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OPERATION RESEARCHTEORI KEPUTUSAN
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MANAJEMEN SAINS
“TEORI KEPUTUSAN”
Dr. Siti Aisjah, SE., MS
PPS MAGISTER MANAJEMEN
FAKULTAS EKONOMI UNIVERSITAS BRAWIJAYA
MALANG
TEORI KEPUTUSAN
Suatu proses untuk memilih tindakan yang terbaik dari sejumlah alternatif yang ada.
Pengambilan keputusan
1. sasaran dan tujuan
2. alternatif tindakan
3. resiko atau perolehan
Ada 4 ModelPengambilan Keputusan
1. Model keputusan dalam Kondisi Pasti model deterministik.
Asumsi: yad pasti dan tidak menyimpang
2. Model keputusan dalam Kondisi Resiko Setiap alternatif keputusan memiliki
kemungkinan kejadian yang lebih dari satu. Untuk bisa dikatagorikan sebagai model
keputusan dengan resiko besarnya probabilitas kemungkinan kejadian dari satu alternatif keputusan harus diketahui.
3. Model keputusan dalam Kondisi Tidak Pasti setiap alternatif keputusan memiliki
kemungkinan kejadian lebih dari satu.
besarnya probabilitas kejadian tidak diketahui.
4. Model keputusan dengan Kondisi Konflik model pengambilan keputusan dimana pengambil keputusan lebih dari satu.
ModelPengambilan Keputusan
Model Keputusan Dalam Kondisi Ketidakpastian
Model Keputusan Tanpa Probabilitas.
Contoh:
Keputusan
(untuk membeli)
Apartemen
Bangunan Kantor
Gudang
Kondisi Dasar
Kondisi Ekonomi Baik Ekonomi Krisis
$ 50.000 $ 30.000
$ 100.000 $ - 40.000
$ 30.000 $ 10.000
Kriteria pengambilan keputusan dalam kondsi ketidakpastian
Maximax nilai paling maksimum dari hasil-hasil yang maksimum.
Maximin nilai paling maksimum dari hasil-hasil yang minimum
Hurwich mencari kompromi antara kriteria Maximax dan Maximin keputusan dikalikan dengan Koefisien Optimisme
Minimak regretKriteria Penyesalan, Equal Likilihood Kriteria Bobot yang Sama
Decision AnalysisComponents of Decision Making
• A state of nature is an actual event that may occur in the future.
• A payoff table is a means of organizing a decision situation, presenting the payoffs from different decisions given the various states of nature.
Table 12.1 Payoff Table
Decision AnalysisDecision Making without Probabilities
Decision situation:
Decision-Making Criteria:
maximax, maximin, minimax, minimax regret, Hurwicz, equal likelihood
Table 12.2Payoff Table for the Real Estate Investments
Decision Making without ProbabilitiesThe Maximax Criterion
- In the maximax criterion the decision maker selects the decision that will result in the maximum of maximum payoffs; an optimistic criterion.
Table 12.3Payoff Table Illustrating a Maximax Decision
Decision Making without ProbabilitiesThe Maximin Criterion
- In the maximin criterion the decision maker selects the decision that will reflect the maximum of the minimum payoffs; a pessimistic criterion.
Table 12.4Payoff Table Illustrating a Maximin Decision
Decision Making without ProbabilitiesThe Minimax Regret Criterion
- Regret is the difference between the payoff from the best decision and all other decision payoffs.
- The decision maker attempts to avoid regret by selecting the decision alternative that minimizes the maximum regret.
Table 12.6 Regret Table Illustrating the Minimax Regret Decision
Decision Making without Probabilities
The Hurwicz Criterion
- The Hurwicz criterion is a compromise between the maximax and maximin criterion.
- A coefficient of optimism, , is a measure of the decision maker’s optimism.
- The Hurwicz criterion multiplies the best payoff by and the worst payoff by 1- ., for each decision, and the best result is selected.
Decision Values
Apartment building $50,000(.4) + 30,000(.6) = 38,000
Office building $100,000(.4) - 40,000(.6) = 16,000
Warehouse $30,000(.4) + 10,000(.6) = 18,000
Decision Making without Probabilities
The Equal Likelihood Criterion
- The equal likelihood ( or Laplace) criterion multiplies the decision payoff for each state of nature by an equal weight, thus assuming that the states of nature are equally likely to occur.
Decision Values
Apartment building $50,000(.5) + 30,000(.5) = 40,000
Office building $100,000(.5) - 40,000(.5) = 30,000
Warehouse $30,000(.5) + 10,000(.5) = 20,000
Decision Making without ProbabilitiesThe Maximin Criterion
- In the maximin criterion the decision maker selects the decision that will reflect the maximum of the minimum payoffs; a pessimistic criterion.
Table 12.4Payoff Table Illustrating a Maximin Decision
Decision Making without ProbabilitiesThe Minimax Regret Criterion
- Regret is the difference between the payoff from the best decision and all other decision payoffs.
- The decision maker attempts to avoid regret by selecting the decision alternative that minimizes the maximum regret.
Table 12.6 Regret Table Illustrating the Minimax Regret Decision
Decision Making without Probabilities
The Hurwicz Criterion
- The Hurwicz criterion is a compromise between the maximax and maximin criterion.
- A coefficient of optimism, , is a measure of the decision maker’s optimism.
- The Hurwicz criterion multiplies the best payoff by and the worst payoff by 1- ., for each decision, and the best result is selected.
Decision Values
Apartment building $50,000(.4) + 30,000(.6) = 38,000
Office building $100,000(.4) - 40,000(.6) = 16,000
Warehouse $30,000(.4) + 10,000(.6) = 18,000
Decision Making without Probabilities
The Equal Likelihood Criterion
- The equal likelihood ( or Laplace) criterion multiplies the decision payoff for each state of nature by an equal weight, thus assuming that the states of nature are equally likely to occur.
Decision Values
Apartment building $50,000(.5) + 30,000(.5) = 40,000
Office building $100,000(.5) - 40,000(.5) = 30,000
Warehouse $30,000(.5) + 10,000(.5) = 20,000
Decision Making without Probabilities
Summary of Criteria Results
- A dominant decision is one that has a better payoff than another decision under each state of nature.
- The appropriate criterion is dependent on the “risk” personality and philosophy of the decision maker.
Criterion Decision (Purchase)
Maximax Office building
Maximin Apartment building
Minimax regret Apartment building
Hurwicz Apartment building
Equal liklihood Apartment building
Decision Making without ProbabilitiesSolutions with QM for Windows (1 of 2)
Exhibit 12.1
Decision Making without ProbabilitiesSolutions with QM for Windows (2 of 2)
Exhibit 12.2
Exhibit 12.3
Decision Making with ProbabilitiesExpected Value
-Expected value is computed by multiplying each decision outcome under each state of nature by the probability of its occurance.
EV(Apartment) = $50,000(.6) + 30,000(.4) = 42,000
EV(Office) = $100,000(.6) - 40,000(.4) = 44,000
EV(Warehouse) = $30,000(.6) + 10,000(.4) = 22,000
Table 12.7 Payoff table with Probabilities for States of Nature
Decision Making with ProbabilitiesExpected Opportunity Loss
- The expected opportunity loss is the expected value of the regret for each decision.
- The expected value and expected opportunity loss criterion result in the same decision.
EOL(Apartment) = $50,000(.6) + 0(.4) = 30,000
EOL(Office) = $0(.6) + 70,000(.4) = 28,000
EOL(Warehouse) = $70,000(.6) + 20,000(.4) = 50,000
Table 12.8 Regret (Opportunity Loss) Table with Probabilities for States of Nature
Decision Making with ProbabilitiesSolution of Expected Value Problems with QM for
Windows
Exhibit 12.4
Decision Making with ProbabilitiesSolution of Expected Value Problems with Excel and Excel
QM(1 of 2)
Exhibit 12.5
Decision Making with ProbabilitiesSolution of Expected Value Problems with Excel and Excel QM
(2 of 2)
Exhibit 12.6
Decision Making with Probabilities
Expected Value of Perfect Information
• The expected value of perfect information (EVPI) is the maximum amount a decision maker would pay for additional information.
• EVPI equals the expected value given perfect information minus the expected value without perfect information.
• EVPI equals the expected opportunity loss (EOL) for the best decision.
Decision Making with ProbabilitiesEVPI Example
Decision with perfect information: $100,000(.60) + 30,000(.40) = $72,000 Decision without perfect information: EV(office) = $100,000(.60) - 40,000(.40) = $44,000 EVPI = $72,000 - 44,000 = $28,000 EOL(office) = $0(.60) + 70,000(.4) = $28,000
Table 12.9 Payoff Table with Decisions, Given Perfect Information
Decision Making with ProbabilitiesEVPI with QM for Windows
Exhibit 12.7
Decision Making with ProbabilitiesDecision Trees (1 of 2)
- A decision tree is a diagram consisting of decision nodes (represented as squares), probability nodes (circles), and decision alternatives (branches).
Table 12.10Payoff Table for Real Estate Investment Example
Figure 12.1Decision tree for
real estate investment example
Decision Making with ProbabilitiesDecision Trees (2 of 2)
- The expected value is computed at each probability node:
EV(node 2) = .60($50,000) + .40(30,000) = $42,000
EV(node 3) = .60($100,000) + .40(-40,000) = $44,000
EV(node 4) = .60($30,000) + .40(10,000) = $22,000
- Branches with the greartest expected value are selected :
Figure 12.2Decision tree with expected value at probability nodes
Decision Making with ProbabilitiesDecision Trees with QM for Windows
Exhibit 12.8
Decision Making with ProbabilitiesDecision Trees with Excel and TreePlan
(1 of 4)
Exhibit 12.9
Decision Making with ProbabilitiesDecision Trees with Excel and TreePlan
(2 of 4)
Exhibit 12.10
Decision Making with ProbabilitiesDecision Trees with Excel and TreePlan
(3 of 4)
Exhibit 12.11
Decision Making with ProbabilitiesDecision Trees with Excel and TreePlan
(4 of 4)
Exhibit 12.12
Decision Making with ProbabilitiesSequential Decision Trees
(1 of 2)- A sequential decision tree is used to illustrate a situation requiring a series of decisions.
- Used where a payoff table, limited to a single decision, cannot be used.
- Real estate investment example modified to encompass a ten-year period in which several decisions must be made:
Figure 12.3Sequential decision tree
Decision Making with ProbabilitiesSequential Decision Trees
(2 of 2)- Decision is to purchase land; highest net expected value ($1,160,000).
- Payoff of the decision is $1,160,000.
Figure 12.4Sequential decision tree with nodal expected values
Sequential Decision Tree Analysis with QM for Windows
Exhibit 12.13
Sequential Decision Tree Analysis with Excel and TreePlan
Exhibit 12.14
Decision Analysis with Additional InformationBayesian Analysis
(1 of 3)- Bayesian analysis uses additional information to alter the marginal probability of the
occurence of an event.
- In real estate investment example, using expected value criterion, best decision was to purchase office building with expected value of $444,000, and EVPI of $28,000.
Table 12.11 Payoff Table for the Real Estate Investment Example
Decision Analysis with Additional InformationBayesian Analysis
(2 of 3)
- A conditional probability is the probability that an event will occur given that another event has already occurred.
- Economic analyst provides additional information for real estate investment decision, forming conditional probabilities:
g = good economic conditions
p = poor economic conditions
P = positive economic report
N = negative economic report
P(Pg) = .80
P(Ng) = .20
P(Pp) = .10
P(Np) = .90
Decision Analysis with Additional InformationBayesian Analysis
(3 of 3)
- A posteria probability is the altered marginal probability of an event based on additional information.
-Prior probabilities for good or poor economic conditions in real estate decision:
P(g) = .60; P(p) = .40
- Posteria probabilities by Bayes’s rule:
P(gP) = P(PG)P(g)/[P(Pg)P(g) + P(Pp)P(p)] = (.80)(.60)/[(.80)(.60) + (.10)(.40)] = .923
- Posteria (revised) probabilities for decision:
P(gN) = .250
P(pP) = .077
P(pN) = .750
Decision Analysis with Additional Information Decision Trees with Posterior Probabilities
(1 of 2)- Decision tree below differs from earlier versions in that :
1. Two new branches at beginning of tree represent report outcomes;
2. Probabilities of each state of nature are posterior probabilities from Bayes’s rule.
Figure 12.5Decision tree with posterior
probabilities
Decision Analysis with Additional Information Decision Trees with Posterior Probabilities
(2 of 2)- EV (apartment building) = $50,000(.923) + 30,000(.077) = $48,460
- EV (strategy) = $89,220(.52) + 35,000(.48) = $63,194
Figure 12.6Decision tree analysis
Decision Analysis with Additional Information Computing Posterior Probabilities with Tables
Table 12.12Computation of Posterior Probabilities
Decision Analysis with Additional Information
The Expected Value of Sample Information
• The expected value of sample information (EVSI) is the difference between the expected value with and without information.:
For example problem, EVSI = $63,194 - 44,000 = $19,194
• The efficiency of sample information is the ratio of the expected value of sample information to the expected value of perfect information:
efficiency = EVSI /EVPI = $19,194/ 28,000 = .68
Decision Analysis with Additional Information Utility
Expected Cost (insurance) = .992($500) + .008(500) = $500
Expected Cost (no insurance) = .992($0) + .008(10,000) = $80
- Decision should be do not purchase insurance, but people almost always do purchase insurance.
- Utility is a measure of personal satisfaction derived from money.
- Utiles are units of subjective measures of utility.
- Risk averters forgo a high expected value to avoid a low-probability disaster.
- Risk takers take a chance for a bonanza on a very low-probability event in lieu of a sure thing.
Table 12.13 Payoff Table for Auto Insurance Example
Example Problem Solution(1 of 7)
a. Determine the best decision without probabilities using the 5 criteria of the chapter.
b. Determine best decision with probabilites assuming .70 probability of good conditions, .30 of poor conditions. Use expected value and expected opportunity loss criteria.
c. Compute expected value of perfect information.
d. Develp a decision tree with expected value at the nodes.
e. Given following, P(Pg) = .70, P(Ng) = .30, P(Pp) = 20, P(Np) = .80, determine posteria probabilities using Bayes’s rule.
f. Perform a decision tree analysis using the posterior probability obtained in part e.
States of Nature
DecisionGood ForeignCompetitiveConditions
Poor ForeignCompetitiveConditions
ExpandMaintain Status QuoSell now
$800,0001,300,000320,000
$500,000-150,000320,000
Example Problem Solution(2 of 7)
Step 1 (part a): Determine Decisions Without Probabilities
Maximax Decision: Maintain status quo
Decisions Maximum Payoffs
Expand $800,000
Status quo 1,300,000 (maximum)
Sell 320,000
Maximin Decision: Expand
Decisions Minimum Payoffs
Expand $500,000 (maximum)
Status quo -150,000
Sell 320,000
Example Problem Solution(3 of 7)
Minimax Regret Decision: Expand
Decisions Maximum Regrets
Expand $500,000 (minimum)
Status quo 650,000
Sell 980,000
Hurwicz ( = .3) Decision: Expand
Expand $800,000(.3) + 500,000(.7) = $590,000
Status quo $1,300,000(.3) - 150,000(.7) = $285,000
Sell $320,000(.3) + 320,000(.7) = $320,000
Example Problem Solution(4 of 7)
Equal Liklihood Decision: Expand
Expand $800,000(.5) + 500,000(.5) = $650,000
Status quo $1,300,000(.5) - 150,000(.5) = $575,000
Sell $320,000(.5) + 320,000(.5) = $320,000
Step 2 (part b): Determine Decisions with EV and EOL
Expected value decision: Maintain status quo
Expand $800,000(.7) + 500,000(.3) = $710,000
Status quo $1,300,000(.7) - 150,000(.3) = $865,000
Sell $320,000(.7) + 320,000(.3) = $320,000
Example Problem Solution(5 of 7)
Expected opportunity loss decision: Maintain status quo
Expand $500,000(.7) + 0(.3) = $350,000
Status quo 0(.7) + 650,000(.3) = $195,000
Sell $980,000(.7) + 180,000(.3) = $740,000
Step 3 (part c): Compute EVPI
EV given perfect information = 1,300,000(.7) + 500,000(.3) = $1,060,000
EV without perfect information = $1,300,000(.7) - 150,000(.3) = $865,000
EVPI = $1.060,000 - 865,000 = $195,000
Example Problem Solution(6 of 7)
Step 4 (part d): Develop a Decision Tree
Example Problem Solution(7 of 7)
Step 5 (part e): Determine Posterior Probabilities
P(gP) = P(Pg)P(g)/[P(Pg)P(g) + P(Pp)P(p)] = (.70)(.70)/[(.70)(.70) + (.20)(.30)] = .891 P(p P) = .109P(gN) = P(Ng)P(g)/[P(Ng)P(g) + P(Np)P(p)] = (.30)(.70)/[(.30)(.70) + (.80)(.30)] = .467 P(pN) = .533 Step 6 (part f): Perform Decision tree Analysis with Posterior Probabilities