...The domain name info is a generic top-level domain (gTLD) in the Domain Name System (DNS) of the Internet. The name is derived from information indicating that the domain is intended for informative Internet resources, although registration requirements do not prescribe any theme orientation. The info TLD was a response to ICANN's highly publicized announcement[citation needed], in late 2000, of a phased release of seven new generic top-level domains. The event was the first addition of major gTLDs since the Domain Name System was developed in the 1980s. The seven new gTLDs, selected from over 180 proposals, were meant in part to take the pressure off the com domain.[1] The info domain has been the most successful of the seven new domain names, with over 5.2 million domain names in the registry as of April 2008. After the September 11, 2001 attacks in the United States, the Metropolitan Transportation Authority of New York switched to the easier to remember mta.info website to lead users to latest information on schedules and route changes on the area's transportation services. Even in 2013, a website, Current Score info, was formed to provide current score of Football and Cricket across India. ICANN and Afilias have also sealed an agreement for country names to be reserved by ICANN under resolution 01.92.[2] info is an unrestricted domain, meaning that anyone can obtain a second-level domain under info for any purpose, similar to the com, net or org domains. This is in contrast...
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...Lesson 04 Decision Making Solutions Solved Problem #1: see text book Solved Problem #2: see textbook Solved Problem #3: see textbook Solved Problem #6: (costs) see textbook #1: A small building contractor has recently experienced two successive years in which work opportunities exceeded the firm’s capacity. The contractor must now make a decision on capacity for the next year. Estimated profits under each of the two possible states of nature are shown in the table below. The units are in $ thousands. Next Year’s Demand Low High 50 60 20 80 40 70 -AlternativesDo nothing Expand Subcontract a. Calculate the regret table. -AlternativesDo nothing Expand Subcontract Low High 0 30 10 20 0 10 Determine the alternative and payoff /regret which should be selected for the decision criteria in each of the following questions. b. Maximax (best of all possible alternatives)? Expand – payoff $80 thousand c. Maximin (best of all the worst alternatives)? Do nothing – payoff $50 thousand d. Laplace (best of the expected payoffs for all alternatives)? Tie between Do nothing and Subcontract – Payoff $55 thousand e. Minimax regret (least of all the maximum regrets for each alternative)? Subcontract – Regret $10 thousand #2: Refer to problem 1. Suppose after a certain amount of discussion, the contractor is able to subjectively assess the probabilities of low and high demand: P(Low) = .3, P(High) = .7. a. Determine the expected profit fore each alternative? Do nothing - $57 thousand...
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...Problem: Car Services Ltd (CSL) rends motor vehicle breakdown recovery service to its members. It attracts new members through a television advertising campaign that encourages potential clients to telephone a free call number for further information and the opportunity to immediately enroll with a credit card. Members are offered the choice of three levels of annual service contract in descending order of coverage and price: Gold, Silver and Standard. The telephone inquiries come through to a call centre staffed by CSL employees at the company’s premises who are paid a basic salary and a bonus of each new member that they successfully enroll. Located in the same building on another floor is the Car Hospital (CH) team who take the calls from the stranded motorists and arrange for a franchised garage to deal with the breakdown. These garages are independently owned and CSL pay them a fee for every callout that they undertake. CSL has recently (after January 2004) commenced employing trained mechanics on enhanced salaries to dispense technical advice to members on the telephone in the hope that a proportion of the call-outs to franchised garages will be avoided. Detailed information on costs, revenues, business activity and staff is displayed in the following tables. Table 1 Cost, Revenue and business Activity data for 2004 | |Gold |Silver |Standard | |Annual...
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...The Architecture Company An architecture company was invited to submit, until the end of February, two proposals regarding two new university buildings. The preparation of a proposal for the first building involves a cost of forty (40) thousand Euros. Preparing a proposal for the second building costs twenty (20) thousand Euros. If the proposal for the first building is accepted, the company will earn one hundred and twenty (120) thousand Euros. If the proposal for the second building is accepted the earnings will be seventy (70) thousand Euros. The final profit is given by the total earnings (resulting from the accepted proposals) minus the total costs of preparation of the proposals. The architecture company has the option to submit no proposal, to submit a proposal for only one of the buildings, or to submit proposals for the two buildings. Any of the submitted proposals may be accepted or rejected. If two proposals are submitted, it is possible that none is accepted, only one is accepted, or both are accepted. In the particular case that both proposals are submitted and both are accepted then there will be severe problems implementing both projects simultaneously implying an extra cost of fifty (50) thousand Euros (to be deducted from profits). There is a 50% probability that a proposal for the first building is accepted. The probability that a proposal for the second building is accepted is 50%. The acceptance of one proposal is independent of the acceptance...
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...Name: Directions: * The following software may be used: * Excel->Data Analysis * Excel QM * QM for Windows (PC only) * Please make sure to insert your answers, including any charts, graphs, or output, on this document. You may be required to also upload original files from Excel or QM for Windows. * The calculations are not your final answer. A summary/explanation in your own word for each question posed should be included. * Question 6 requires the use of the States Data File. The States Data file is located in Doc Sharing->Instructor Graded Projects. * Be sure to put your name on this document and save it to your computer. Upload this Word document as your Unit 7 submission in the course Drop Box. Submitting Your Project: * Save your project in a location that you will remember and with your full name. When you are ready to submit your project, click on the Dropbox and complete the steps below: * Click the link that says, “Submit an Assignment.” * In the “Submit to Basket” menu, select Unit 7 Project. * In the “Comments” field include your name. * Click the “Add Attachments” button. * Follow the steps listed to attach your Word Document. * You should revisit the Dropbox to view any helpful feedback your instructor has and to retrieve your graded project. * Make sure that you save a copy of your submitted project. 1. Even though independent gasoline stations have been having a difficult...
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...6. Is it advisable to purchase any of the available 100,000 lbs of grade A tomatoes? (use the sensitivity report from question 2). If so, (a) how much should we buy? (b) How will the additional tomatoes be used? In order to figure out if we should buy and by how much we should purchase, we made some modifications associated with our model. First of all, we need to add one more decision variable, Additional A, which is the amount of extra grade A tomatoes we decide to purchase. Then we need to change the profit formula to subtract additional purchase cost, which is $0.15*Additional A, the deal Gordon had to purchase up to 100,000 lbs. grade A tomatoes. Also, we need to change the constraint for A grade tomatoes from 600,000 lbs. to (600,000+Additional A) lbs. The last step is to add another constraint to make the decision variable Additional A can be no more than 100,000 lbs. When we ran sensitivity analysis, the shadow price for grade A tomatoes is $0.27, which means when the company increases 1 lb. of grade A tomatoes available in production process, the total profit will increase by $0.27. So as long as the purchase price less than the shadow price, company should purchase extra grade A tomatoes. Moreover, the allowable increase for constraint of amount of grade A tomatoes available is 1,400,000. It means any amount of additional grade A tomatoes under 1,400,000 lbs. will be feasible to purchase to increase profit. Thus it is a good idea to purchase whole 100,000 lbs...
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...Lab 2 Analysis Sheila Mejia BIAM 500 Prof. Bruning Keller March 13, 2016 Explain the Solver results you obtained for both the initial problem and your sensitivity analysis. The solver results in the initial analysis in my workbook showed that 333 units of the cc7 and 200 units of the cc8 should be produced in order to obtain the maximum of a little over $5 million in profit while still remaining within the given constraints. The constraints included that that MBI Corporation cannot produce more than 200,000 units in its plant and must remain under an $8million dollar budget. MBI Corp. must also meet marketing constraints of at least producing 100 units of cc7 and 200 units of cc8. In the sensitivity analysis we increases the constraints by ten percent and Solver determined that the optimal units MBI should produce is 110 of cc7 and 46 of cc8. Increasing the constraints decreased the number of units produced and decreased the profit by 31%. Thus, the sensitivity analysis helped determine that the current constraints made for a bigger profit while making staying within budget and satisfying other needs within the corporation. Based on the solver results MDI should not increase the parameters of their constraints, at least not by ten percent. What did you learn from the exercise and how is it important to businesses? The lab showed me how analyze a word problem and interpret the numbers using a spreadsheet. It also taught me...
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...Assignment No.2 Production Operations Management Decision Making Under Certainty, Uncertainty, Environment is effect on the decisions which are making undercertainty.Certainty and undercertainty are reciprocal to each other,the degree will be vary certainty to uncertainty Decisions making associate with different kinds of risks. Certainty situation refer to who people think they are making reasonable decisions and what will be next in future and they predict analysis and make decisions . The reliable information will help to considered the cause and effect the matter is come to know about relationship for both uncertainty and certainty. Uncertainty situation reffer to people have data base which is not sufficient and reliable data which base brings sure accurate result so this becomes a not sure able result which tells neither good nor bad results. Evaluation of different variables for interaction is so difficult,For example if i start to expand the business in Chinese market but I have nominal and not sufficient information About china culture,climate,political situation ,Govt laws,policies,norms,values etc. It will be more difficult in situation to start business. Founder of Pakistan Quid-E_Azam says”I don’t like to take Right Decisions….!!!!! “I take decisions and make them Right. Correct Pay off table Alternative Low(125dozen) Medium(800dozen) High (1750 dozen) Small facility 15625 15625 15625 Medium facility...
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...Administrative Unit: Business Administration Department Course Prefix and Number: BUSI 508 Course Title: Decision Science for Business Number of: Credit Hours 3 Lecture Hours 3 Lab Hours 0 Catalog Description: Examination of quantitative skills useful to managers. Discussions focus on selected algebra topics, mathematics for finance and descriptive statistics and probability. Prerequisite: Knowledge of college algebra, Excel, or other computer spreadsheet applications is important. Prerequisite(s) / Corequisite(s): Knowledge of college algebra, Excel, or other computer spreadsheet applications is important. Text(s): Most current editions of the following: Spreadsheet Modeling & Decision Analysis By Cliff T. Ragsdale, Ed. (Thomson Southwestern) Recommended Course Objectives To understand a variety of quantitative methods. To emphasize presentations, peer review and application of quantitative methods. Measurable Learning Outcomes: Use linear programming for optimization and modeling business applications. Apply the concept of sensitivity analysis. Apply regression analysis for problem solving in business applications. Explain queuing theory. Evaluate risk assessment and project management. Topical Outline: • Optimization linear programming • Modeling LP problems • Sensitivity analysis • Network modeling • Regression analysis • Integer linear programming • Project management Culminating Experience...
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...DECISION THEORY & DECISION TREES(Decision making under risk) Janet Kim, president Kim Manufacturing, Inc., is considering whether or not to build more manufacturing plants in Wisconsin. She has developed the following pay-off table for her decision: Payoff in dollars Alternative Build large plant Build small plant Don’t build Market probabilities Favorable Market 400,000 80,000 0 0.4 Unfavorable Market -300,000 -10,000 0 0.6 (a) Use the expected monetary value approach to determine the decision that Kim should make. (b) Use the expected opportunity loss (regret) approach to determine the decision that Kim should make. (c) What is the expected value of perfect information? Class Example 2 (Decision making under uncertainty) Even though independent gas stations have been having a difficult time, Susan Solomon has been thinking about starting her own independent gasoline station. Susan’s problem is to decide how large her station should be. The annual returns depend on both the size of her station and a number of market factors related to the oil industry and demand for gasoline. After a careful analysis Susan has developed the following table: Size of gas station Small Medium Large Very large Payoff in dollars Good Market 50,000 80,000 100,000 300,000 Fair Market 20,000 30,000 30,000 25,000 Poor Market -10,000 -20,000 -40,000 -160,000 (a) What is the Maximax (optimistic) decision? (b) What is the Maximin (pessimistic) decision? (c) What is the criterion of realism decision...
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...Name: Brittany Murray Directions: * In this project you will be using the States Data file that is found in Doc Sharing under the Instructor-Graded Projects: * Steps for accessing the States Data file: 1. Open your Excel with PhStat2 2. Click File—Open 3. Select the States Data file * Not all questions require the use of technology or the States Date file. * You may insert your answers, including any charts, graphs, or output, on this document. * Be sure to put your name on this document and save it to your computer. 1. Even though independent gasoline stations have been having a difficult time, Susan Solomon has been thinking about starting her own independent gas station. Susan’s problem is to decide how large her station should be. The annual returns will depend on both the size of the station and a number of marketing factors related to oil industry and demand for gasoline. After careful analysis, Susan developed the following table: Size of Gasoline Station | Good Market ($) | Fair Market ($) | Poor Market ($) | Small | $70,000 | $30,000 | -$30,000 | Medium | $110,000 | $50,000 | -$40,000 | Large | $170,000 | $70,000 | -$50,000 | 1. Develop a decision table for this decision. 2. What is the Maximax decision? Maximax decision would be starting a large gasoline station. This is the optimistic approach which results in the highest of all possible payoffs ($170,000). 3. What is the Maximin decision...
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...8.12 Practice Problems and 9.3 Practice Problems Click Link Below To Buy: http://hwcampus.com/shop/8-12-practice-problems-and-9-3-practice-problems/ Problem 2 Build-Rite construction has received favorable publicity from guest appearances on a public TV home improvement program. Public TV programming decisions seem to be unpredictable, so Build –Rite cannot estimate the probability of continued benefits from it relationship with the show. Demand for home improvements next year may be either low or high. But Build-Rite must decide now whether to hire more employees, do nothing, or develop subcontracts with other home improvement contractors. Build-Rite has developed the following payoff table. Payoffs Demand For Home Improvements Alternative Low Moderate High Hire ($250,000) $100,000 $625,000 Subcontract $100,000 $150,000 $415,000 Do nothing $50,000 $80,000 $300,000 What is the decision based on each of the following criteria. Show work in making the decision for each criterion: a) Maximax b) Maximin c) Criterion of realism with coefficient of realism = 0.7 d) Equally likely e) Minimax regret Use the tables given below. a) Optimistic or Maximax Criterion Payoffs Demand For Home Improvements Alternative Low Moderate High Hire ($250,000) $100,000 $625,000 Subcontract $100,000 $150,000 $415,000 Do nothing $50,000 $80,000 $300,000 Decision: b) Pessimistic or Maximin Criterion ...
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...30 GOOD PRACTICE CASE STUDIES IN UNIVERSITY-BUSINESS COOPERATION PART OF THE DG EDUCATION AND CULTURE STUDY ON THE COOPERATION BETWEEN HIGHER EDUCATION INSTITUTIONS AND PUBLIC AND PRIVATE ORGANISATIONS IN EUROPE EUROPEAN COMMISSION Directorate-General for Education and Culture Directorate C: Lifelong learning: higher education and international affairs European Institute of Innovation and Technology; economic partnership Public open tender EAC/37/2009: CONTENTS CONTENTS INTRODUCTION Scope of report Introduction to UBC Elements in the UBC Ecosystem 5 5 5 5 AIMS & METHODOLOGY Introduction Objective Process for selection Basis for selection Countries considered in the selection of the cases Case study partners 7 7 7 7 8 8 9 CASE STUDIES Case study key insights Classification of countries Nature of case study Case study quick-find 10 10 12 12 13 NORTHERN Europe Case 1: SEA, Denmark Case 2: ETM, Estonia Case 3: Demola, Finland Case 4: REAP, Ireland Case 5: Mobility at UL, Latvia Case 6: CSE, Sweden Case 7: SMIL, Sweden Case 8: SPEED, UK Case 9: IDI/Digital City, UK Case 10: Acua Limited, UK 18 19 25 30 35 41 46 52 57 63 70 76 80 84 90 96 EASTERN EUROPE Case 11: GIS, Bulgaria Case 12: TTO Pécs, Hungary Case 13: The Science and Economy Project, Poland Case 14: WCTT, Poland Case 15: Q-PlanNet, Romania 75 1 © Science-to-Business Marketing Research Centre CONTENTS SOUTHERN EUROPE Case 16: MUHC, Malta Case 17: PNICube...
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...Moneyball: The Art of Winning an Unfair Game Michael Lewis For Billy Fitzgerald I can still hear him shouting at me Lately in a wreck of a Californian ship, one of the passengers fastened a belt about him with two hundred pounds of gold in it, with which he was found afterwards at the bottom. Now, as he was sinking-had he the gold? or the gold him? —John Ruskin, Unto This Last Preface I wrote this book because I fell in love with a story. The story concerned a small group of undervalued professional baseball players and executives, many of whom had been rejected as unfit for the big leagues, who had turned themselves into one of the most successful franchises in Major League Baseball. But the idea for the book came well before I had good reason to write it—before I had a story to fall in love with. It began, really, with an innocent question: how did one of the poorest teams in baseball, the Oakland Athletics, win so many games? For more than a decade the people who run professional baseball have argued that the game was ceasing to be an athletic competition and becoming a financial one. The gap between rich and poor in baseball was far greater than in any other professional sport, and widening rapidly. At the opening of the 2002 season, the richest team, the New York Yankees, had a payroll of $126 million while the two poorest teams, the Oakland A's and the Tampa Bay Devil Rays, had payrolls of less than a third of that, about $40 million. A decade before, the highest payroll...
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...NATIONAL HEALTH INSURANCE SCHEME TIONAL H NA E H INSUR LT A A OPERATIONAL GUIDELINES REVISED OCTOBER, 2012 National Health Insurance Scheme P.O.W. Mafemi Crescent Off Solomon Lar Way, Utako P. M. B 400, Garki Abuja, Nigeria Tel: 234-1-4130026-7 Fax: 234-1-4130028 Email: info@nhis.gov.ng Website: www.nhis.gov.ng All rights reserved. No part of this publication may be reproduced, transmitted, transcribed, stored in a retrieval system or translated into any language or computer language, in any form or by any means electronic, mechanical, magnetic, chemical, thermal, manual or otherwise, without the prior consent in writing of the National Health Insurance Scheme. 1 CH E S EME NC © National Health Insurance Scheme ISBN 978 2397 24 5 REVISED October 2012 2 TABLE OF CONTENTS Foreword Acknowledgement Introduction Definition of Key Terms SECTION ONE (PROGRAMMES) * Introduction * Formal Sector Social Health Insurance Programme * Definition * Roles and responsibilities of Healthcare Facility under the Formal Sector Social Health Insurance Programme * Roles and responsibilities of HMO under the Formal Sector Social Health Insurance Programme * Roles and responsibilities of NHIS under the Formal Sector Social Health Insurance Programme * Organization of Health Services * Guidelines For Public Sector And Organized Private Sector * Membership * Contributions * Waiting Period * Scope of Coverage * Registration of Employers and Employees * Rights and Privileges of...
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