Outline of Industrial Organization

Outline Of Industrial Organization

The following outline is provided as an overview of and topical guide to industrial organization:

Industrial organization – describes the behavior of firms in the marketplace with regard to production, pricing, employment and other decisions. Issues underlying these decisions range from classical issues such as opportunity cost to neoclassical concepts such as factors of production.

Read more about Outline Of Industrial Organization:  Overview, Concepts, People

Famous quotes containing the words outline of, outline, industrial and/or organization:

    It is the business of thought to define things, to find the boundaries; thought, indeed, is a ceaseless process of definition. It is the business of Art to give things shape. Anyone who takes no delight in the firm outline of an object, or in its essential character, has no artistic sense.... He cannot even be nourished by Art. Like Ephraim, he feeds upon the East wind, which has no boundaries.
    Vance Palmer (1885–1959)

    A true poem is distinguished not so much by a felicitous expression, or any thought it suggests, as by the atmosphere which surrounds it. Most have beauty of outline merely, and are striking as the form and bearing of a stranger; but true verses come toward us indistinctly, as the very breath of all friendliness, and envelop us in their spirit and fragrance.
    Henry David Thoreau (1817–1862)

    The basis on which good repute in any highly organized industrial community ultimately rests is pecuniary strength; and the means of showing pecuniary strength, and so of gaining or retaining a good name, are leisure and a conspicuous consumption of goods.
    Thorstein Veblen (1857–1929)

    Unless a group of workers know their work is under surveillance, that they are being rated as fairly as human beings, with the fallibility that goes with human judgment, can rate them, and that at least an attempt is made to measure their worth to an organization in relative terms, they are likely to sink back on length of service as the sole reason for retention and promotion.
    Mary Barnett Gilson (1877–?)