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First Published in 1966. Routledge is an imprint of Taylor & Francis, an informa company.
Managing Industrial Decline examines the dramatic decline of the British coal industry through the lens of comparative business history, challenging the prevailing belief that the industry's decline was due primarily to global economic factors and instead demonstrating that entrepreneurial failings of individual coal firms contributed significantly to the problem. Through a comparative analysis of company histories, Dintenfass shows how the full range of business operations at British coal firms, including labor management policies, technological choices, and marketing practices, affected their performance. The histories of individual firms demonstrate that the managements could improve productivity, increase sale prices, and sustain profitability, even as the coal trade succumbed to cyclical depression and secular decline. According to Dintenfass, comparisons between the individual firms and the regional coal industries to which they belonged show that neighboring firms were slow to introduce the modest innovations that the successful firms pioneered. Since there were few barriers to the implementation of these strategies, it appears that Britain's coal masters miscalculated their costs and benefits, contributing to the problem by failing to adopt inexpensive and accessible second-best solutions to production and commercial problems. Managing Industrial Decline, breaks new ground in the field of business history and restores entrepreneurship to its proper place in the analysis of industrial decline.
This is a book by people who have had to make decisions which affect the environment in which we all live, decisions which sometimes affect the quality of life of millions. It is not an academic disquisition on how to approach decision-making. Most of the chapters are written by scientists who have had to take action or make recommendations on environmental matters in situations where the data are incomplete or choices hedged by factors beyond scientific resolution; the result is that they have had to resolve dilemmas about the proper way forward in the matter. My brief to the authors was to describe issues with which they had been personally concerned, rather than simply select from the vast range of envir- mental problems 'out there'. The only exception to this was Andrew Brennan (Chapter 1), who is a professional philosopher; I asked him to say something about the processes and errors indulged by environmental decision-makers. There is some overlap between chapters, but this is not extensive. I have made no attempt to eliminate it, because the aim has been to present personal points of view, not a systematic account of environmental problems. Similarly, there are important topics which are not covered. Indeed, a critic would complain that a book on environmental dilemmas which does not deal directly with the crucial divide between development and conservation is almost wholly irrelevant; from one point of view, it could be condemned as fiddling while Rome burns.
Before Michael I. Handel died his colleagues and students compiled this collection of essays that were written for a conference on strategy held during 2001. The papers address Churchill's views and ideas on war, strategy and realpolitik.