Peter Navarro - What the Best MBAs Know: How to Apply the Greatest Ideas Taught in the Best Business Schools

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Chapter 1
Who Should Read This Book?

Chapter 2
The Big PictureAn Overview of the MBA Curriculum

Chapter 3
Management StrategyFive Steps to Successful Strategic Analysis

Chapter 4
Macroeconomics and the Well-Timed Business Strategy

Chapter 5
Strategic MarketingDelivering Customer Value

Chapter 6
Operations and Supply Chain ManagementGetting the Stuff Out the Door

Chapter 7
Financial AccountingDoing the Numbers for Investors, Regulators and Other External Users

Chapter 8
Managerial AccountingDoing the Numbers for Internal Decision Making and Control

Chapter 9
Corporate FinanceThe Big Questions and Key Concepts

Chapter 10
Organizational BehaviorThe Power of People and Leadership

Chapter 12
Managerial EconomicsMicroeconomics for Managers

Chapter 13
Concluding Thoughts

A s editor, I would like to dedicate this book to the wonderful mentors in my life: At Tufts University, during the turbulent 1960s, Professor Alan Lebowitz gave me focus as he eloquently introduced me to the writers craft. At Harvard University, during the energy crisis and stagflationary times of the 1970s, Thomas R. Stauffer taught me much of what I know today about the myriad intersections between business, economics, and politics. Finally, also at Harvard, as I pursued my doctorate in economics in the 1980s, I was exceedingly fortunate to develop under the watchful eye of Professor Richard E. Caves. No student ever had a more dedicated teacher and advisor.

Peter Navarro
Laguna Beach, California
www.peternavarro.com

Charles P. BoniniGraduate School of Business, Stanford University.

Leslie K. BreitnerDaniel J. Evans School of Public Affairs, University of Washington.

Jeffrey F. JaffeThe Wharton School of Business, University of Pennsylvania.

Richard J. LutzWarrington College of Business Adminstration, University of Florida.

Steven L. McShaneGraduate School of Management, University of Western Australia.

Steven NahmaisLeavey School of Business, Santa Clara University.

Peter NavarroGraduate School of Business, University of California, Irvine.

Steven A. RossSloan School of Management, Massachusetts Institute of Technology.

Daniel F. SpulberKellog School of Management, Northwestern University.

Mary Ann Von GlinowFlorida International University.

Barton WeitzWarrington College of Business Adminstration, University of Florida.

Randolph W. WesterfieldMarshall School of Business, University of Southern California.

E ach year, from the ivy-covered halls of Harvard and Wharton and the sun-drenched campuses of Stanford and USC to the intellectual vineyards of Frances INSEAD, the fabled London School of Business, and the teeming campus of Hong Kong University of Science and Technology, more than 100,000 students graduate from full or part-time regular and executive MBA programs. As indicates for a typical year, this is more than three times the number of law degrees, more than four times the number of engineering degrees, and more than seven times the number of medical degrees.

TABLE 11 Professional Degrees Conferred Annually

There is a very good reason why the Masters of Business Administration (MBA) degree is so popular. The big questions that are addressed, the key concepts that are taught, the skills that are honed, the tools that are developed, and indeed the wisdom that is conveyed in the core MBA curriculum provide business executives from all walks of life and in every layer of management with the most powerful arsenal of analytical weapons ever assembled to fight the corporate wars.