The document outlines the six steps of decision making: define the problem, list alternatives, identify outcomes, list payoffs, select a decision model, and apply the model. It then provides an example of a company considering expanding into manufacturing backyard storage sheds. There are three alternatives - construct a large plant, small plant, or do nothing. The market could be favorable or unfavorable. Expected monetary values are calculated for each alternative to determine the best option. Sensitivity analysis is also discussed to examine how the decision might change with different probabilities.
ASW Publishing, Inc. a small publisher of college textbooks, must make a decision regarding which books to
publish next year. The books under consideration are listed in the following table, along with the projected threeyear
sales
expected from
each book
ASW Publishing, Inc. a small publisher of college textbooks, must make a decision regarding which books to
publish next year. The books under consideration are listed in the following table, along with the projected threeyear
sales
expected from
each book
Using binary integer linear programming to deal with yes no decisions.KattareeyaPrompreing
Using binary integer linear programming to deal with yes no decisions.
By Kattareeya Prompreing - Ph.D. student in Business and Management,College Business, Southren Taiwan University of Science and Technology
This is the case study of the subject Managerial Accounting. It deals with the Break Even point. The analysis is basically on the break -even analysis for the multiple products. We have done the full analysis and the solution is in the presentation.
Applichem case discusses about Supply Chain issues related to Market fluctuations in exchange rate and an optimal SC model for a Global setup. In this presentation, our group has analyzed the optimal solution through simplex LP and checked its robustness in event of market exchange rate fluctuations.
Using binary integer linear programming to deal with yes no decisions.KattareeyaPrompreing
Using binary integer linear programming to deal with yes no decisions.
By Kattareeya Prompreing - Ph.D. student in Business and Management,College Business, Southren Taiwan University of Science and Technology
This is the case study of the subject Managerial Accounting. It deals with the Break Even point. The analysis is basically on the break -even analysis for the multiple products. We have done the full analysis and the solution is in the presentation.
Applichem case discusses about Supply Chain issues related to Market fluctuations in exchange rate and an optimal SC model for a Global setup. In this presentation, our group has analyzed the optimal solution through simplex LP and checked its robustness in event of market exchange rate fluctuations.
Question 1 Select all the true statements about variance analysi.docxmakdul
Question 1
Select all the true statements about variance analysis.
Variance analysis only examines actual costs over a specific period of time.
Variance analysis examines cost differences between standards and actuals.
Cost elements can be isolated to identify specific drivers of variance.
Variance analysis is only applicable to the manufacturing sector.
0.25 points
Question 2
A variance with a negative number (e.g., -2) is always called an unfavorable variance.
True
False
0.25 points
Question 3
Calculate the direct materials variance and determine if it is favorable or unfavorable.
Quantity
Price
Standard
20
$1.50
Actual
22
$1.25
1.50, favorable
1.50, unfavorable
2.50, favorable
2.50, unfavorable
0.25 points
Question 4
Calculate the price variance for direct materials used to make a product.
Quantity
Price
Standard
20
$1.50
Actual
22
$1.25
Spent $5.50 more as compared to the standard.
Spent $5.50 less as compared to the standard.
Spent $3.50 more as compared to the standard.
Spent $3.50 less as compared to the standard.
Question 5
Calculate the quantity variance of the direct materials used to make a product.
Quantity
Price
Standard
20
$1.50
Actual
22
$1.25
Variance is $3, favorable
Variance is $3, unfavorable
Variance is $2.5, favorable
Variance is $2.5, unfavorable
0.25 points
Question 6
Calculate the variance in direct labor costs and determine if this is favorable or unfavorable.
Product Hours
Rate of Pay
Standard
8
$80
Actual
10
$70
$20 variance, favorable
$20 variance, unfavorable
$60 variance, favorable
$60 variance, unfavorable
0.25 points
Question 7
Calculate the variance for rate of pay in regards to the production of a product. Was this favorable or unfavorable?
Hours
Rate of Pay
Standard
8
$80
Actual
10
$70
$100 variance, favorable
$100 variance, unfavorable
$80 variance, favorable
$80 variance, unfavorable
Question 8
Calculate the variance for hours worked in regards to the production of a product. Was this favorable or unfavorable?
Hours
Rate of Pay
Standard
8
$80
Actual
10
$70
$140 variance, favorable
$140 variance, unfavorable
$160 variance, favorable
$160 variance, unfavorable
0.25 points
Question 9
Use the break-even formula to calculate the number of widgets that must be sold to "break-even."
Widgets sell for $1,000 each. The cost to produce is $200 per Widget, the commission is $100 per Widget, and total fixed operating costs are $100,000 regardless of activity level (units manufactured).
Sales = Total Variable Costs + Total Fixed Costs
100
125
143
111
0.25 points
Question 10
Select all the true statements about the break-even point.
It analyzes how demand impacts sales.
It is defined as the point at which all sales exactly equal all the costs incurred to develop, produce, and deliver a product.
It is a risk-assessment tool.
It helps companies determine if they can operate profitably at dif ...
Page 1 of 11 Chapter 3 Fundamentals of Decision Making.docxgerardkortney
Page 1 of 11
Chapter 3
Fundamentals of Decision Making
Using EMVs, EOLs, and EVPIs to Make Choices in Business
I. Decision theory – An analytic and systematic approach to solving problems. Just like
quantitative analysis, decision theory has its own set of steps:
A. Define the problem.
B. List the possible alternatives.
C. Identify the possible outcomes.
D. List the payoff of each combination of alternatives and outcomes.
E. Select one of the mathematical decision theory models.
F. Apply the model and make a decision.
Page 2 of 11
II. Let’s look at one of these decisions in action: THIS IS NOT HOMEWORK: It is only an example.
A. Define the problem. Maria wants to set up a dress shop in a vacant space at the local mall.
B. List the possible alternatives. She can set up a small shop, a medium shop, or no shop.
C. Identify the possible outcomes. Maria believes that there are three possible outcomes: a
good economy, a fair economy, and a poor economy.
1. Remember: It is important to consider all possible outcomes. Ignoring outcomes—bad
or good—can do considerable damage to the decision making process.
D. List the payoff of each combination of alternatives and outcomes. Maria maps out all
outcomes in terms of profits, but other outcomes can be used. This is what she finds:
Good Market Fair Market Poor Market
Small Shop $75,000 $25,000 -$40,000
Medium Shop $100,000 $35,000 -$60,000
No Shop $0 $0 $0
If Maria chooses to build a small shop and the market is good, she makes $75,000.
If Maria chooses to build a medium shop and the market is poor, she loses $60,000.
If Maria chooses to do nothing, she neither gains nor loses money.
Etc.
E. Select one of the mathematical decision theory models, and make a decision. This is where
Maria has choices to make, some of which are dependent upon what she wants and what she
knows.
Page 3 of 11
Decision-Making Tool 1: The Expected Monetary Value (EMV)
One tool that Maria can use to help her make a decision is the Expected Monetary Value, or EMV.
Simply put, the EMV helps weigh the risks and rewards of each choice to make the best
possible decision.
To do this, the EMV weighs the possible benefits of each decision with the chance of each
event happening.
Let me show you how the EMV works with Maria’s situation.
A. In order to do an EMV, Maria needs two things:
1. The grid we built on page 2, and
2. The odds of how good the economy is going to be over the next year.
B. Let’s suppose Maria knows the odds of the economy going different directions over the next
year (for information on how decision-makers get this information, ask your instructor):
a. First, the chance of a good economy is 20%.
b. Second, the chance of a fair economy is 50%.
c. Third, the chance of a poor economy is 30%.
C. She can use this knowledge to make a decision about what kind o.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2. The Six Steps in Decision Making
1. Clearly define the problem at hand.
2. List the possible alternatives.
3. Identify the possible outcomes or
states of nature.
4. List the payoff (typically profit) of
each combination of alternatives and
outcomes.
5. Select one of the mathematical
decision theory models.
6. Apply the model and make your
decision
3. Step 1 – Define the problem.
The company is considering expanding by
manufacturing and marketing a new product
– backyard storage sheds.
Step 2 – List alternatives.
Construct a large new plant.
Construct a small new plant.
Do not develop the new product line at all.
Step 3 – Identify possible outcomes.
The market could be favorable or
unfavorable.
4. Step 4 – List the payoffs.
Identify conditional values for the
profits for large plant, small plant, and no
development for the two possible market
conditions.
Step 5 – Select the decision model.
This depends on the environment and
amount of risk and uncertainty.
Step 6 – Apply the model to the data.
Solution and analysis are then used to
aid in decision-making.
5. Types of Decision-Making Environments
Type 1: Decision making under certainty
The decision maker knows with
certainty the consequences of
every alternative or decision
choice.
Type 2: Decision making under uncertainty
The decision maker does not know
the probabilities of the various
outcomes.
Type 3: Decision making under risk
The decision maker knows the
probabilities of the various
outcomes
6. Decision Making Under Uncertainty
There are several criteria for making
decisions under uncertainty:
1. Maximax (optimistic)
2. Maximin (pessimistic)
3. Criterion of realism
(Hurwicz)
4. Equally likely (Laplace)
5. Minimax regret
7. Maximax
Used to find the alternative that maximizes the maximum payoff.
Locate the maximum payoff for each alternative.
Select the alternative with the maximum number.
Used to find the alternative that maximizes the minimum payoff.
Locate the minimum payoff for each alternative.
Select the alternative with the maximum number.
Maximin
Criterion of Realism (Hurwicz)
Criterion of realism uses the weighted average approach.
8. Equally Likely (Laplace)
Considers all the payoffs for each alternative
Find the average payoff for each alternative.
Select the alternative with the highest average.
Minimax Regret
Based on opportunity loss or regret, this is the difference between the optimal profit and actual payoff for a
decision.
Create an opportunity loss table by determining the opportunity loss from not choosing the best
alternative.
Opportunity loss is calculated by subtracting each payoff in the column from the best payoff in the
column.
Find the maximum opportunity loss for each alternative and pick the alternative with the minimum
number.
9. Decision Table for Thompson
Lumber
Decision Table with Conditional Values for
Thompson Lumber
STATE OF NATURE
ALTERNATIVE
FAVORABLE
MARKET ($)
UNFAVORABLE
MARKET ($)
Construct a large plant 200,000 –180,000
Construct a small plant 100,000 –20,000
Do nothing 0 0
10. EMV for Thompson Lumber
Suppose each market outcome has a probability of
occurrence of 0.50.
Which alternative would give the highest EMV?
The calculations are:
EMV (large plant) = ($200,000)(0.5) + (–$180,000)(0.5)
= $10,000
EMV (small plant) = ($100,000)(0.5) + (–$20,000)(0.5)
= $40,000
EMV (do nothing) = ($0)(0.5) + ($0)(0.5)
= $0
11. EMV for Thompson Lumber
STATE OF NATURE
ALTERNATIVE
FAVORABLE
MARKET ($)
UNFAVORABLE
MARKET ($) EMV ($)
Construct a large
plant
200,000 –180,000 10,000
Construct a small
plant
100,000 –20,000 40,000
Do nothing 0 0 0
Probabilities 0.50 0.50
Largest EMV
12. Expected Value of Perfect Information
(EVPI)
EVPI places an upper bound on what you should pay for additional
information.
EVPI = EVwPI – Maximum EMV
EVwPI is the long run average return if we have perfect information
before a decision is made.
EVwPI = (best payoff for first state of
nature)
x (probability of first state of nature)
+ (best payoff for second state of
nature)
x (probability of second state of
nature)
+ … + (best payoff for last state of
nature)
x (probability of last state of nature)
13. Expected Value of Perfect Information (EVPI)
Suppose Scientific Marketing, Inc. offers
analysis that will provide certainty about
market conditions (favorable).
Additional information will cost $65,000.
Should Thompson Lumber purchase the
information?
14. Expected Value of Perfect Information (EVPI)
Decision Table with Perfect Information
STATE OF NATURE
ALTERNATIVE
FAVORABLE
MARKET ($)
UNFAVORABLE
MARKET ($) EMV ($)
Construct a large
plant
200,000 -180,000 10,000
Construct a small
plant
100,000 -20,000 40,000
Do nothing 0 0 0
With perfect
information
200,000 0 100,000
Probabilities 0.5 0.5
15. Expected Value of Perfect Information (EVPI)
The maximum EMV without additional information is
$40,000.
EVPI = EVwPI – Maximum EMV
= $100,000 - $40,000
= $60,000
So the maximum Thompson should
pay for
the additional information is $60,000.
16. Expected Opportunity Loss
• Expected opportunity loss (EOL) is the cost of not
picking the best solution.
• First construct an opportunity loss table.
• For each alternative, multiply the opportunity loss
by the probability of that loss for each possible
outcome and add these together.
• Minimum EOL will always result in the same
decision as maximum EMV.
• Minimum EOL will always equal EVPI.
17. EOL (large plant) = (0.50)($0) + (0.50)($180,000)
= $90,000
EOL (small plant) = (0.50)($100,000) + (0.50)($20,000)
= $60,000
EOL (do nothing) = (0.50)($200,000) + (0.50)($0)
= $100,000
STATE OF NATURE
ALTERNATIVE
FAVORABLE
MARKET ($)
UNFAVORABLE
MARKET ($) EOL
Construct a large plant 0 180,000 90,000
Construct a small
plant
100,000 20,000 60,000
Do nothing 200,000 0 100,000
Probabilities 0.50 0.50
Minimum EOL
18. Sensitivity analysis examines how the decision
might change with different input data.
For the Thompson Lumber example:
P = probability of a favorable market
(1 – P) = probability of an unfavorable market
21. $300,000
$200,000
$100,000
0
–$100,000
–$200,000
EMV Values
EMV (large plant)
EMV (small plant)
EMV (do nothing)
Point 1
Point 2
.167 .615 1
Values of P
BEST
ALTERNATIVE
RANGE OF P
VALUES
Do nothing Less than 0.167
Construct a small plant 0.167 – 0.615
Construct a large plant Greater than 0.615
22. Decision Tree
Any problem that can be presented in a decision table can also be
graphically represented in a decision tree.
Decision trees are most beneficial when a sequence of decisions
must be made.
All decision trees contain decision points or nodes, from which
one of several alternatives may be chosen.
All decision trees contain state-of-nature points or nodes, out of
which one state of nature will occur.
23. Monica Britt has enjoyed sailing small boats since she was 7 years old, when her
mother started sailing with her. Today, Monica is considering the possibility of starting
a company to produce small sailboats for the recreational market. Unlike other mass-
produced sailboats, however, these boats will be made specifically for children between
the ages of 10 and 15. The boats will be of the highest quality and extremely stable, and
the sail size will be reduced to prevent problems of capsizing.
Small Facilities Large Facilities
Favourable Market 60000 90000 .8
Unfavourable Market -20000 -30000 .9
Conduct Study .65 .
Do not conduct Study .35