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'Tiffany shows that American decision makers who ignore the past are likely to jeopardize America's future. So persuasive is his account of the historical antagonism between steel management, labor and government that advocates of industrial policy will have to reconsider the premise of cooperation on which it is based.
This is the first of two volumes containing the proceedings of the 1996 international conference: 'The steel industry in the new millennium: innovation, strategy and markets'. This volume is divided into four main sections, the first two correspond to the Conference's Working Group II on 'Technological Innovation', while the third contains the papers delivered during Working Group III, on the 'The Market for Steel'. The last section contains the final speech by Father William Hogan, written very much from the perspective of demand, whereas the introductory paper by Marcus looks at the steel market, mainly from the technological angle. This volume brings together papers by leading academics, steel executives and consultants, and business leaders from all the main steel producing countries. It reviews the prospects of demand and the new technologies that are re-shaping production patterns across the world.
Written by fifteen leading academics from the Japan Society for International Development (JASID), this book undertakes a review of Japan's economic development over the last 150 years, and seeks to clarify Japanese priorities in domestic and foreign policy for the coming decades.
By the end of the 1980s, the once mighty U.S. steel industry seemed on its last legs. More than a quarter of a million jobs had been lost, and communities like Pittsburgh and Bethlehem were devastated. Yet today, the industry again stands as a world-class competitor. In The Renaissance of American Steel, Roger Ahlbrandt, Richard Fruehan, and Frank Giarratani illuminate the forces behind this remarkable comeback, drawing valuable lessons for managers not only in the steel business but in any business now battling the global marketplace. Citing evidence from a wide range of companies in the U.S., the U.K., and Japan, and clearly explaining the basics of steel production, the authors show how the industry's rebirth resulted both from the downsizing of big companies and the rise of minimills capturing markets from the larger companies. They describe how large, traditional firms--including U.S. Steel, British Steel, and Nippon Steel--recognized that they had to reduce the scope of their operations and reorganize to become more competitive. U.S. Steel CEO Tom Graham, for instance, closed plants and refocused the firm's resources on the market for flat-rolled products. The book also examines how minimills--such as Nucor, Birmingham Steel, Oregon Steel, Tokyo Steel, and Co-Steel Sheerness--have redefined the industry's structure and competitive dynamics. Nucor, in particular, has emerged as the leader among the minimills--the largest electric furnace-based steel company in the U.S., with annual sales exceeding $3 billion. The reader learns how CEO Ken Iverson, recognizing the opportunities to be seized if Nucor moved beyond traditional products (such as steel joists and rebar), created the most innovative steel mill in the world, with a consistent record of investing in new technologies to lower operating costs and to move into sophisticated, value-added products. Throughout the book, the authors offer sharp insights into the steel industry in the U.S. and abroad--but more important, they highlight the lessons to be learned for managers in all industries. The authors conclude, for instance, that success for both large and small steel producers depends on a critical interplay of factors that touch on leadership, new technologies, and decentralized management. Effective leaders, the authors find, don't micromanage; they set a goal for the company and communicate it broadly to gain employees' commitment. High-performing companies aggressively seek technical know-how, even if it means purchasing it from foreign competitors or securing joint agreements. And finally, successful companies decentralize, empowering employees far down in the organization to handle daily decisionmaking. This in-depth analysis of a radically changed industry speaks volumes about the value of flexibility in business. It is an essential resource for any manager working in today's global economy.
During the twentieth century the financial sector became possibly the most regulated area of the economy in many advanced and developing countries. The interwar years represented the defining moment for the escalation of governments' intervention, turning the State into the core of financial systems in its capacity of regulator, supervisor or owner. The essays in this collection shed light on different aspects of the experience of financial regulation, ownership and deregulation in Europe and the USA from a secular historical perspective. The volume's chapters explore how the political economy of finance changed in the nineteenth and twentieth centuries and how such changes were related to shifting attitudes towards globalization. They also investigate how regulation responded to governance problems of financial intermediaries and markets, and how different legal frameworks and institutional architectures influenced such response. The collection engages with a set of issues as diverse as they are interrelated across countries and over time: the regulatory attitude of British authorities toward the banking system and the stock exchange market in the nineteenth and twentieth centuries; the comparative evolution of bankruptcy laws and procedures; the link between state, regulation and governance in the evolution of the US and French financial systems; the emergence of banking regulation and supervision by central banks; the regulation and supervision of international financial markets since the 1950s; and the connection between deregulation and banking crises at the end of the past century. Taken as a whole, the chapters offer an intriguing insight into the differing ways western countries approached and responded to the challenges of the international financial system, and the legacy of this on the modern world. In so doing the volume holds up to historical scrutiny the debate as to whether overt state regulation of financial markets always has a negative affect on economic growth, or whether it can be an essential tool for developing nations in their efforts to expand their economies.
The book, "Take Off: The Blossoms of Women Empowerment" plays an important role in the area of focusing on empowerment, upliftment, enrichment and why not entrepreneurial enterprise owned by blossoming women of today.The empowerment of women is essential to development of nation and particularly for the reduction of poverty in real terms.Today women empowerment takes place in all levels through SHGs, entrepreneurship, business enterprise, inclusion of Information Technology, globalised scenario and informal sectors.The blossoms of women empowerment reached frontiers of political, economic, social and total personality of an individual. This book comprises achievement and participation of women from all walks of life.This book reiterates the famous saying of Kofi Annan "There is no tool for development more effective than the empowerment of women".This book enhances the readers to realise the inherent potentials of women belonging to different sectors.
This student mainstay continues to be organised around constitutional themes, with new material on local elections, the politics of the centre and the limits of state power. Essential for all introductory students of British politics and current affairs.
Focusing on four industrial sectors: aircraft, automobiles, clothing and steel, examines changes in the distribution of manufacturing industry worldwide, and the process of adjustment which is a consequence of these changes. Contains four sectoral studies and four case studies (the US steel industry, the Italian clothing industry, the aircraft industry in Indonesia and Singapore, and Mexico's motor vehicle industry).