"There have been two global financial crises in the past century: the Great Depression of the 1930s and the Great Recession that began in 2008. Both featured loose credit, precarious real estate and stock market bubbles, suspicious banking practices, an inflexible monetary system, and global imbalances; both had devastating economic consequences. In both cases, people in the prosperous decade preceding the crash believed they were living in a post-volatility economy, one that had tamed the cycle of boom and bust. When the global financial system began to totter in 2008, policymakers were able to draw on the lessons of the Great Depression in order to prevent a repeat, but their response was still inadequate to prevent massive economic turmoil on a global scale. In Hall of Mirrors, renowned economist Barry Eichengreen provides the first book-length analysis of the two crises and their aftermaths. Weaving together the narratives of the 30s and recent years, he shows how fear of another Depression greatly informed the policy response after the Lehman Brothers collapse, with both positive and negative results. On the positive side, institutions took the opposite paths that they had during the Depression; government increased spending and cut taxes, and central banks reduced interest rates, flooded the market with liquidity, and coordinated international cooperation. This in large part prevented the bank failures, 25% unemployment rate, and other disasters that characterized the Great Depression. But they all too often hewed too closely and too literally to the lessons of the Depression, seeing it as a mirror rather than focusing on the core differences. Moreover, in their haste to differentiate themselves from their forbears, today's policymakers neglected the constructive but ultimately futile steps that the Federal Reserve took in the 1930s. While the rapidly constructed policies of late 2008 did succeed in staving off catastrophe in the years after, policymakers, institutions, and society as a whole were too eager to get back to normal, even when that meant stunting the recovery via harsh austerity policies and eschewing necessary long-term reforms. The result was a grindingly slow recovery in the US and a devastating recession in Europe. Hall of Mirrors is not only a monumental work of economic history, but an essential exploration of how we avoided making only some of the same mistakes twice--and why our partial remedy makes us highly susceptible to making other, equally important mistakes yet again"--

In 1983, Michael S. Dell, then an incoming freshman at the University of Texas at Austin, drove away from his parents' Houston home in a white BMW he'd bought selling subscriptions to his hometown newspaper. In the backseat were three personal computers. Today, he is the Chairman and Chief Executive Officer of Dell Computer Corporation, an $18 billion company, the second-largest manufacturer and marketer of computers in the world. Founded on a deceptively simple premise--to deliver high-performance computer systems directly to the end user--Dell Computer is the envy of its competition, constantly growing at five times the industry rate, and a perennial darling of Wall Street: its stock is up more than 36,000 percent this decade, and more than 200 percent in the last year. In Direct From Dell, Michael Dell himself tells the incredible story of Dell Computer's successful rise, beginning in his college dorm room with $1,000 in capital. In these pages, you'll see the formation of a great visionary--and a great company. You'll meet the young Dell who, at the tender age of eight, had already begun looking "to eliminate unnecessary steps" and who, as a numbers-loving adolescent, was inspired by a newfound fascination with computers to save his money to buy a coveted Apple II--only to promptly take it apart. You'll encounter a young visionary who, upon witnessing the inefficiencies of an exploding industry, challenged conventional wisdom and set out to do nothing less than beat IBM at its own game. In so doing, Dell forever changed the way things "had always been done" in the computer industry. You'll also see the birth of a Dell hallmark--the direct model--which, in its ability to reach the customer directly, eliminated not only a substantial middleman markup but also the possibility of costly excess inventory, setting the stage for other extraordinary achievements. In an industry notorious for its unreliable service, Dell utilized its direct customer relationships to pioneer the concept of customer "support"--and didn't rest until the caliber of its service was rivaled only by the quality of its products and its speed of delivery. But the story of Dell Computer is no fairy tale. Marked by uncharacteristically rapid growth, the company was faced with challenges that could have threatened its very existence. From forays into retail to under- (and over-) developed product lines, Dell learned some hard lessons along the way--and emerged stronger as a result. The strategies born of those times--unrivaled speed to market; superior customer service; a fierce commitment to producing constantly high-quality custom-made systems--heralded what has perhaps been the company's crowning achievement: an early exploitation of the Internet. One of the first companies to actually make money online, Dell is now selling more than $12 million worth of systems per day over www.dell.com. Not just for CEOs or those in high tech, the strategies revealed in Direct From Dell are invaluable to managers in a broad cross section of industries. From starting a successful business to pioneering computer sales and service over the Internet, Dell shares his perspectives on: Why it's infinitely better for any business starting out to have too little capital, rather than too much How studying your customers--not your competition--will give you a greater competitive edge Why it can be life-threatening to your company to pursue too many good ideas--or to grow too fast Why it's essential to run a P&L on every area of your business Why your people prose a greater threat to the health of your business than your competition does How you can exploit your competition's weakness by exposing its greatest strength How integrating your business virtually can make the difference between being quick--and being dead Revealing nothing less than a new model for doing business in the information age, Direct From Dell is both an extraordinary business success story and a manifesto for revolutionizing any industry.

Today, the tragedy of the Great Depression looks gratuitous and unnecessary: Our economists and policy makers simply have gained too much experience since then. It could never happen again. Or could it? Over the course of the last two years, six Asian economies have experienced an economic slump that bears an eerie resemblance to the Great Depression. Russia defaulted on its debt in 1998--an event that, halfway around the world, drove Brazilian interest rates through the roof and terrified the U.S. bond market. Some of the brightest financiers in the world, working for the Long-Term Capital Corporation, thought they had the market licked only to find themselves in a jam that had all the makings of the overleveraged positions that caused the 1929 stock market crash. Paul Krugman, one of the world's top economists, recounts these events and more: He points out that they raise significant questions for which policy makers may not have answers. This paperback edition features a brand-new preface by Krugman on the financial realities of the past year.

Post-war American publishing has been ruthlessly transformed since André Schiffrin joined its ranks in 1956. Gone is a plethora of small but prestigious houses that often put ideas before profit in their publishing decisions, sometimes even deliberately. Now six behemoths share 80% of the market and profit margin is all. André Schiffrin can write about these changes with authority because he witnessed them from inside a conglomerate, as head of Pantheon, co-founded by his father, bought (and sold) by Random House. And he can write about them with candor because he is no longer on the inside, having quit corporate publishing in disgust to set up a flourishing independent house, The New Press. Schiffrin’s evident affection for his authors sparkles throughout a story woven around publishing the work of those such as Studs Terkel, Noam Chomsky, Gunnar Myrdal, George Kennan, Juliet Mitchell, R. D. Laing, Eric Hobsbawm and E.P.Thompson. Part-memoir, part-history, here is an account of the collapsing standards of contemporary publishing that is irascible, acute and passionate. An engaging counterpoint to recent, celebratory memoirs of the industry written by those with more stock options and fewer scruples than Schiffrin, The Business of Books warns of the danger to adventurous, intelligent publishing in the bullring of today’s marketplace.

Presents an overview of life in America between the stock market crash and Roosevelt's inauguration, based on eyewitness accounts

In this book, Nobel Laureate Merton Miller presents a sustained attack on the popular view that modern financial innovations have created excessive market volatility to the detriment of individual savers and business investors, and that regulation is essential in such forms as higher margin requirements, taxes on trading, and perhaps even closing down the future market.

Rothbard opens with a theoretical treatment of business cycle theory, showing how an expansive monetary policy generates imbalances between investment and consumption. He proceeds to examine the Fed's policies of the 1920s, demonstrating that it was quite inflationary even if the effects did not show up in the price of goods and services. He showed that the stock market correction was merely one symptom of the investment boom that led inevitably to a bust. The Great Depression was not a crisis for capitalism but merely an example of the downturn part of the business cycle, which in turn was generated by government intervention in the economy. Had the book appeared in the 1940s, it might have spared the world much grief. Even so, its appearance in 1963 meant that free-market advocates had their first full-scale treatment of this crucial subject. The damage to the intellectual world inflicted by Keynesian- and socialist-style treatments would be limited from that day forward.--Amazon.com

Winner of the 2013 National Jewish Book Award, Anthologies and Collections The year 1929 represents a major turning point in interwar Jewish society, proving to be a year when Jews, regardless of where they lived, saw themselves affected by developments that took place around the world, as the crises endured by other Jews became part of the transnational Jewish consciousness. In the United States, the stock market crash brought lasting economic, social, and ideological changes to the Jewish community and limited its ability to support humanitarian and nationalist projects in other countries. In Palestine, the anti-Jewish riots in Hebron and other towns underscored the vulnerability of the Zionist enterprise and ignited heated discussions among various Jewish political groups about the wisdom of establishing a Jewish state on its historical site. At the same time, in the Soviet Union, the consolidation of power in the hands of Stalin created a much more dogmatic climate in the international Communist movement, including its Jewish branches. Featuring a sparkling array of scholars of Jewish history, 1929 surveys the Jewish world in one year offering clear examples of the transnational connections which linked Jews to each other—from politics, diplomacy, and philanthropy to literature, culture, and the fate of Yiddish—regardless of where they lived. Taken together, the essays in 1929 argue that, whether American, Soviet, German, Polish, or Palestinian, Jews throughout the world lived in a global context.

Young women in the 21st century have choices. They can marry or not; the doors of educational institutions and industry are wide open to them. They can do and be whatever they choose. But to keep moving forward, it is important to understand from where we have come. And Norma Yaeger's story helps put it is perspective. Like most young women in the 1950's, Norma Yaeger married young, had children, and depended on her husband to support their families. Unlike most women of the times, when things went awry and her husband failed to provide, Norma took it upon herself to make a better life for her and her kids. The stock market enthralled her. Never mind that she knew of no other women in the industry. Norma set out to get her NY Stock Exchange license. When she acquired it in 1962, it was not to break a barrier, it was to support her family. Norma had already conquered her deepest fears, broke and alone with three children in an isolated house in the Catskills. And she knew what thrilled her- staring at stock prices through a big window of brokerages. Wall Street was not ready for her. Women were not allowed to step foot on the floor of the New York Stock Exchange. The phrase "glass ceiling" wasn't even invented yet. And equal pay for equal work was a term yet to be uttered. But Norma was unstoppable. She acquired the license, walked the floor of the Exchange, and fought for and got equal pay. As one of the pioneering women on Wall Street, Norma had a fascinating career, accomplished much, and paved the way for other women. But the glass ceiling is still only cracked, not yet broken, and she hopes that her story can be an inspiration to the women still pushing against it in all walks of life.