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Managerial economics and organizational architecture / James A. Brickley.

By: Contributor(s): Material type: TextTextPublication details: Boston : Irwin/McGraw-Hill, 2000.Edition: 2nd edDescription: 640 p. ; 26 cmISBN:
  • 0072314478
  • 9780072314472
Subject(s): DDC classification:
  • 658
Online resources: Summary: This new approach to managerial economics takes models from recent economics research and applies this research to the internal structure of the firm. After teaching basic applied economics, the authors look inside the firm and apply this analysis to management decision making. The general model used for this application is organizational architecture. Organizational architecture consists of three aspects of corporate organization: the assignment of decision rights within the company; methods of rewarding individuals; the structure of systems to evaluate the performance of both individuals and business units. These three components can be likened to a stool with three legs. If one of the legs is shorter, the stool is out of balance. These three elements must be in balance in the organization as well.
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Holdings
Item type Current library Call number Copy number Status Barcode
Books KISAJU MAIN CAMPUS - Open Collection HD 30.22 .B75 2001 (Browse shelf(Opens below)) 1 In transit from The MUA Library South C campus to KISAJU MAIN CAMPUS since 09/07/2020 2016-0060
Books The MUA Library South C campus - Open Collection HD 30.22 .B75 2001 (Browse shelf(Opens below)) 1 Available 2008-2560

Hardcover.

This new approach to managerial economics takes models from recent economics research and applies this research to the internal structure of the firm. After teaching basic applied economics, the authors look inside the firm and apply this analysis to management decision making. The general model used for this application is organizational architecture. Organizational architecture consists of three aspects of corporate organization: the assignment of decision rights within the company; methods of rewarding individuals; the structure of systems to evaluate the performance of both individuals and business units. These three components can be likened to a stool with three legs. If one of the legs is shorter, the stool is out of balance. These three elements must be in balance in the organization as well.

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