Chapter 3 – Question 28 (a) Develop a decision table for this decision? Decision Alternatives | Market (‘000) | | Good | Fair | Poor | Small | 50 | 20 | –10 | Medium | 80 | 30 | –20 | Large | 100 | 30 | –40 | Very Large | 300 | 25 | –160 | (b) What is the maximax decision? Decision Alternatives | Market (‘000) | Maximax decision shall be the maximum value of a row/decision alternatives | Maximax Decision Alternative | | Good | Fair | Poor | | | Small
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alternative. EMV (Small shop) = (.2)($75‚000) + (.5)($25‚000) + (.3)( $40‚000) = $15‚500 EMV (Medium-sized shop) = (.2)($100‚000) + (.5)($35‚000) + (.3)( $60‚000) = $19‚500 EMV (No shop) = (.2)($0) + (.5)($0) + (.3)($0) = $0 As you can see‚ the best decision is to build the medium-sized shop. The EMV for this alternative is $19‚500. Tom Tucker’s Liver Transplant Tom Tucker‚ a robust 50-year-old executive living in the northern suburbs of St. Paul‚ has been diagnosed by a University of Minnesota
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Programmed decisions . Programmed decisions are made in routine‚ repetitive‚ well-structured situations with predetermined decision rules. These may be based on habit‚ or established policies‚ rules and procedures and stem from prior experience or technical knowledge about what works or does not work in a given situation. For example‚ organisations often have standardised routines for handling customer complaints or employee discipline. Decisions are programmed to the extent that they are repetitive
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market acceptance‚ but 2‚000 under "strong" market acceptance. The probability of moderate acceptance is estimated to be 60 percent; strong acceptance has a probability of 40 percent. The product will sell for $25 per unit regardless of the capacity decision. Which capacity choice should the firm make? 18 ‚00 0 p o str
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our country. On August 14th‚ San Francisco 49ers quarterback‚ Colin Kaepernick made the choice to kneel during the national anthem (Sandritter np). His decision to kneel was because he could not stand in front of a flag that oppresses
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Difficult Decision Abstract Decision making is one of the hardest things a human being can do for themselves. The decisions people make‚ they do to either better themselves or worsen themselves. Decision making could be: what college someone’s going to or making a big change in their lives like moving. Others would make a bad decision‚ whether it’s ignoring good advice or going as far as doing drugs. Some people would make decisions because of the situation there in and is an impulse decision‚ but
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Assignment 2 "Operations Decision" Assume you have been hired as a managing consultant by a company to offer some advice that will help it make a decision as to whether it should shut down completely or continue its operations. It currently uses 100 workers to produce 6‚000 units of output per month (working 20 days / month). The daily wage (per worker) is $70‚ and the price of the firm’s output is $32. The cost of other variable inputs is $2‚000 per day. You are told that the firm’s fixed cost
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Capital Structure Decisions: Which Factors Are Reliably Important? Murray Z. Frank and Vidhan K. Goyal∗ This paper examines the relative importance of many factors in the capital structure decisions of publicly traded American firms from 1950 to 2003. The most reliable factors for explaining market leverage are: median industry leverage (+ effect on leverage)‚ market-to-book assets ratio (−)‚ tangibility (+)‚ profits (−)‚ log of assets (+)‚ and expected inflation (+). In addition‚ we find
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Introduction The hypothesis guiding our study is a simple one-Japanese students will report the use of decision processes and behaviour which are characteristic of a collectivistic culture‚ with an emphasis on the group and social context‚ whereas Australian Downloaded by [University of Cape Town Libraries] at 12:36 18 February 2013 CULTURE AND DECISION MAKING 39 students will report the use of decision processes characteristic of an individualistic culture. The article’s main argument is that group
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Statement is divided into three; cash flow from operating‚ investing and financing activities. With two approaches in constructing Cash Flow Statement; direct and indirect approach‚ the difference is basically on the construction of the first part‚ operating activities. Cash flow from operating activities are cash flow from principal revenue-producing activities of the company and other activities that are not investing or financing activities. In using the direct method approach‚ it would have to start
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