Managerial Economics & Business Strategy Chapter 4 The Theory of Individual Behavior McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies‚ Inc. All rights reserved. Overview I. Consumer Behavior – Indifference Curve Analysis. – Consumer Preference Ordering. II. Constraints – The Budget Constraint. – Changes in Income. – Changes in Prices. III. Consumer Equilibrium IV. Indifference Curve Analysis & Demand Curves – Individual Demand. – Market Demand. 4-2 Consumer
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action. These are called as decision making situations. The different types of managerial decisions can be categorized in the following manner: 1. Routine/repetitive/programmable vs. non routine‚ non-programmable decisions; 2. Operating vs. strategic decisions. The routine/repetitive/programmable decisions are those which can be taken care of by the manager by resorting to standard operating procedures (also called sops in managerial parlance). Such decisions the manager has to take fairly
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INTERNATIONAL MANAGEMENT INSTITUTE COURSE OUTLINE: MANAGERIAL ECONOMICS PGDM 2013-15 INSTRUCTORS Dr. Rajeev Anantaram (ranantaram@imi.edu) Dr. Arnab Deb (arnab.deb@imi.edu) 1. COURSE DESCRIPTION In a scenario characterized by increasing uncertainty and competition‚ managers will be called upon to make increasingly complex decisions that will have a crucial bearing on the prospects of the firm they work for. Indeed‚ even Public Sector Undertakings (PSUs) are increasingly faced with the challenge
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STRATEGIC CHOICE AND STRATEGIC DECISION MAKING Andy Adcroft STRUCTURE • Why do things happen? • Generic Strategies • Criticisms of generic strategies WHY DO THINGS HAPPEN? Norms and what has happened before Environment Analysis Roles and wider functions Creation of options Organisational Analysis What we want to achieve Emotions‚ power desires‚ goals Age and frequency of behaviours What I want from this job Habits‚ rituals and routines Social factors Decisions are taken and implemented WHY
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acquisition needs to be focused. Bonnesante needs to submit its first drug to Food and Drug Administration within six months. In order to run advanced analytical software for the preparation of the drug‚ it needs to acquire mainframe computer. Now the decision needs to be taken to either lease or buy the mainframe computer. SOLUTION 1: As a CFO of Bonnesante Research company‚ by taking my colleagues opinion into consideration‚ I have decided to lease the mainframe computer for 18 months instead of
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For what decisions would estimated cost information be useful if you were a hospital administrator? The Director of a Cinema hall? The Marketing vice president of a bank? Cost information is the information about the different costs that are incurred in the operation
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Managerial Economics Home Work-I Solutions 1. The Potomac Range Corporation manufactures a line of microwave ovens costing $500 each. Its sales have averaged about 6‚000 units per month during the past year. In August‚ Potomac’s closest competitor‚ Spring City Stove Works‚ cut its price for a closely competitive model from $600 to $450. Potomac noticed that its sales volume declined to 4‚500 units per month after Spring City announced its price cut. a. What is the arc cross elasticity of demand between
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DECISION MAKING In most companies‚ strategic planning isn’t about making decisions. It’s about documenting choices that have already been made‚ often haphazardly. Leading firms are rethinking their approach to strategy development so they can make more‚ better‚ and faster decisions. STOP MAKING PLANS START MAKING DECISIONS by Michael C. Mankins and Richard Steele I S STRATEGIC PLANNING COMPLETELY USELESS? That was the question the CEO of a global manufacturer recently asked himself
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In a oligopolic market structure‚ there are a few interdependent firms that change their prices according to their competitors. Ex: If Coca Cola changes their price‚ Pepsi is also likely to. Characteristics: Few interdependent firms A few barriers to entry Products are similar‚ but firms try to differentiate them There is branding and advertising Imperfect knowledge (where customers don’t know the best price or availability) To compete or collaborate? Since firms are interdependent‚ they
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rThe Art of Critical Decision Making Part I Professor Michael A. Roberto THE TEACHING COMPANY ® The Art of Critical Decision Making Part II Professor Michael A. Roberto THE TEACHING COMPANY ® Michael A. Roberto‚ D.B.A. Trustee Professor of Management‚ Bryant University Michael A. Roberto is the Trustee Professor of Management at Bryant University in Smithfield‚ Rhode Island‚ where he teaches leadership‚ managerial decision making‚ and business strategy. He joined the tenured
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