011 Once Upon A Car The Fall And Resurrection Of America S Big Three Automakers New York William Morrow PDF/ePub or read online books in Mobi eBooks. Click Download or Read Online button to get Vlasic B 2011 Once Upon A Car The Fall And Resurrection Of America S Big Three Automakers New York William Morrow book now. This website allows unlimited access to, at the time of writing, more than 1.5 million titles, including hundreds of thousands of titles in various foreign languages.
Moral Hazard
Moral Hazard is a core concept in economics. In a nutshell, moral hazard reflects the reduced incentive to protect against risk where an entity is (or believes it will be) protected from its consequences, whether through an insurance arrangement or an implicit or explicit guarantee system. It is fundamentally driven by information asymmetry, arises in all sectors of the economy, including banking, medical insurance, financial insurance, and governmental support, undermines the stability of our economic systems and has burdened taxpayers in all developed countries, resulting in significant costs to the community. Despite the seriousness and pervasiveness of moral hazard, policymakers and scholars have failed to address this issue. This book fills this gap. It covers 200 years of moral hazard: from its origins in the 19th century to the bailouts announced in the aftermath of the COVID-19 outbreak. The book is divided into three parts. Part I deals with the ethics and other fundamental issues connected to moral hazard. Part II provides historical and empirical evidence on moral hazard in international finance. It examines in turn the role of the export credit industry, the international lender of last resort, and the IMF. Finally, Part III examines specific sectors such as automobile, banking, and the US industry at large. This is the first book to provide an interdisciplinary analysis of moral hazard and explain why addressing this issue has become crucial today. As such, it will attract interest from scholars across different fields, including economists, political scientists and lawyers.
How Business Leaders Avoid Conflict (Collection)
Why Great Leaders Don't Take Yes for an Answer, Second Edition offers a powerful framework every leader can use to promote honest, constructive dissent and skepticism; test their assumptions; more thoroughly consider "best alternatives"; make better choices, and align organizations to act on their decisions. In this new edition, Roberto presents new cases from Google, Ford, Intuit, and others, plus expands coverage to more deeply illuminate his decision-making approach. Offering both positive and negative examples, he presents a well rounded view of how to determine when "yes" means "yes," when it doesn't, and what to do when it doesn't. Roberto explains why "good process entails the astute management of the social, political, and emotional aspects of decision making" -- in other words, why effective leaders are well served by carefully "deciding how to decide." ¿ Know What You Don’t Know: How Great Leaders Prevent Problems Before They Happen lays out the key skills and capabilities required to ensure that problems do not remain hidden in your organization. It explains how leaders can become effective problem finders, unearthing problems before they destroy an organization. The book explains how leaders can become an anthropologist, going out and observing how employees, customers, and suppliers actually behave. It then goes on to present how they can circumvent the gatekeepers, so they can go directly to the source to see and hear the raw data; hunt for patterns, including refining your individual and collective pattern recognition capability; "connect the dots" among issues that may initially seem unrelated, but in fact, have a great deal in common; give front-line employees training in a communication technique; encourage useful mistakes, including creating a "Red Pencil Award"; and watch the game film, where leaders reflect systematically on their own organization's conduct and performance, as well as on the behavior and performance of competitors.
Why Great Leaders Don't Take Yes for an Answer
Make better decisions! Michael A. Roberto will help you achieve deeper consensus, get past groupthink and "yes men," and achieve superior results in every decision you make -- especially your most complex and highest-stakes decisions! Roberto's Why Great Leaders Don't Take Yes for an Answer, Second Edition gives you a powerful framework for promoting honest, constructive dissent and skepticism; test your assumptions; more thoroughly and fairly considering "best alternatives"; crisply coming to closure; and aligning your entire organization behind the decision you make. In this new edition, Roberto presents new cases from Google, Ford, and Intuit, and expands coverage to more deeply illuminate his decision-making approach. Offering both positive and negative examples, he presents a well rounded view of how to determine when 'yes' means 'yes', when it doesn't, and what to do when it doesn't. Throughout, Roberto demonstrates why "good process entails the astute management of the social, political and emotional aspects of decision making" -- in other words, why effective leaders are well served by carefully "deciding how to decide." You'll learn how to: Test and probe what your team really believes, and get the truth and candor you really need Encourage constructive objections -- and keep them constructive Improve team management, mitigate risk, identify opportunities, and promote integrity Build stronger commitment amongst the people who'll implement your decisions