By Aileen S. Kraditor
"An very important contribution to the historical past of girls and the highbrow heritage of the United States." —Carl N. Degler, Stanford University
What united and moved hundreds of thousands of girls to hunt a correct that their society denied them? What have been their ideals concerning the nature of the house, marriage, intercourse, politics, faith, immigrants, blacks, exertions, the country? during this ebook, Aileen S. Kraditor selects a gaggle of suffragist leaders and investigates their thinking—the rules, and strategies, with which they battled the guidelines and associations impeding what suffragists outlined as growth towards the equality of the sexes. She additionally examines what the yankee public believed "suffragism" to intend and the way the most important occasions of the time affected the circulate.
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Extra info for The Ideas of the Woman Suffrage Movement: 1890-1920
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The key to making sound decisions is to know what information is needed to make an informed decision and then to collect and process the data. If you work for a large firm, your legal department can provide data about the legal ramifications of alternative decisions; your accounting department can provide tax advice and basic cost data; your marketing department can provide you with data on the characteristics of the market for your product; and your firm’s financial analysts can provide summary data for alternative methods of obtaining financial capital.
Qxd 7/31/09 9:30 AM Page 15 Confirming Pages 15 The Fundamentals of Managerial Economics difference between the future value (FV) and the opportunity cost of waiting (OCW): PV ϭ FV Ϫ OCW. Intuitively, the higher the interest rate, the higher the opportunity cost of waiting to receive a future amount and thus the lower the present value of the future amount. For example, if the interest rate is zero, the opportunity cost of waiting is zero, and the present value and the future value coincide. This is consistent with Equation 1–1, since PV ϭ FV when the interest rate is zero.
Thus, the costs of running the pizzeria include not only the costs of supplies ($20,000) but the $30,000 you could have earned in some other business and the $100,000 you could have earned in renting the building to someone else. The economic cost of running the pizzeria is $150,000—the amount you gave up to run your business. Considering the revenue of $100,000, you actually lost $50,000 by running the pizzeria. Throughout this book, when we speak of costs, we mean economic costs. Economic costs are opportunity costs and include not only the explicit (accounting) costs but also the implicit costs of the resources used in production.
