1.3 organizational planning & decision making introduction to decision trees (higher level...
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1.3 ORGANIZATIONAL PLANNING & DECISION MAKING
INTRODUCTION TO
DECISION TREES(HIGHER LEVEL CONTENT)
DECISION TREES Often feature in HL Exams!!
• A decision tree is a diagram setting out the key features of a decision making problem
• Examiners really like decision trees.• Setting a decision tree question is relatively easy and can
be adapted to most papers and time frames. • There are also two obvious follow-up questions.• First, candidates may be asked to examine the advantages
and disadvantages of using decision trees. • Secondly a student may be required to examine non-
numerate or additional information, other than that on a decision tree. This information can be used to support a decision.
Decision Trees Can Look Complicated!
• Students are sometimes worried by decision trees because they look complicated and contain plenty of information and lots of numbers.
• The thing to remember when learning to construct and interpret decision trees, is that they merely repeat the same process over and over again through the diagram.
• When you start with a basic process, the decision tree suddenly begins to look easier to manage.
CONSTRUCTING A DECISION TREE
• Decision trees are particularly helpful in situations supporting complex business decisions or problems, involving more than one decision.
• A decision is constructed from left to right with events laid out in the sequence which they occur, but the calculation of financial results is always from right to left
CONSTRUCTING A DECISION TREESquares
• Squares represent decision points which are under the control of the business. • The lines that come out of each
square show all the available options that can be selected.
The Option of Doing Nothing
• Although doing nothing may not have an immediate direct cost, it certainly may have a negative outcome.
• A failing business left to carry on failing may end up with bankruptcy of the owner and liquidation of the business, unless some miracle happens.
CONSTRUCTING A DECISION TREECircles
• Circles represent probability or chance nodes.
• These show various circumstances that have uncertain outcomes.
• The lines that come out of each circle denote possible outcomes of that uncontrollable circumstance.
How does a business establish the probability of an event happening?
• It is difficult to establish accurate probabilities of an event, especially if that event is beyond the control of the business itself.
• However, estimates of probability can be achieved through market research or experience.
• Nevertheless, the fact that probabilities may be little more than educated guesses is clearly a weakness of the decision tree process.
An Outcome or Financial Return with Decision Trees
• Each branch of the decision tree will have an outcome or financial return.
Success of product A will increase profit by $20 million.
Success of product B will increase profit by $30 million.
Failure of Product A will lead to a loss of $2 million. Failure of Product B will only increase profits by $6
million.
Average Outcome Calculations with Decision Trees
• A calculation is required of the average outcome given the probabilities.
• This is a weighted average, because the outcome is multiplied by the probability of that result happening.
• In decision trees, these are referred to as expected values (EVs) and are shown at every probability node.
AN EXAMPLE OF A BASIC DECISION TREE
NODE 1: CALCULATION OF EV
Step 1: Outcome x Probability
$20 m x 0.8 = $16 million($2 m) x 0.2 = ($0.4 million)
Step 2: Weighted Average
The EV (or weighted average) is shown by adding the two results together
EV = $16 m + ($.04 million) =
$15.6 million
NODE 2: CALCULATION OF EV Step 1: Outcome x Probability Step 2: Weighted Averaged
$30 million x 0.7 = $21 million $21 million + 1.8 million = $22.8 million$6 million x 0.3 = $1.8 million
Calculations to Understand the Decision Tree
Which outcome / product is best?
Product A• To achieve an EV of $15.6 million, the business has had to
spend $10 million. Therefore the, cost must be deducted from the EV to find the final profit. (net EV)
• $15.6 million - $10 million = $5.6 million (net EV)
Product B• To achieve an EV of $22.8 million, the business had to spend
$15 million. Therefore the cost must be deducted from the EV to find the final profit.
• $22.8 million - $15 million = $7.8 million (net EV)
($20 million)
($30 million)
0.4$1 m
0.6$40 m
0.3
0.7$30 m
$ 3 m
ACTIVITY
Using the information in this diagram, complete appropriate calculations to determine which product should be launched by thecompany.
PRODUCT AOr PRODUCT B??
OUTCOME