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International Economics: Understanding the Forces of Globalization for Managers is a 6-chapter book published in 2013 by the Business Expert Press and written by Dr. Paul Torelli, chief economist at Quantitative Social Science. The author explains that, because of the impact of globalization, new technology, and international trade, business managers need more than ever to understand basic economic concepts to make well-rounded decisions. To that end, this book outlines the conceptual foundation of economic globalization. Starting with the important milestones in the history of global trade development, the author explores how global trade has developed, and how globalization has fostered growth, consumption, and higher standards of living. He explains the core models of economic theory relevant to managers and how these concepts provide a framework for interpreting the global economy. He also shares insight on using the book in management courses and suggests complementary readings including case studies. Chapter 4, Industrialization, Globalization, and Labor Markets (32 pages), considers the impact of a growing economy. The author looks at a country's transition from a service economy to a manufacturing economy through the framework of the Lewis Model of Development and also reviews criticisms of the model. He considers the factors of industrial policy, economic diversification, managerial capital, population growth, and wage levels. He looks specifically at the labor markets in America, Mexico, China, and India for empirical evidence on the impacts of globalization.
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It’s always tempting at this time of year to try to make a definitive list of the best ideas from the past 12 months. But then we end up debating what counts as best — important? useful? original? all three? — and compiling extremely long lists, struggling to shorten them, and over-thinking it all, when the point really is just to gather some really good reading for you for any free time you happen to find over the holiday. So this year, instead, we thought about the pieces that most surprised us or provoked us to think differently about an intractable problem or perennial question in management, we reviewed the whole year of data to remind ourselves what our readers found most compelling, and we looked for patterns in the subjects our authors raised most frequently and independently of our editorial urging.  The result, I think, is a set of ideas that together are important, useful, and original, and that feel like quite an accurate account of the management concerns many of us shared in 2013.

Here’s the list.  See what you think:

1.  Leaning in will only get us so far.  If the workplace is going to work for women — and for families — men need to change, and so do our expectations of them.  Their tendency toward overconfidence is often mistaken for competence and rewarded with promotions, and their masculine identities require that they work too many hours and get too little sleep, putting extra pressure on women whose greater home- and kid-related responsibilities prevent them from competing on quantity.  The good news is that millennial men are changing the way they define leadership and demanding work that fits around their families.  And the seven policy changes Stew Friedman recommends would benefit all working Americans.  Note: the majority of the pieces below were written by men.

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