In order to succeed in the capital markets, professional traders and investors must understand that markets aren’t mathematical abstractions, but dynamic, real-time reflectors of the world we live in. You need to know how the capital markets work in practice, what the drivers are, how to recognize them, and how to develop and implement effective trading strategies. Written by Joseph Benning, a Moody’s Vice President and former Senior Economist at the Chicago Board of Trade, this vital financial resource provides examples of successful trading strategies, guidance on when and why to use them, and revealing discussions of trading psychology and risk management. With his trademark lively and engaging style, Dr. Benning cuts through the complexities of the capital markets, making them accessible, practical, interesting, and easy to understand. He also organizes Trading Strategies for Capital Markets into three sections for maximum depth and clarity that cover The historical development of capital markets, the modern market, and drivers such as pricing, policy, and volatility Main instruments of capital markets, including debt, treasury and federal securities, corporate and municipal bonds, equity securities, hybrid securities, and options. This part also covers trading strategies such as Carry Trade, Tactical Yield Curve Trading, Treasury Basis, and Synthetic Yield Curve–and offers expert accounts of ETFs and equity indexes Insightful information on risk management, behavioral finance, trading psychology, and position risk Trading Strategies for Capital Markets equips professional traders and investors with a complete, one-stop reference for all aspects of today’s complex capital markets that includes winning trading strategies for taking advantage of current market realities.
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Organization design is a key feature of management theory and practice. It addresses the challenges of constructing and maintaining effective organizations. Essential to organizational design is the assumption that it can improve organizations.

Faced with the ever-accelerating pace of technological change and the restructuring of markets, many firms have been questioning their own organization. Consequently, we have witnessed much organizational experimentation and the development of new forms of organizing over the last decade. How does organizational design inform such experimentation? And how can organizational design help managers gain insights and advance the prevalent understanding of how organizations can meet such new environmental challenges and constraints?

This book is the third to emerge from a series of workshops on organization design, featuring new empirical research and theoretical insights. The chapters are organized around four central themes: 1) Towards New Organizational Forms, 2) Dynamics of Adaptation and Change, 3) Theoretical and Practical issues, 4) Fit and Performance. We include an outline for the book with authors and chapter titles. Common for all individual contributions is a focus on the core theories of OD and emerging perspectives. Collectively, the chapters reflect the state of the art of OD as well as provide a further step towards the evolution of this important field of research.

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