Book Description
Few other economists have been read and cited as often as R.H. Coase has been, even though, as he admits, "most economists have a different way of looking at economic problems and do not share my conception of the nature of our subject." Coase's particular interest has been that part of economic theory that deals with firms, industries, and markets—what is known as price theory or microeconomics. He has always urged his fellow economists to examine the foundations on which their theory exists, and this volume collects some of his classic articles probing those very foundations. "The Nature of the Firm" (1937) introduced the then-revolutionary concept of transaction costs into economic theory. "The Problem of Social Cost" (1960) further developed this concept, emphasizing the effect of the law on the working of the economic system. The remaining papers and new introductory essay clarify and extend Coarse's arguments and address his critics.
"These essays bear rereading. Coase's careful attention to actual institutions not only offers deep insight into economics but also provides the best argument for Coase's methodological position. The clarity of the exposition and the elegance of the style also make them a pleasure to read and a model worthy of emulation."—Lewis A. Kornhauser, Journal of Economic Literature
Ronald H. Coase was awarded the Nobel Prize in Economic Science in 1991.
Customer Reviews:
Comentario del prof. González Vázquez.......2006-08-30
Se trata de un libro clásico, imprescindible en un primer acercamiento a la perspectiva del análisis económico del derecho de sociedades.
Fifty years of Coase.......2006-07-24
A wonderful enrichment of Coase's seminal "The Nature of the Firm" with essays by Coase himself that explicate clearer the background that lead to his development of that theory as well as his reflections fifty years later that add significant breadth to half of the issues missed in this original treatise. Some of the other essays are less interesting and not as well stated or, to my mind, accurate; but do add some additional insight that one wishing better to understand the approach taken by Coase needs to have in order to undertake further analysis in this direction.
Coase is certainly worthy of his Nobel.......2005-08-14
This book is a reprint of several of Coase's previous works together with an introduction that links them. This line of thinking is very productive for framing solutions to various problems, economic, social, political, and legal. Well worth reading.
Brilliant But No Longer Revolutionary.......2005-05-30
Two of the essays in this short book -- "The Nature of the Firm" and "The Problem of Social Cost" -- are classic pieces of economic analysis. Together they practically created the field of law and economics. Unfortunately, the central ideas (for which Coase won the Nobel prize) have been so thoroughly integrated into economics curricula that they no longer seem fresh or novel; in fact, they are now almost humdrum economic "common sense."
That's a tribute to Coase and his impact on economic thinking, but it does make it hard for the reader to get excited about this book. Nevertheless, Coase's writing still has great value as a model of clear exposition, and it reminds us that simple, non-mathematical thought experiments can profoundly shape our view of economics. Any well-stocked economics library must include "The Firm, the Market, and the Law." Highly recommended.
Lucid essays on transaction costs and social welfare.......2004-01-06
This little book is a fantastic introduction to some of the powerful ideas introduced by Coase. Coase initiated two different ideas that today govern or inform much of the work of economists. The first was his introduction of the idea of "transaction costs", from an article suggesting an investigation into the root causes for industrial organization. The second is now known as the Coase Theorem, and stems from his insightful refutation of the Pigouvian view of social cost. There is also an article investigating the actual history of lighthouses in England, something which has usually been cited as a pure public good, and therefore requiring government provision. The history shows that most lighthouses - in some periods, all lighthouses - were privately provided. Coase's writing is lucid, his ideas profound, and his influence widespread. This collection is very important to anyone wanting to understand externalities, transaction costs, and social welfare.
Book Description
"A thorough guide on food marketing that is sure to help food entrepreneurs at all levels. Extensive appendices are an added plus to an already strong and well-written guide. Strongly recommended." Library Journal
Specialty and gourmet foods can sell as great as they taste. To grab a slice of the action, here are the proven methods for successfully launching a gourmet food product into the specialty foods marketplace. The only book of its kind that outlines every food marketing opportunity and then supports entrepreneurial action with detailed guidance, From Kitchen to Market shows food entrepreneurs how to:
* Identify a winning product and its most appropriate markets.
* Achieve visual "sizzle" with packaging and labeling.
* Establish a variety of distribution channels.
* Optimize the Internet.
Customer Reviews:
Fantastic book for food start-ups.......2007-10-05
This book was recommended in a class at the local community college on starting a food business. There are
excellent examples of various business models and lots of referrals to other helpful web sites. If you have a
specialty food product you're making in your kitchen and you dream of selling it, this book is perfect.
Great book for people serious about starting a business.......2007-05-15
This book is a goldmine of information about the gourmet food business and how to get your product out there. Many charts, templates and other business resources that are not found in any other book I've read. Loved the "real world" examples.
Very Helpful.......2007-01-13
The book was very helpful to me.It contains a lot of useful information.
Good for a Start.......2007-01-04
The level of detail wasn't what I was hoping for, but it was a good book anyway. This book gives an overview of most aspects of marketing and selling food specialties.
After reading this book, you'll want to get some companion books, such as a book on trade shows, or getting publicity, or any of a dozen ideas the author touches on.
A 'must' for any newcomer cook who would market a product.......2005-11-05
The gourmet food industry is perfect for entry-level food distribution in this country: it lends to testing new products, it doesn't require large start-up investment, and it's a fast-growing industry. To enter, consult Food Marketing International president Stephen F. Hall's latest 4th edition of From Kitchen To Market: Selling Your Gourmet Food Specialty: it outlines and analyzes all kinds of food marketing opportunities for small cottage industries new to the business, discussing everything from building a product's concept using trade shows, brokers, and more. A 'must' for any newcomer cook who would market a product.
Book Description
At one time, universities educated new generations and were a source of social change. Today, colleges and universities are less places of public purpose than agencies of personal advantage. Remaking the American University provides a penetrating analysis of the ways market forces have shaped and distorted the behaviors, purposes, and ultimately the missions of universities and colleges over the past half-century.
The authors describe how a competitive preoccupation with published rankings and markets has spawned an admissions arms race that drains institutional resources and energies. Equally revealing are their depictions of the ways faculty distance themselves from their universities, resulting in an increase in the number of administrators that contributes substantially to institutional costs. Other chapters focus on the impact of intercollegiate athletics on the educational mission, even among selective institutions; on the unforeseen result of higher education's "outsourcing" of a substantial share of the scholarly publication function to for-profit interests; and on the consequences of today's overzealous investments in e-learning.
These trends raise the central question: Can universities and colleges today still choose to be places of public purpose? In the answers they provide, both sobering and enlightening, the authors underscore a consistent and powerful lesson—academic institutions cannot ignore the workings of the markets. The challenge ahead is to learn how to better use those markets for the greater public good.
Customer Reviews:
nothing new .......2006-06-27
Based on the need of contemporary colleges in managing markets in light of decreased sources of secured revenues, I anticipated this book. I was somewhat disappointed. The biggest problem is that the author narrows his focus to the most selective institutions. While critical of the system that rewards and provides prestige for these institutions, beyond a few standard recommendations and a few standard (and light) criticisms, the author does not lay the blame on them. Rather, the author asserts it is decreased funding and a system that rewards prestige over educational quality, absolving the institutions of blame.
Second, many of the recommendations lack substance and are really nothing that have not been recommended before. The one exception is the description of the academic audit, which is a great idea. However, hundreds of institutions (including community colleges), are already doing reviews and evaluations very similar to audits. Of course, these institutions, despite enrolling the vast majority of U.S. college students, are outside the author's radar and aren't dealt with in this book. Zemsky has the unfortunate fate of falling into two categories - a Stanford professor who can't imagine a student ever attending an institution that is not one of the top 50 or so in the nation and a higher ed. researcher who is more interested in impressing his colleagues than in impacting any real policy change or making a difference in the lives of the other 98% of college students.
Much better books that cover similar terrain written by someone with practical experience are Duderstadt's "A University for the 21st Century" & "The Public University." These texts provide recommendations that can provide substantive, not theoretical, change.
The University of the Future.......2006-03-26
Zemsky's mission-centered, market-smart, politically-savvy theme is the foundation for many, if not all, future strategy for public universities. This book sets the stage for the introduction of America's fourth major genre of university starting with the private, liberal arts (often religious)college of colonial days, the land-grant institution of the 1860s and the research-centered multiversity of the post-WWII era. Colleges and university leaders that need to rethink their approach and strategy after 10 years of declining contributions from state governments and a federal government that spends more in Iraq in a month than what was spent on the first GI Bill have to read and understand Zemsky, Wegner and Massey's Remaking the American University. Call it the "enterprise" or the "entrepreneurial" knowledge networking organization, this book explains the genre well and represents a must read for academic administrators at any level.
Customer Reviews:
Markets and Hierarchies by Oliver Williamson.......2000-03-30
Markets and Hierarchies is considered a most influential contribution to the institutional economics approach in the strategy literature. Introducing a transaction-cost dimension, it bridges economics and organization theory. Hence, both economists and researchers from the fields of social sciences can find this book appealing. Williamson begins by claiming that conventional economic analysis makes unnecessary assumptions and is too abstract to capture the characteristics of economic exchange and its effect on the transaction consummation mechanism, namely the preference of intrafirm versus interfirm trade. Then he introduces concepts of bounded rationality and opportunism to expand the discussion of organizational forms. He suggests the transaction as the appropriate unit of analysis to evaluate hierarchies and markets. The main argument in the book is presented in the Organizational Failures Framework (OFF), which is designed to specify which mode will be relatively efficient in formulating and executing contracts based on a combination of environmental and human factors. The OFF offers two combinations, a derived condition and a general system effect to explain organizational failures: (1) Bounded Rationality and Uncertainty/Complexity - Faced with conditions of uncertainty and complexity, where the decision tree is not clear, bounded rationality poses information processing and communication problems. A hierarchy would be preferred to a market in this case because internal organization can economize on bounded rationality. (2) Opportunism and Small Numbers - Williamson extends the self-interest assumption in microeconomics to suggest opportunistic behavior. Under such conditions, participants in transactions are expected to reveal partial or distorted information and provide self-disbelieved promises. A small numbers situation at the outset or renewal of a contract induces the risks of opportunistic behavior, which cannot be detected ex ante. Here again, hierarchies would be preferred to markets because in internal organization it is harder to appropriate gains from opportunistic behavior, and because monitoring and conflict resolution mechanisms are more effective. (3) Information Impactedness (asymmetric information) - Under conditions of opportunism and uncertainty, one party can find it costly to achieve information equality. Hierarchies will be preferred to markets because they reduce opportunistic tendencie encourage information sharing and effective communication. (4) Atmosphere - OFF assigns value not only to the outcomes of the transaction but also to the economic exchange process. Internal organization provides more encouraging atmosphere in terms of the development of reciprocal social relationships. Williamson offers several applications to illustrate his arguments and discuss antitrust implications. The replacement of markets by nonmarket alternatives first considers cooperative peer groups. Relative to hierarchies, peer groups are vulnerable to free rider problems and have inefficient communication and decision-making mechanisms. In hierarchies, centralized decision making, auditing procedures and experience rating enable more efficient organization relative to both markets or peer groups. Another application of the transactional perspectives considers the rationale for preferring internal employment relation to markets for idiosyncratic tasks. Transactional difficulties arise in both contingent claims and sequential spot market contracting, thus suggesting an authority relation of internal labor market as a possible solution. The most interesting application of the markets and hierarchies approach refers to vertical integration. The author tries to specify when production components will take place within the firm and when across intermediate product markets. Vertical integration, which leads to the creation of complex hierarchy is justified because: (1) successive processes are more efficient under common ownership; (2) it reduces required monitoring costs; (3) assures efficient factor combinations when one component is under monopolistic supply; (4) reduces bargaining costs to determine ownership of spillovers; and (5) economizes on the acquisition of information relevant to multiple stages. Williamson suggests three ways in which internal transactions can be organized: (1) sales contracts for component supply include contingent claims, incomplete long-term and sequential spot contracts, (2) Unified ownership of plant and equipment extends the simple hierarchy, (3) A complex hierarchy extends the employment relation to including department managers and achieves higher cooperation. An employment relation provides advantages over the other two. Williamson attempts to offer some qualifications to vertical integration. For instance, he claims that when recurrent transactions in the market are characterized by norms of trustworthy, valuable reputation and advanced evaluation mechanisms - incomplete contracts with informal enforcement may become a possible alternative to vertical integration. Furthermore, because vertical integration in highly concentrated industries can create price discrimination and barriers to entry, antitrust concerns may rise where there is a certain degree of monopoly. In addition to the antisocial consequences, vertical integration, can also result in preserved nonviable activities, cross-subsidization, distortion of procurement decisions and uneconomic reciprocity, inefficiencies due to policing costs, managerial commitment to unproductive or obsolete projects, communication distortion and other consequences of opportunism paired with small numbers and information impactedness. Hence, the size of the hierarchical organization is limited by bounded rationality, bureaucratic insularity, discouragement of innovativeness and atmospheric consequences. The reminder of the book is devoted to discussion of the multidivisional structure, conglomerates, dominant firms and oligopolies. These issues raise antitrust questions, and it seems that Williamson offers an unconventional perspective that better scrutinizes the situations that require government interference. In the discussion of market structure and organizational innovation, the author divides innovation to three stages: invention, development and final supply. Williamson suggests that the optimal path is that independent investors and small firms will engage in innovation and initial development, while successful developments will be acquired and be marketed by large M-form firms. In the last few chapters the OFF provides some insights to the evolution of monopolies. Williamson opposes governmental intervention in the case that a monopoly position results from incompetent competitors or from historic accident. Williamson also refutes the convention that oligopoly is no better than monopoly because of maximization of joint profit and collusion. In the OFF view, oligopolists will find it difficult to reach, implement and enforce agreements even when contracts are lawful. Only in highly concentrated mature industries with homogeneous products and exceptional barriers to entry, oligopolistic behavior may turn successful, but exactly in these cases it will be subject to antitrust reaction.
great.......1999-06-21
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Average customer rating:
- "The new standard of performance at all levels of organization"
- Essential Management Book
|
Outsourcing and Management: Why the Market Benchmark Will Topple Old School Management Styles
Thomas Nelson Tunstall
Manufacturer: Palgrave Macmillan
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ASIN: 1403979677
Release Date: 2007-03-06 |
Book Description
Outsourcing and Management shows how the next generation of executives will employ outsourcing, systematic thinking, disciplined management, and effective use of technology to redefine organizational structure and drive performance to new levels. Too many executives still fail to grasp how the organizational whole becomes greater than the sum of its individual parts. Layers of bureaucracy, dysfunctional behavior, and simple inertia continue to impose a drag on organizational performance at all levels. Outsourcing and Management identifies and defines important new economy organizational dysfunctions -- the Moving-Target Theory of Management, Internal Monopoly, the Bozo-CEO, and the Stream-of-Consciousness Manager -- all of which are destined for the scrapheap.
Customer Reviews:
"The new standard of performance at all levels of organization".......2007-05-10
In the Introduction, Thomas Nelson Tunstall suggests that "the advent of the service-dominated economy now signals a historic transformation. Organization and management will undergo a revolution in the information age that got started over two decades ago. The drivers of this change include four key recent developments:
1. The increased quantity of information contained in products.
2. An emphasis on services instead of physical goods.
3. Greater availability of outsourcing options.
4. Lower transaction costs."
I begin this brief commentary with this excerpt because it provides a framework within which Tunstall examines the nature and potentialities of the market benchmark, what he characterizes as a "catalyst," that will require changes of traditional governance systems and thus pose a number of challenges for organizational management. Tunstall predicts "some painful adjustments" during that process. I agree.
For almost 30 years, while working with all manner of corporate clients, I have observed that organizational transformation initiatives often reveal a paradox: whatever the companies have done to achieve their current success (however defined) now causes their most serious problems. Stated another way, the status quo is almost always the single greatest barrier to change initiatives, especially if they focus on process simplification to increase productivity and efficiency while reducing costs. Hence the importance of the market benchmark, Tunstall insists, because if - huge "if" - it is formulated and then used properly, it can help to eliminate (or at least reduce) bureaucracy, silos, bunkers, organizational dysfunctions, and institutional inertia.
In my opinion, some of the most valuable material in this book is provided in the eighth and final chapter, "New Rules for Governance." Effective leadership, day in and day out, is impossible except in an organization governed by rules that not only encourage but indeed require communication, cooperation, and collaboration throughout the given enterprise. As Tunstall observes, "The charter for all management will be to challenge itself as well as the organization against the discipline of the market at all levels, in all areas, with regard to all functions. The organization cannot afford submarket performance anywhere, if a chain is only as strong as its weakest link. Those classified as overhead will come under particular scrutiny. Service functions will be compelled to become more efficient. This will be a growth industry in the new economy."
The "new rules" to which the final chapter's title refers are set by the market and applications of each must be rigorously consistent with the explicit benchmarks established within the market. As for "governance," if I understand Tunstall's core concept (and I may not), it includes self-governance by everyone involved as well as institutional governance by C-level executives who must possess leadership and management skills quite different from those required of executives in years past.
Those who share my high regard for this brilliant book are urged to check out the sources identified within Tunstall's "Notes" section. Also, Enterprise Architecture as Strategy: Creating a Foundation for Business Execution by Jeanne W. Ross, Peter Weill, and David Robertson as well as Adrian J. Slywotzky's The Upside: The 7 Strategies for Turning Big Threats into Growth Breakthroughs, Jack Alexander's Performance Dashboards and Analysis for Value Creation, and Dean R. Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success.
Essential Management Book.......2007-04-17
Tunstall has produced a framework for outsourcing that takes management theory to a different plane. Today's business leaders need to understand how to lead their businesses in this rapidly globalizing economy and learn how to take advantage of lower cost offshore talent, leverage new technology to integrate critical data for decision-making, and prepare their company for an economic slowdown and aggressive foreign competition. Outsourcing and Management brings clarity to today's outsourcing quagmire and makes it more than clear that the successful manager of tomorrow cannot afford not to embrace the business benefits of outsourcing and be wary of the pitfalls of not adopting the right global sourcing model for his company - whether it is full-scope outsourcing or some other discreet captive model. Managers who choose to ignore these issues will be destined for career failure - this book provides a must-read for everyone operating in today's business climate.
- Philip J Fersht, Outsourcing Advisory Services, Deloitte Consulting
Average customer rating:
- Found it good but short..
- Outstanding.
- A clearly superior text
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Introduction to Industrial Organization
Luis M. B. Cabral
Manufacturer: The MIT Press
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Modern Industrial Organization (4th Edition) (Addison-Wesley Series in Economics)
ASIN: 0262032864 |
Book Description
Over the past twenty years, the study of industrial organization--the analysis of imperfectly competitive markets--has grown from a niche area of microeconomics to a key component of economics and of related disciplines such as finance, strategy, and marketing. This book provides an issue-driven introduction to industrial organization. It includes a vast array of examples, from both within and outside the United States. While formal in its approach, the book is written in a way that requires only basic mathematical training. Supplemental materials posted on the Web make more extensive use of algebra and calculus.
Customer Reviews:
Found it good but short.........2006-04-02
It could satisfy you if you want to have an idea of IO. I recomend to jump straight to a higher level book.
Outstanding........2000-12-13
The layout and content of this book is truly outstanding. Cabral's lucid explanations and balance of theory and examples, make this book a pleasure to read. The text also provides a much needed framework for thinking about the ambiguous term, "strategy." Several of the author's reviewers comment that this text is destined to become the definitive introductory text on the industrial organization and I support that view.
A clearly superior text.......2000-10-30
Just when you thought there was no need for another Industrial Organization textbook, L. Cabral has written a book so breathtaking lucid that it may stand as the definitive introductory textbook for a generation. The author adeptly combines classic industrial organization theory with the latest advances in research and modern examples. The result is at once current and timeless, and will surely engage the beginning student more than any book currently on the market, or any book likely to be written. A must have for any introductory industrial organization class.
Amazon.com
The days of lifetime jobs and employee loyalty are over. Instead, competition and other market forces lead companies to lay off people, and employees to leave for the highest bidder, writes Peter Cappelli in The New Deal at Work. These changes in the workplace are making a salient impact on companies, employees, and the nation. For instance, companies are less likely to provide employee training and development, for fear employees will be poached by other firms. At the same time, companies are more apt to hire outside consultants than full-time employees, in order to stay competitive in a rapidly changing environment. This affects everything from national educational policy to employee morale to corporate management and payment principles, warns Cappelli, who is a Wharton School professor of management and codirector of the U.S. Department of Education's National Center on the Educational Quality of the Workforce. The book, well researched and filled with footnotes, provides historical perspective and insight for company leaders looking to manage the current economic reality. It's aimed primarily at managers, but anyone concerned about the nation's economic policies will gain some valuable insight. --Dan Ring
Book Description
In this thought-provoking book, the author argues that the relationship between employees and employers--an association that both defines and drives the American workplace--is in a state of profound transition. Organizations that once provided long-term job security and lifetime career development are abandoning these programs in favor of market-based employment transactions: short-term contracts, temporary staffing, and outsourcing. Peter Cappelli explores recent developments in employment relationships and causes us to rethink our long-held assumptions about managing people. He reveals that the new arrangement shifts many of the risks of business from employer to employee, as individuals must now assume responsibility for developing their own skills and careers. Yet when internal development programs are reduced or nonexistent, how can employers retain the employees they need and secure the commitment and specialized skills that so many projects demand? Cappelli's conclusions make for important and compelling reading for employees, managers, policy makers, and anyone concerned with the market forces that shape the American workplace.
Customer Reviews:
Insightful Analysis of Complex Trends.......2001-08-23
Cappelli's main idea -- that HRM is changing because the external marketplace is being brought into the firm -- really gets to the essence of changes in the employment relationship. Once you've read the first two chapters, you'll never think about HRM the same way again. However, I wish Cappelli had explored the complexity of labor markets and practices more deeply -- we really have a multi-model HRM now, rather than the "new deal" he outlines, and probably always will because of differences in product and labor markets and industries.
Insightful Reading.......2001-07-28
The New Deal explores the breaking of the structural ties that modern employees have with employer. It strives to explain the employee's basis for his association with his managers. A good read..no doubt.
A Wakeup Call for Middle Managers !.......2001-01-14
Cappelli provides an understanding of the changes in the social and psychological contracts between employees and their employers in todays world. I feel as if blinders have been removed from my eyes and that I now have the tools to understand the changing work environment and labor market of the new economy.
A must read for those in large companies that have existed longer than 40 years (or are over 40 years old themselves).
For for those who believe they have security and entitlement based upon their "knowledge of the company"... Here's a News Flash " Organizational man is dead ..."
Thanks Professor for the heads up !
Book Description
Is your school or district facing increased competition, diminishing resources, changing demographics, media scrutiny, and declining employee retention? How to Market Your School is a comprehensive guide that provides school administrators with the essential tools to create a positive public image; attract students, qualified personnel, and volunteers; and build community support through a strategic marketing effort. Author Johanna Lockhart draws on her extensive marketing and public relations experience to cover topics such as:
- School marketing: What it is and why it matters
- Developing a marketing strategy
- Marketing research and database marketing
- Marketing and electronic communication
- Media relations
- Building community partnerships
- Public relations and much more
Although originally intended for public school administrators, How to Market Your School is equally valuable to private and charter schools. It will help principals, assistant principals, business managers, and district administrators apply the knowledge and tools used successfully in the private sector to organize, implement, and maintain an integrated marketing program to achieve their particular goals. Lockhart presents the fundamentals of integrated marketing in clear and concise terms and uses actual case studies to illustrate each aspect of successful school marketing.
Book Description
Educating the "Right" Way provided a detailed and systematic critical analysis of the growing power of conservative movements in educational policy and practice.. Since its publication, the worrisome trends it analyzes have worsened and have come into the very center of education in countries throughout the world. In this revised edition, noted scholar Michael Apple reflects on how many of the new wave of conservative policies and reforms that have come to the forefront of education debates since the book was published--No Child Left Behind, the increase in homeschooling, and more recent debates on anti-evolutionism.
This thoroughly revised edition of Educating the "Right" Way will bring us up to date on what are now clearly lasting transformations in the movements, ideologies, assumptions, structures, and practices of education. The education envisioned by these emphases moves us in directions that are deeply worrisome for anyone committed to an education that is worthy of its name. By providing a detailed and even higher critical examination of what is currently happening and by pointing to ways in which it might be interrupted, this edition can assist us in challenging what is increasingly becoming a dangerous commonsense in education.
Book Description
The flourishing role of the private sector in security management over the last twenty years has challenged state control of the legitimate use of force. Deborah Avant examines the privatization of security and its impact on the control of force. She describes the growth of private security companies, explains how the industry works, and describes its range of customers--including states, non-government organizations and commercial transnational corporations. Avant also charts the inevitable trade-offs that the market for force imposes on the states, firms and people wishing to control it, and suggests a new way to think about the control of force.
Customer Reviews:
Solid Military Ethics -.......2007-08-22
Private Security Companys exist in the Middle East for one simple reason - The US Army and US Marine Corps ground forces have unreasonable rules of engagement. Ground commanders have the press and JAG looking over their shoulders 24/7. They are forced to be overly careful for fear that one error will end their career or even worse, land them in prison.
The result is saddly that the Army and USMC are not getting the job done in the Middle East. The DOD knows that but the administration wants results, so the Blackwater and firms like Blackwater take on more and more of the ground operations.
The Army and USMC are noble service men and I totally approve of their " Code of Conduct " but this is a nasty war that needs a " nasty " approach.
Avant's book provides a very educational read. I do not agree with several of her views but still, this is a must read for any career military officer.
Semper Fi,
R.W. Zerby
doctorzerby@yahoo.com
Grasse, France
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