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# Chapter15 f 2010

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### Chapter15 f 2010

1. 1. Managerial Economics Risk vs. Uncertainty • Risk • Must make a decision for which the outcome is not known with certainty • Can list all possible outcomes & assign probabilities to the outcomes • Uncertainty • Cannot assign probabilities to the outcomes15-1
2. 2. Managerial Economics Measuring Risk with Probability Distributions • Table or graph showing all possible outcomes/payoffs for a decision & the probability each outcome will occur • To measure risk associated with a decision • Examine statistical characteristics of the probability distribution of outcomes for the decision15-2
3. 3. Managerial Economics Probability Distribution for Sales (Figure 15.1)15-3
4. 4. Managerial Economics Expected Value • Expected value (or mean) of a probability distribution is: n E( X )  Expected value of X   pi X i i 1 Where Xi is the ith outcome of a decision, pi is the probability of the ith outcome, and n is the total number of possible outcomes • Does not give actual value of the random outcome Indicates “average” value of the outcomes if the risky decision were to be repeated a large number of times15-4
5. 5. Managerial Economics Variance • Variance is a measure of absolute risk • Measures dispersion of the outcomes about the mean or expected outcome n Variance(X)     pi ( X i  E( X )) 2 x 2 i 1 • The higher the variance, the greater the risk associated with a probability distribution15-5
6. 6. Managerial Economics Identical Means but Different Variances (Figure 15.2)15-6
7. 7. Managerial Economics Standard Deviation • Standard deviation is the square root of the variance x  Variance(X) • The higher the standard deviation, the greater the risk15-7
8. 8. Managerial Economics Probability Distributions with Different Variances (Figure 15.3)15-8
9. 9. Managerial Economics Coefficient of Variation • When expected values of outcomes differ substantially, managers should measure riskiness of a decision relative to its expected value using the coefficient of variation • A measure of relative risk Standard deviation    Expected value E( X )15-9
10. 10. Managerial Economics Decisions Under Risk • No single decision rule guarantees profits will actually be maximized • Decision rules do not eliminate risk • Provide a method to systematically include risk in the decision making process15-10
11. 11. Managerial Economics Summary of Decision Rules Under Conditions of Risk Expected Choose decision with highest expected value value rule Mean- Given two risky decisions A & B: variance •If A has higher expected outcome & lower rules variance than B, choose decision A •If A & B have identical variances (or standard deviations), choose decision with higher expected value •If A & B have identical expected values, choose decision with lower variance (standard deviation) Coefficient of Choose decision with smallest coefficient of variation rule variation15-11
12. 12. Managerial Economics Probability Distributions for Weekly Profit (Figure 15.4) E(X) = 3,500 E(X) = 3,750 A = 1,025  B = 1,545  = 0.29 = 0.41 E(X) = 3,500 C = 2,062  = 0.5915-12
13. 13. Managerial Economics Which Rule is Best? • For a repeated decision, with identical probabilities each time • Expected value rule is most reliable to maximizing (expected) profit • For a one-time decision under risk • No repetitions to “average out” a bad outcome. No best rule to follow • Rules should be used to help analyze & guide decision making15-13 process
14. 14. Managerial Economics Decisions Under Uncertainty • With uncertainty, decision science provides little guidance • Four basic decision rules are provided to aid managers in analysis of uncertain situations15-14
15. 15. Managerial Economics Summary of Decision Rules Under Conditions of Uncertainty Maximax rule Identify best outcome for each possible decision & choose decision with maximum payoff. Maximin rule Identify worst outcome for each decision & choose decision with maximum worst payoff. Minimax Determine worst potential regret associated regret rule with each decision, where potential regret with any decision & state of nature is the improvement in payoff the manager could have received had the decision been the best one when the state of nature actually occurred. Manager chooses decision with minimum worst potential regret. Equal Assume each state of nature is equally likely to probability occur & compute average payoff for each. rule Choose decision with highest average payoff.15-15