270 likes | 501 Views
Managerial Economics: Lecture 1. Carlos A. Ulibarri Department of Management New Mexico Tech. Course Overview. Syllabus Text: Paul Milgrom and John Roberts, 1992. Economics, Organization & Management . Prentice-Hall, Inc. ISBN 0-13-224650-3. Exams/grading/scheduling.
E N D
Managerial Economics:Lecture 1 Carlos A. UlibarriDepartment of ManagementNew Mexico Tech
Course Overview • Syllabus • Text:Paul Milgrom and John Roberts, 1992. Economics, Organization & Management. Prentice-Hall, Inc. ISBN 0-13-224650-3. • Exams/grading/scheduling
Economic organizations • GM – multi-division firm • Toyota – JIT mfg processes • Solomon – pay for performance
Alfred Sloan? • Reorganized GM into a multidivisional firm • Introduced market segmentation (division A mfg product for segment A) • Expanded the product line
Case of GM • Reorganization => required closer coordination of mfg plants, distribution dealerships, component suppliers, marketing and research
Sloan business model • Heavy demands on information gathering • Cost-accounting is crucial in coordinating operations • Divisions given autonomous decision-making authority
Organizational choices • …are interdependent • marketing information on consumer taste • product design choices (standardization?) • mfg plant operations (econ-of-scale?) • coordination of component supply chain
Centralizing authority? • …for planning LR strategy • …managing legal matters • …coordinating R&D • …managing financial functions
Toyota: JIT MFG • Economizes on inventory and working capital during mfg process • Requires tighter quality control over components • Requires strong customer-supplier relations
Toyota’s organizational choices • Flexible production lines facilitate design changes • LR contractual agreements with component suppliers provides incentive to invest in specialized skills and equipment
Solomon: pay-4-performance • Getting the organization’s incentives right • Base salary + bonus • Bonus: stock ownership in firm placed in trust for 5-year period
The effects? • Matching-up the employees self interest with stockholder’s objectives • “one for all – all for one” • Raises value of stock • Raises market value of firm
Insights from cases? • Organizational structure matters • Incentives motivate decision-making • Finding balance between coordination and control and functional autonomy
Question pg. 18 in M&R • In fast food chains, some decisions about standards are made centrally and others are left to individual managers. Who typically makes which kinds of decisions? Why? Can you think successfully about the fast-food business by dividing the issues between coordination and motivation?
Organization design & mgt • Meaning of organization? • How do organizations emerge? • How are organizations structured? • How well do organizations perform?
An organization’s design • Determines how resources are allocated, how information is generated and diffused • Determines decision-making authority in meeting goals
Alchian and Demsetz (AER) • Contracting approach to organizational theory: the firm is an organization of agents linked together by contract. • Agents form organizations voluntarily, according to their self-interest
What agents? • Human resources • Capitalists • Suppliers • Consumers
An organization’s autonomy • “The organization’s economic boundaries are defined by its functional autonomy.” • …legal status to enter into contract on its own • … authority to decide product lines, prices, compensation, investments
Principal of efficiency • An organization is a vehicle for achieving efficiency through coordinating and motivating agent behavior. • Specific organizational forms & contractual arrangements represent a solution to the problems of coordination/motivation.
discussion • Inefficient organizations disappear, efficient ones survive. • F1 racing team • Mfg chain • United Air • Outsourcing • Malls • Warehouse Super Stores