Economics Is Your Choice
Пособие предназначено, главным образом, для тех, кто стоит на пороге выбора профессии, а также для тех, кто на данном этапе своей жизни изучает общеэкономические дисциплины и хочет расширить свой кругозор, а также свой словарный запас профессиональной лексики.В пособии представлены материалы, подобранные в основном из современных периодических изданий США и Великобритании. Имеющиеся в пособии разделы дают возможность читателю понять и прочувствовать те насущные проблемы в области бизнеса и экономики, решение которых может оказать огромное влияние на повседневную жизнь людей."Economics Is Your Choice" может быть использовано как на занятиях с абитуриентами, так и со студентами I-II курсов экономических вузов. Оно может заинтересовать и тех читателей, кто хочет быть в курсе современных проблем в сфере экономики и бизнеса.
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commitment to I B M to buy company stock a tough boss owners of the stock options to promote sb T H O M A S J. WATSON JR. (1914-1993) had his father to thank for his start at I B M , but to earn his place i n the business pantheon, he had to fight the old man out o f the way. Watson Sr. was one o f the great entrepreneurs o f the first half o f the century. A sales genius, he persuaded businessmen to lay down their ledgers and trust their book-keeping to primitive accounting machines that used punch cards. He put I B M on the map. He gave the w o r l d the motto T H I N K . The elder Watson taught Tom his business secrets and, at the same time, second-guessed his son and challenged h i m i n operatic clashes. Computers were one o f their many flash points: Watson Sr. did not see much potential i n the US government's primitive E N I A C , a room-sized, pea-brained number cruncher that ran on unreliable vacuum tubes. In his view, a computer revolution might sweep across the scientific world, but i n the accounting room the punch card was going to stay on top. Y o u n g T o m saw things differently. He sensed the vast opportunity i n electronics and also a dire threat to I B M itself when big organizations began ordering Univac computers. Developing I B M ' s first computers meant doubling the R & D budget and hiring hundreds o f electronics engineers - steps it took years to persuade the o l d man to take. But by the time Watson Sr. handed over control i n 1956 - six weeks before his death - the computers his son had championed were the hottest product i n A m e r i c a n business. Watson Jr. was an intuitive leader, driven by the urgency o f keeping pace with the computer revolution. His I B M at its peak hired and assimilated tens o f thousands o f employees per year; Watson virtually wrote the book on managing fast, sustained, hugely profitable growth. The key, he understood, was speed: "The worst possible thing we could do [was]...
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