Economy of Great Britain

Great Britain lives by manufacture and trade. Apart from coal and iron ore Britain has very few natural resources and mostly depends on imports. Its agriculture provides only half the food it needs. The other half and most of the raw materials for its industries such as oil and various metals (cooper, zinc, uranium ore and others) have to be imported. Britain also has to import timber, cotton, fruit and farm products. The greater part of land is used for cattle and sheep breeding, and pig raising. Among the crops grown on the farms are wheat, barley and oats. Britain produces high quality expensive goods, which has always been characteristic of its industry. A shortage of raw materials, as well as the high cost of production makes it unprofitable for British industry to produce semi-finished goods or cheap articles. Britain mostly produces articles requiring skilled labour, such as precision instruments, electronic equipment, chemicals and high quality consumer goods. Britain produces and exports cotton and woolen goods, leather goods and articles made of various kinds of synthetic (man-made) materials. The original basis of British industry was coalmining, and the early factories grew up not far from the main mining areas. The main industrial centers are Glasgow, Newcastle, Lancashire, Yorkshire, Sheffield, London.

Little more than a century ago, Britain was 'the workshop of the world'. It had as many merchant ships as the rest of the world put together and it led the world in most manufacturing industries. This did not last long. By 1885 one analysis reported, "We have come to occupy a position In which we are no longer progressing, but even falling bock.... We find other nations able to compete with us to such an extent as we have never before experienced." Early in the twentieth century Britain was overtaken economically by the United States and Germany. After two world. wars and the rapid loss of its empire, Britain found it increasingly difficult to maintain its position even in Europe.

Economy of usa

The USA is a highly developed industrial country. It is rich in most of the metals and minerals needed to supply its basic industries. The nation produces more than 75 mln tons of iron every year. Coal is the second major natural resource in the country. Oil wells produce more than 2 700 million barrels of petroleum a year. There is also natural gas and other basic natural resources in the USA. The manufacture of the machinery is highly developed. Other industries produce food, clothing, metal goods, electrical machinery, furniture, textiles and other products. Nowadays, the number of engineers and scientists increases because the companies developed the labour saving machinery.

The United States Of America (USA) is the largest and most technologically powerful economy of the world. The per capita Gross National Income of the country has reached at US $37,610 in the year 2003,

which is much higher in contrast to the other developed economies of the world. The average annual growth rate of GDP of the country was 2.9% during 2003, while GDP per capita grew at 2% in the same year. The growth rate of output projected for year 2005 was 3.5% for the country. Among the various sectors of the economy, the service sector has the highest contribution to the US GDP, followed by Industry. Being an industrialized nation agriculture accounts for a very marginal share in the total national income.

British industry

Great Britain is known to be a highly-developed industrial country. The main branches of industry are ship-building, machine-building, metal industry, chemical and textile industry. The main industrial centres are London, Birmingham, Manchester, Leeds, Glasgow, etc. The leading centres of the textile region are Liverpool and Manchester. Manchester is the chief cotton manufacturing city. Every town produces certain kinds of yarn and fabrics. Plants producing textile machinery not only satisfy the needs of British industry, but also export great quantities of machinery to other countries. Great Britain exports motor-cars, agricultural tractors, railway and motor vehicles, cotton and wollen fabrics and other things. About 1/4 of its gross domestic product comes from the export of goods and services. The notable growth has been seen in electrical and instrument engineering, mechanical engineering, food, paper, printing and publishing. It is the world’s tenth largest steel producer and a major producer of alloys used by the aerospace, electronic, petrochemical and other industries. Its chemical industry is the 3rd largest in Europe and the 5th largest in the western world. The British aerospace industry is the 3rd largest in the world. The clothing industry, one of the largest in Europe, meets about 2/3 of domestic demand, and the wollen industry is one of the world’s largest.

Great Britain is the 5th largest trading nation in the world. Export of goods and services is equivalent to 1/4 of gross domestic product. Banking, finances, insurance, business services account for 14 percent of the British economy’s total output. Over 3/4 of Britain’s landscape is used for agriculture.

Industry of USA

Although the United States remains one of the world's

Between 1979 and 1998, manufacturing employment fell from 20.9 million to 18.7 million, or from 21.8% to 14.8% of national employment. Throughout the 1960s, manufacturing accounted for about 29% of total national income; by 1987, the proportion was down to about 19%. In 2002, manufacturing was experiencing a decline due to the recession that began in March 2001, according to the Institute for Supply Management's (ISM) gauge of manufacturing activity.

Industrial activity within the United States has been expanding southward and westward for much of the 20th century, most rapidly since World War II. Louisiana, Oklahoma, and especially Texas are centers of industrial expansion based on petroleum refining; aerospace and other high technology industries are the basis of the new wealth of Texas and California, the nation's leading manufacturing state. The industrial heartland of the United States is the east–north–central region, comprising Ohio, Indiana, Illinois, Michigan, and Wisconsin, with steelmaking and automobile manufacturing among the leading industries. The Middle Atlantic states (New Jersey, New York, and Pennsylvania) and the Northeast are also highly industrialized; but of the major industrial states in these two regions, Massachusetts has taken the lead in reorienting itself toward such high-technology industries as electronics and information processing.

Large corporations are dominant especially in sectors such as steel, automobiles, pharmaceuticals, aircraft, petroleum refining, computers, soaps and detergents, tires, and communications equipment. The growth of multinational activities of US corporations has been rapid in recent decades.

In the 1980s and 1990s, the United States was the world leader in computer manufacturing. At the beginning of the 21st century, however, the high-tech manufacturing industry registered a decline. Employment in high-technology manufacturing fell by 415,000 jobs from January 2001 to December 2002, a decrease of 20%. Semiconductor =

The United States has a total of 153 oil refineries, with a production capacity in 2002 of 16,785,000 barrels per day. Crude oil and refined petroleum products are crucial imports, however.

Staff Management Organizing is a basic function of management. In order for people to cooperate effectively, they must know their roles, their objectives, their responsibilities, and their authority. This requires a formal structure to define relationships and facilitate the communication of decisions. Such structure is efficient if it makes it possible for individuals to contribute to the attainment of the objectives of the enterprise with minimum costs. A small enterprise may have a very simple, centralized organization with a single manager, but if the enterprise grows beyond a certain limit, the manager will be unable to supervise everyone effectively and will have to appoint subordinate managers. This limitation is commonly called the manager’s span of control. As the organization grows further, the subordinates will eventually reach the limits of their own spans of control, which will necessitate the establishment of a third level of managers. The span of control varies in different organizations and is generally wider at lower levels. Thus, a top executive may have from three to eight subordinates, whereas a lower- level supervisor may manage from twelve to thirty persons. As the number of levels increases, administrative costs rise, and communication, planning, and control become more difficult. Therefore, an enterprise will try to have the minimum possible number of levels, which means that the span of control of each manager should be as broad possible. In order to manage more subordinates, a manager must limit the time spent with each one. To avoid waste of time, the superior must, assign clear responsibility for certain tasks to each subordinate and must delegate to each the necessary authority to achieve those tasks. If she subordinates are properly trained for their duties, if they have clear objectives and understand the objectives and policies of the enterprise, much of the superior’s time can be saved. Good communications with a minimum of face-to-face meeting, are another time-saving factor. In order to perform effectively, an organization must have clear and realistic goals. Managers at every level must have a part in setting objectives for themselves, so that they will have a sense of responsibility for achieving these aims. Such system is called Management by Objectives or MBO. As the first step in MBO, a manager at any level meets with his or her immediate superior to agree on specific goals which the subordinate manager will try to reach during a certain period of time. For a relatively high-level manager, this period might be a year; for a lower level superior, it could be only a few weeks. The superior helps the subordinate set objectives that harmonize with the organization’s overall goals and are not too difficult to attain. The mutually agreed objectives are then recorded.

Office

When we see or hear the word 'business', however we think first of all not of different shops, factories or mines, but of offices. A day of modern businessmen is a day spent at an office. This is probably why business people pay so mach attention to the way their offices look like. You can easily imagine this place. Usually it is situated in a large or not very large well-planned building somewhere in yhe centre or in a prestige district of the city. How large the office itself is depends on the dimensions of the firm , which, the businessman owns. But in any case it should be light and clean and have not necessary very chic and expensive but comfortable furniture of good quality. One more very important thing is the air . It should be always be fresh and naither hot not cold.. For this purpose a lot of modern businessmen use various types of air-conditioners/ Office work usually means different forms of communication. A businessman often needs to speak to other people and he can do this by using the telephone, which is an important part of the communications system.The head of a large firm usually has two telephones on his desk. one, is a usual telephone, which connects the businessman with other people in the town and in other countries. But the other one is connected to a privat internal system and this makes is possible for a members of the staff in different parts of the same building to talk to one another without leaving their rooms. A businessman also communicates by writting. But he doesn't write his letters himself, he dictates them to his secretary, usually a woman ,who types them on a typewriter or a computer, and then takes them to be signed.