Economists in the field of industrial organization study how:?
Economists in the field of industrial organization study how: a. central banking policies affect financial markets. b. firms’ demand for labor and individuals’ supply of labor affect resource markets. c. firms’ decisions about prices and quantities depend on market conditions. d. externalities and public goods affect the environment.
How much does a Industrial Organizational psychologist make?
I have a bachelor’s degree in psychology and am going for my masters. Anyone out there been through this kind of degree or somewhere towards the end of it? How is the curriculum? How much do they make a year?
Guys I have some difficulties with a Industrial Organization Inverse demand problem :(?
The problem says: Suppose the government wants to restrict the number of cars by issuing a limited number of marketable permits to produce cars. The inverse market demand curve for cars is P = 20000 − 0.9Q, the marginal cost of producing cars is constant at $4,600, and the marginal pollution and congestion cost of cars is mcp(Q) = 400+0.1Q. What is the socially optimal output of cars? At what price would marketable permits to produce that number of cars trade? I'm really stumped as I don't have problems with IDC problems when they are of the regular kinda but this one is just to much please help !
Questions help about Industrial Revolution !?
( 5 ) -- starting in the early eighteenth century, the availability of coal and steam engines to power blowers (to create very high temperatures) and hammers (to remove impurities) stimulated a sequence of new iron-making processes, and these dramatically changed the industry's economics. Because expensive machinery was essential to these techniques, iron production was increasingly concentrated in huge enterprises, most dramatically that of the ironmaster John Wilkinson (1728–1808) ======================================... ======================================... ( 1 ) --- The textile mills of New England had long been in existence, but the boom period of industrial organization was from 1860 to 1890. The United States originally used water power to run its factories, with the consequence that industrialization was essentially limited to New England and the rest of the Northeastern United States, where fast-moving rivers were located. However, the raw materials (cotton) came from the Southern United States. It was not until after the American Civil War in the 1860s that steam-powered manufacturing overtook water-powered manufacturing, allowing the industry to fully spread across the nation. ===================================== ===================================== ( 4 ) -- Spinning of flax is a very old invention. It was once done with just a spindle like the woman has in the picture on page 71 (Fig. 44). This is the secret of how flax spinning is done to-day. The flax is opened at the mill and graded according to color and quality. It is then combed. This process is called hackling. This first combing process is sometimes called roughing instead of hackling. Here is the site - http://chestofbooks.com/crafts/needlewor... ================================== ================================== ( 3 ) -- here is the site http://www.loyaltextiles.com/yarn.html ================================== ( 2 ) - interchangeable parts, made of steel or caste iron, made repairing machines simple, sped up production, and utilized less skilled workers. ============================== I'm sorry about question #3 - I'm a guy and don't know much about such topics Hope this helps SHITSTAINZ ( homework Wizard )
Economics Industrial Production Question?
http://en.wikipedia.org/wiki/Index_of_industrial_production In US, it is probably compiled by the Census office.
Who are some of the smartest industrial/organizational psychologists?
Suman Bharti, a talented and experienced person is doing wonders in this field. She is taking classes at NLU and IIM. Her ability to understand the subject and providing solution is quick and ever lasting. She can be contactd on sumanbharti132@gmail.com
Industrial and Organizational Psychology: Advice on Shaping Behaviors with Software?
As useful as tools like this are, it sounds like your organization has some more fundamental capacity planning / work queuing problems that need to be worked out FIRST. I'd be inclined to say that you should figure out a way to solve that problem with a manual process before implementing your tool digitally.I've worked with the implementation of a couple ERP / CRM tools which try to do something akin to what you are talking about, and every time if the process isn't quality, no matter how good the tool is that implements that process, it will fail. Because of the time and energy invested in the tool, it gets blamed for the failure, when in fact the process (or lack thereof) is the problem, not the tool.Whatever process you put in place, it should be viewed primarily as a means to enable and encourage communication, not as something that ties people's hands. There needs to be ways to handle exceptional circumstances that are minimally invasive.It sounds like the structure of your company and work is such some of the agile (or "scrum") methodologies used for software development might be useful. I'd suggest looking at those for ideas.As for your specific concerns:1 - Make the project board be the analyst's work queue. That's the one place they look to get work, and the one place they mark tasks as complete so other people know they are done. Ideally have whatever deliverables they need to provide flow through the project board. Maybe tie their performance review outcomes to the stats in the project board? That's rife will potential problems though, so be careful before doing that.2 - Make it so that the only way consultants can get something done is to have it in someone's queue, and give the analysts the power to say "put it in my queue and I'll work on it" so they can head off getting "just one quick thinged" by consultatnts who are trying to go around the system. Then make it so the project board will refuse new work for someone if they at or over capacity. That's the signal to the consultant that need to talk to the other consultants that have work in the analyst's queue to figure out what's really more important and shuffle priorities appropriately. In most cases, the analyst should not need to be involved in this. In fact, it's probably important for them to be somewhat insulated from this part of the process so they don't get caught in the middle of a conflict they probably shouldn't be a party to.