Nonfinancial Economics

This book is written in support of proposals to reduce work time in order to improve employment opportunities. The authors, both of whom have been deeply involved in shorter workweek policy debates, argue that the failure of the U.S. to enact shorter workweek legislation when it was first proposed in the late 1950s was a significant policy mistake. They argue further that reduced work hours are an effective means to full employment, improved income distribution, and a stronger consumer market--in addition to promising a better life to the contemporary American family. Policymakers concerned with employment issues as well as trade union officials and students of industrial relations will find here a new framework of ideas to support the renewed consideration of shorter workweek legislation. The authors approach their subject by analyzing the consequences of the U.S. rejection of shorter workweek proposals over the past 30 years. Among them, they contend, are an increasing polarization of incomes, the devotion of more and more resources to the support of economic waste, and a continuing problem with unemployment. The current preoccupation with dollar-denominated growth (a legacy from the Great Depression) has produced a debt-ridden system which increasingly fails to accomodate people's real needs: hence, the authors call for a nonfinancial analysis of economic questions. Taken as a whole, this volume offers both an eloquent defense of leisure and a cogent analysis of the beneficial economic effects of the institution of a shorter workweek or longer annual vacation.

Understanding Financial Accounts seeks to show how a range of questions on financial developments can be answered with the framework of financial accounts and balance sheets, by providing non-technical explanations illustrated with practical examples.

This is the first book to provide a precise description of how companies can put purpose into practice. Based on groundbreaking research undertaken between Oxford University and Mars Catalyst, it offers an accessible account of why corporate purpose is so important and how it can be implemented to address the major challenges the world faces today.

This essential Handbook makes underground, hidden, grey economies intelligible and consistently quantifiable. An invaluable tool for statistics producers and users and researchers, the book explains how the non-observed economy can be measured and ...

Finance and Accounting for Nonfinancial Managers, Third Edition, introduces the reader to financial terminology, relates financial measures to operating information, enables the student to understand and apply financial measures to operating performance, and ties all of this to the current business environment. Today’s managers, whether supervisors or senior executives, are expected to understand and use financial and operational measures, prepare and utilize budgets, respond to inquiries about the financial consequences of actions taken by them or by their department or team, and understand and use financial and accounting terminology—the common language of business measurement. Written in a conversational, easy-to-understand tone, the course treats finance and accounting from the perspective of users of financial information—it enhances their ability to communicate effectively with subordinates, other managers, senior executives, and accounting and finance professionals. It offers managers the ability to use and analyze financial information to improve the performance of their operations and to identify—and avoid—potential problems. The third edition includes discussion of the continuing transition of financial reporting to an international standard as well as consideration of the effects on accounting and finance resulting from the Recession of 2007-2009. New sections on how to read an annual report and navigating the shifts in the marketplace are also included. This edition has been updated throughout to provide managers with the most current and complete information available. Selected Learning Objectives Participants will learn how to: Prepare budgets Read, understand, and use financial and operational measures Manage short-term assets Relate department performance to the big picture. This is an ebook version of the AMA Self-Study course. If you want to take the course for credit you need to either purchase a hard copy of the course through amaselfstudy.org or purchase an online version of the course through www.flexstudy.com.