Solution Manual For Managerial Economics: Economic Tools for Today's Decision Makers, 7th Edition
Solution Manual For Managerial Economics: Economic Tools for Today's Decision Makers, 7th Edition is the perfect resource for breaking down challenging problems step by step.
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CHAPTER 1
INTRODUCTION
QUESTIONS
1. Scarcity is a condition that exists when resources are limited relative to the demand for their use.
Another way of describing this condition is to state that scarcity exists when resources are not
available in unlimited amounts. When resources are available in unlimited amounts, economists
consider them to be “free” goods. Because of the scarcity of resources, choices have to be made
about their allocation among competing uses. Each choice is considered by economists to involve
an “opportunity cost” because the use of scarce resources in one activity implies that they cannot be
used in an alternative one. In other words, this opportunity cost is the amount that is sacrificed
when choosing one activity over its next best alternative.
It is reasonable to assume that all organizations have to work with scarce resources, no matter how
large or profitable. A key role that managers play is to decide how best to allocate their
organizations’ scarce resources. From an economic standpoint, optimal decisions involve their
weighing of the benefits associated with a particular decision against the opportunity cost of this
decision.
2. “What?”—This involves deciding what goods and services to produce and in what quantities (e.g.,
guns versus butter, capital goods versus consumer goods, etc.)
“How?”—This involves deciding how best to allocate a country’s resources in the production of
particular goods or services (e.g., capital intensive versus labor intensive, domestic production
versus foreign production etc.).
“For whom?”—This involves deciding how to distribute a country’s total output of goods and
services (e.g., income and wealth distribution).
3. a. how
b. what
c. for whom
d. how
e. how
4. Market Process: The use of supply, demand and material incentives (e.g., the profit motive) to
decide how scarce resources are to be allocated. It answers the three questions of what, how and for
whom in the following ways:
“What?”—Whatever is profitable will be produced. Profitability in turn depends on the strength of
a society’s demand for a particular good or service and the cost to producers of providing such a
good or service.
“How?”—Resources should be allocated and combined in the least costly way.
“For whom?”—The output of goods and services should be allocated to whoever is willing and able
to pay for them. Of course the ability to pay depends on the country’s distribution of income. Many
INTRODUCTION
QUESTIONS
1. Scarcity is a condition that exists when resources are limited relative to the demand for their use.
Another way of describing this condition is to state that scarcity exists when resources are not
available in unlimited amounts. When resources are available in unlimited amounts, economists
consider them to be “free” goods. Because of the scarcity of resources, choices have to be made
about their allocation among competing uses. Each choice is considered by economists to involve
an “opportunity cost” because the use of scarce resources in one activity implies that they cannot be
used in an alternative one. In other words, this opportunity cost is the amount that is sacrificed
when choosing one activity over its next best alternative.
It is reasonable to assume that all organizations have to work with scarce resources, no matter how
large or profitable. A key role that managers play is to decide how best to allocate their
organizations’ scarce resources. From an economic standpoint, optimal decisions involve their
weighing of the benefits associated with a particular decision against the opportunity cost of this
decision.
2. “What?”—This involves deciding what goods and services to produce and in what quantities (e.g.,
guns versus butter, capital goods versus consumer goods, etc.)
“How?”—This involves deciding how best to allocate a country’s resources in the production of
particular goods or services (e.g., capital intensive versus labor intensive, domestic production
versus foreign production etc.).
“For whom?”—This involves deciding how to distribute a country’s total output of goods and
services (e.g., income and wealth distribution).
3. a. how
b. what
c. for whom
d. how
e. how
4. Market Process: The use of supply, demand and material incentives (e.g., the profit motive) to
decide how scarce resources are to be allocated. It answers the three questions of what, how and for
whom in the following ways:
“What?”—Whatever is profitable will be produced. Profitability in turn depends on the strength of
a society’s demand for a particular good or service and the cost to producers of providing such a
good or service.
“How?”—Resources should be allocated and combined in the least costly way.
“For whom?”—The output of goods and services should be allocated to whoever is willing and able
to pay for them. Of course the ability to pay depends on the country’s distribution of income. Many
2 Introduction
factors may account for the distribution of income in a market economy. For economists, one of the
most important is the “productivity principle.” This states that income is allocated according to the
relative productivity of the various factors of production.
5. As much as managers in a market economy rely on demand, cost, and profitability to guide them in
their economic decisions, we have observed that command and tradition continue to play an
important role in the decision-making process. In particular:
Command Process: Strategic, long-term or “political” decisions that are made by some central
authority in an organization (in a large company it might be for example the CEO, the corporate
management committee, in a small company it might be the owner/operator) can be considered part
of the command process. For example, a manager might believe that a particular product is not
profitable and recommend that it be dropped for the company’s product line. However, upper
management might believe that the product might have some long-term or strategic value and
override this decision. The opposite might also be true.
A good example of this is the case of the IBM typewriter. In 1984, IBM made a major strategic
decision to stay in the business of making typewriters, even though analysis indicated that it would
become increasingly more difficult for it to be profitable in this business as typewriters became
electronic rather that electromechanical and as PCs and word processors performed more and more
of the basic typing functions. It invested approximately $500 million to completely modernize and
automate its production facilities in Lexington, Kentucky. A major reason for maintaining and
investing further in this business was because upper management believed that for strategic reasons,
IBM needed to have its own capability of making keyboards for its computers.
In 1990, IBM decided to spin off its typewriter division to a separate, privately owned company
called Lexmark. (We do not know whether it was because the typewriter division was not
profitable.)
Of course, managers in a market economy must also deal with the command process whenever
government rules, regulations, or laws have to be considered. Chapter 15 of this text is devoted to
this possibility.
Traditional Process: As pointed out in the text, customs and traditions play a more important role
for managers in developing countries. However, we have observed or read about certain instances
in which they affect management decisions here in the United States. For example, some years back
it was reported in the Wall Street Journal that the CEO of International Harvester (now operating as
Navistar) lamented that the company should have sold off its farm equipment long before it actually
did. However, he pointed out that he and the rest of the management found it very difficult to divest
itself of the product line on which the company was founded.
If the instructor wishes, he or she may wish to bring up the whole issue of the traditional view of
occupations for men and women. For example, years ago, suitable professional work for women
was usually confined to teaching and nursing. Obviously, this traditional view of the role of women
in the workplace has changed in the United States. However, in the rest of the world, even in the
developed countries such as Japan and those in Western Europe, tradition is still an important
factor.
factors may account for the distribution of income in a market economy. For economists, one of the
most important is the “productivity principle.” This states that income is allocated according to the
relative productivity of the various factors of production.
5. As much as managers in a market economy rely on demand, cost, and profitability to guide them in
their economic decisions, we have observed that command and tradition continue to play an
important role in the decision-making process. In particular:
Command Process: Strategic, long-term or “political” decisions that are made by some central
authority in an organization (in a large company it might be for example the CEO, the corporate
management committee, in a small company it might be the owner/operator) can be considered part
of the command process. For example, a manager might believe that a particular product is not
profitable and recommend that it be dropped for the company’s product line. However, upper
management might believe that the product might have some long-term or strategic value and
override this decision. The opposite might also be true.
A good example of this is the case of the IBM typewriter. In 1984, IBM made a major strategic
decision to stay in the business of making typewriters, even though analysis indicated that it would
become increasingly more difficult for it to be profitable in this business as typewriters became
electronic rather that electromechanical and as PCs and word processors performed more and more
of the basic typing functions. It invested approximately $500 million to completely modernize and
automate its production facilities in Lexington, Kentucky. A major reason for maintaining and
investing further in this business was because upper management believed that for strategic reasons,
IBM needed to have its own capability of making keyboards for its computers.
In 1990, IBM decided to spin off its typewriter division to a separate, privately owned company
called Lexmark. (We do not know whether it was because the typewriter division was not
profitable.)
Of course, managers in a market economy must also deal with the command process whenever
government rules, regulations, or laws have to be considered. Chapter 15 of this text is devoted to
this possibility.
Traditional Process: As pointed out in the text, customs and traditions play a more important role
for managers in developing countries. However, we have observed or read about certain instances
in which they affect management decisions here in the United States. For example, some years back
it was reported in the Wall Street Journal that the CEO of International Harvester (now operating as
Navistar) lamented that the company should have sold off its farm equipment long before it actually
did. However, he pointed out that he and the rest of the management found it very difficult to divest
itself of the product line on which the company was founded.
If the instructor wishes, he or she may wish to bring up the whole issue of the traditional view of
occupations for men and women. For example, years ago, suitable professional work for women
was usually confined to teaching and nursing. Obviously, this traditional view of the role of women
in the workplace has changed in the United States. However, in the rest of the world, even in the
developed countries such as Japan and those in Western Europe, tradition is still an important
factor.
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