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Introduces students to the process of data analysis in Business, Government, and the International Economy (BGIE) cases. Uses examples from Selected U.S. Statistics: Part I.

In 1960, the United States was facing a balance of payments problem. Gold reserves were being drained, American products were losing competitiveness, and the dollar was under attack. This case analyzes the roots of this problem, provides an opportunity to discuss in depth balance of payments accounting, and allows students to explore various solutions to balance of payments difficulties.

Introduces students to some general tools of economics that will be useful in analyzing macroeconomic performance in a course on business, government, and the international economy. The four sections are: 1) the economy as a circular flow, 2) supply and demand, 3) aggregate supply and aggregate demand, and 4) an introduction to National Income accounting.

Describes the issues and priorities involved in countries' use of the gold standard as the basis for managing their money supply. The setting of the United Kingdom in 1925 permits a real-world exploration of the important tradeoffs in "going back on gold" versus moving toward flexible "floating" exchange rates.

Supplements the case.

Joint ventures are common methods of managing projects that involve different countries. Managers need to consider whether a shared management or dominant parent approach works best for a specific enterprise. Thirty-seven experiences point up the difficulties of working with more than one parent. Dominant parent ventures, those managed by one company like wholly-owned subsidiaries, are more successful than shared management ventures, where both companies contribute functional personnel. Problems often arise in shared situations because managers of international ventures have communication problems and different attitudes regarding: time, the importance of job performance, material wealth, and the desirability of change.

Examines the intellectual, political and economic underpinnings of the landmark tax legislation begun by John F. Kennedy and carried through Congress by his successor Lyndon B. Johnson.

Keynes, in excerpts from a 1933 pamphlet, outlines his recommendations for recovery from the Depression. He emphasizes the need for public works expenditures financed by government borrowing and discusses the "multiplier" effect of deficit spending on gross national product. The case introduces Keynesian methods of macroeconomic analysis.

Supplements the case.

Contains President Reagan's address to Congress in February of 1981 in which he proposes $49 billion in budget cuts and tax reductions. Also contains David Stockman's "economic Dunkirk" memorandum of November 1980. Exhibits contain economic data. Purpose is to provide an opportunity to analyze and evaluate Reagan's assumptions.

To many business people and public officials in the West, the postwar success of the Japanese economy is both an impressive and a puzzling achievement. The success is obvious and measurable; the reasons for it, far less so. Seeking explanations, Western observers often fasten with wide-eyed enthusiasm on the mysterious workings of "Japan, Inc.," that fabled edifice of business-government cooperation. To it they ascribe a continuous application of single-minded energy; from it they expect a continual flow of industrial miracles. In this article, Peter Drucker, long recognized as an authority on Japanese business, takes pointed issue with this familiar myth. No such thing exists, he argues, at least not in the form commonly attributed to it. The accomplishments of Japanese industry are the result not of some all-powerful structure but of Japan's having defined more ably than any other industrial nation some of the essential rules for managing complex organizations in the modern world.

The efforts of host governments to maintain control over their own national economies have restricted the freedom of multinational company (MNC) managers in deploying economic resources. Regulation interferes with product/market choice, use of technology, level of employment, and national trade balance. Compromise is an alternative to the choices of adaptation to or withdrawal from a national market.

Describes Allied's cooperative approach to government relations and the approach of some of the regulatory agencies Allied deals with. Based mainly on quotes from Allied and government officials. Asks the student to evaluate Allied's government relations--in general and in the light of three product decisions.

Supplements the (B) case.

The record-keeping, internal controls, and antibribery provisions of the Act provide the Securities and Exchange Commission (SEC) increased leverage to investigate and prosecute directly the various illegal activities of its registered companies. Enforcement and penalties incurred by violation include injuction by a federal court, imprisonment, fines and a special penalty of one million dollars maximum fine for foreign bribery prohibited by the act.

Minimal background to permit interpretation of positive or negative balances in the key summary accounts of a balance of payments statement; also to permit relating these balances and relevant supporting detail to a possible national development strategy. Designed for use with Foreign Investment in Canada (A).

Consists of three selections by the most innovative of the early American railroad managers which describe the organizational structures and control systems they created. Questions to be asked are: why and how such managerial techniques were created, how well they worked, and how they differ from present-day techniques.

The case involving Universal Data Corp. illustrates transfer pricing methods employed by many companies to maximize profits. The European subsidiary of Universal Data Corp. engages in "creative transfer pricing" when it ships computer hardware from the United States and Europe to Brussels at different prices for the same machine. This procedure can cause problems with local custom authorities and create hostility toward the MNC in the host country. Four executives discuss the major issues involved in transfer pricing: 1) profit maximization versus profit satisfaction; 2) centralization versus decentralization of the subsidiary; 3) one set of books for the company versus multiple sets; and 4) the letter of the law versus its intent.

Poor communication can cause the breakdown of negotiations with foreign governments, and the multinational manager who deals with developing countries often needs guidelines. Negotiators must understand local economic and political problems. Negotiators should avoid self-praise, ensure equal safeguards for the foreign government and consider a variety of investment arrangement structures. Negotiators may not adequately represent their government or company and negotiating styles may vary due to cultural differences.

Describes the sudden appearance of the large industrial enterprise in the 1880s. Reviews the three types of mass-production industries in which the new form came: those producing perishable products; those making low-priced semi-perishable products; and makers of machinery, the sale of whose products required specialized marketing services. Asks questions and suggests answers as to why the first American big businesses came in these industries and in the single decade of the 1880s.