Introduction to Management Science 5th Edition, 课后习题答案 Chapter 13
Management Science - Introduction
5
Management Science Applications
Project Scheduling Techniques were used by a contractor to rebuild Interstate 10 damaged in the 1994 earthquake in the Los Angeles area. Decision Analysis approach was the basis for the development of a comprehensive framework for planning environmental policy in Finland. Queuing models are incorporated into the overall design plans for Disneyland and Disney World, which lead to the development of ‘waiting line entertainment’ in order to improve customer satisfaction.
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Raw material required
7 pounds of per desk 3 pounds of per chair 1.5 pounds per one pound of molded steel produced.
Net profit is
$50 per desk $30 per chair $6 per pound of molded steel sold
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Deterministic models Probabilistic (stochastic) models
Unit 1 Introduction to Management管理学的介绍
Unit 1 Introduction to ManagementPart OneTeaching objectivesThe learning goals of this unit is to:* Identify the functions of management* Identify the levels of management* Describe the skills that managers need* Describe roles that managers playPart TwoNotes for vocabulary* managers: someone who coordinates and oversees the work of other people in order to accomplish organizational goals.* first-line managers: the lowest level of management who manage the work of non-management employees and typically are directly or indirectly involved with producing the organization’s products or serving the organization’s customers.* middle managers: managers between the lowest level and top levels of the organization who manage the work of first-line managers.* top managers: managers at or near the upper levels of the organization structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.* planning: a management function that involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.* organizing: a management function that involves arranging and structuring work to accomplish organizational goals.* leading: a management function that involves working with and through people to accomplish organizational goals.* controlling: a management function that involves monitoring, comparing, and correcting work performance.* management roles: specific categories of managerial behaviors.* interpersonal roles: managerial roles that involve people and other duties that are ceremonial and symbolic in nature.* informational roles: managerial roles that involve collecting, receiving, and disseminating information.* decisional roles: managerial roles that involve making choices.* technical skills: job-specific knowledge and techniques needed to proficiently perform work tasks.* human skills: the ability to work well with other people individually and in a group. * conceptual skills: the ability to think and to conceptualize about abstract and complex situations.（注：专业词汇注释，备注在课文第一次出现该词汇一页下方。
ST Session2 for Introduction to Management
现代企业管理
二、企业管理者的类型
现代企业管理
三、管理者的职能
现代企业管理
四、管理者的素质 企业管理者的素质即企业管理者要成功地执行管理工作、圆 满地实现管理的目标所要具备的条件。
现代企业管理
我国的一些学者和专家，根据我国的具体情况，提出了一个 成功的企业领导人应该具备以下基本能力。 (1) (2) 创造能力。 决策能力。
第一章第二节 管理与企业管理 8
第三章 企业管理的基本职能 35 第一章第三节 企业管理环境 12
B4 管理的环境
B5 管理者的素养 第一章第四节 管理者 15
现代企业管理
第二节 管理理论的发展
一、科学管理理论 科学管理理论又称为古典管理理论，主要代表人物有美国 的泰勒、法国的法约尔等人。 (一)泰勒的科学管理 19世纪末到20年世纪初，随着资本主义自由竞争逐步向垄 断过渡，科技水平及生产社会化不断提高，市场和企业规模不 断扩大，生产技术更加复杂，分工协作更加严密，对企业管理 工作的要求越来越高。正是在这样的背景下，产生了科学管理 理论。 泰勒1856年生于美国费城，他有着从工人到管理人员的亲 身经历，非常熟悉管理者和工人的实践，因此，他的管理理论 主要表现在作业管理上。他于1911年出版了《科学管理原理》 ，这是世界上第一本以工厂管理为研究对象的名著，对资本主 义企业界影响巨大。
现代企业管理
二、管理的作用 (1) (2) 管理是社会化大生产的客观要求，是人类社会活动 和生产的必要条件 管理水平和社会生产的效益水平直接相关，管理在 社会生产过程中实质上是起放大和增效作用
(3)
(4)
管理是实现企业目标的前提条件
管理是实现个人目标的前提条件
英文讲义，《管理学》，1-4章，斯蒂芬
英⽂讲义，《管理学》，1-4章，斯蒂芬•P•罗宾斯，中国⼈民⼤学出版社说明：1、此资料为《管理学》课程的全部英⽂讲义资料。
2、资料来源于罗宾斯的教材，仅⽤于教学，请勿另作它⽤侵犯作者版权。
3、因博客有上传字数限制，分成⼏篇上传，请注意章节序号。
Chapter 1 introduction to management and organizationsWho Are Managers?• ManagerØ Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Classifying Managers• First-line ManagersØ Are at the lowest level of management and manage the work of non-managerial employees.• Middle ManagersØ Manage the work of first-line managers.• Top ManagersØ Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?• Managerial ConcernsØ Efficiencyv “Doing things right”– Getting the most output for the least inputsØ Effectivenessv “Doing the right things”– Attaining organizational goalsWhat Do Managers Do?• Functional ApproachØ Planningv Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activitiesØ Organizingv Arranging work to accomplish organizational goalsØ Leadingv Working with and through people to accomplish goals.Ø Controllingv Monitoring, comparing, and correcting the work• Management Roles ApproachØ Interpersonal rolesv Figurehead, leader, liaisonØ Informational rolesv Monitor, disseminator, spokespersonØ Decisional rolesv Disturbance handler, resource allocator, negotiator• Skills ApproachØ Technical skillsv Knowledge and proficiency in a specific fieldØ Human skillsv The ability to work well with other peopleØ Conceptual skillsv The ability to think and conceptualize about abstract and complex situations concerning the organization How The Manager’s Job Is Changing• The Increasing Importance of CustomersØ Customers: the reason that organizations existv Managing customer relationships is the responsibility of all managers and employees.v Consistent high quality customer service is essential for survival.• InnovationØ Doing things differently, exploring new territory, and taking risksv Managers should encourage employees to be aware of and act on opportunities for innovation.What Is An Organization?• An Organization DefinedØ A deliberate arrangement of people to accomplish some specific purpose• Common Characteristics of OrganizationsØ Have a distinct purpose (goal)Ø Composed of peopleØ Have a deliberate structureWhy Study Management?• The Value of Studying ManagementØ The universality of managementv Good management is needed in all organizations.Ø The reality of workv Employees either manage or are managed.Ø Rewards and challenges of being a managerv Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. v Successful managers receive significant monetary rewards for their efforts.Chapter 2 management yesterday and todayHistorical Background of Management• Ancient ManagementØ Egypt (pyramids) and China (Great Wall)Ø Venetians (floating warship assembly lines)• Adam SmithØ Published “The Wealth of Nations” in 1776v Advocated the division of labor (job specialization) to increase the productivity of workers• Industrial RevolutionØ Substituted machine power for human laborØ Created large organizations in need of managementMajor Approaches to Management• Scientific Management• General Administrative Theory• Quantitative Management• Organizational Behavior• Systems Approach• Contingency ApproachScientific Management• Fredrick Winslow TaylorØ The “father” of scientific managementØ Published Principles of Scientific Management (1911)v The theory of scientific management:– Using scientific methods to define the “one best way” for a job to be done• Putting the right person on the job with the correct tools and equipment• Having a standardized method of doing the job• Providing an economic incentive to the worker• Frank and Lillian GilbrethØ Focused on increasing worker productivity through the reduction of wasted motionØ Developed the microchronometer to time worker motions and optimize performance.• How Do Today’s Managers Use Scientific Management?Ø Use time and motion studies to increase productivityØ Hire the best qualified employeesØ Design incentive systems based on outputGeneral Administrative Theorists• Henri FayolØ Believed that the practice of management was distinct from other organizational functionsØ Developed fourteen principles of management that applied to all organizational situations• Max WeberØ Developed a theory of authority based on an ideal type of organization (bureaucracy)v Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. Quantitative Approach to Management• Quantitative ApproachØ Also called operations research or management scienceØ Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsØ Focuses on improving managerial decision making by applying:v Statistics, optimization models, information models, and computer simulationsUnderstanding Organizational Behavior• Organizational Behavior (OB)Ø The study of the actions of people at work; people are the most important asset of an organization• Early OB AdvocatesØ Robert OwenØ Hugo MunsterbergØ Mary Parker FollettØ Chester BarnardThe Hawthorne Studies• A series of productivity experiments conducted at Western Electric from 1927 to 1932.• Experimental findingsØ Productivity unexpectedly increased under imposed adverse working conditions.Ø The effect of incentive plans was less than expected.• Research conclusionØ Social norms, group standards and attitudes more strongly influence individual output and work behavior than domonetary incentives.The Systems Approach• System DefinedØ A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.• Basic Types of SystemsØ Closed systemsv Are not influenced by and do not interact with their environment (all system input and output is internal)Ø Open systemsv Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environmentsImplications of the Systems Approach• Coordination of the organization’s parts is essential for proper functioning of the entire organization.• Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.• Organizations are not self-contained and, therefore, must adapt to changes in their external environment.The Contingency Approach• Contingency Approach DefinedØ Also sometimes called the situational approach.Ø There is no one universally applicable set of management principles (rules) by which to manage organizations.Ø Organizations are individually different, face different situations (contingency variables), and require different ways of managing.Current Trends and Issues• Globalization• Ethics• Workforce Diversity• Entrepreneurship• E-business• Knowledge Management• Learning Organizations• Quality Management• Globalization• Management in international organizations• Political and cultural challenges of operating in a global market• Ethics• Increased emphasis on ethics education in college curriculums• Increased creation and use of codes of ethics by businesses• Workforce Diversity• Increasing heterogeneity in the workforce• More gender, minority, ethnic, and other forms of diversity in employees• Aging workforce• Older employees who work longer and not retire• The cost of public and private benefits for older workers will increase• Increased demand for products and services related to aging• Entrepreneurship Defined• The process whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness.• Entrepreneurship process• Pursuit of opportunities• Innovation in products, services, or business methods• Desire for continual growth of the organization• E-Business (Electronic Business)• The work preformed by an organization using electronic linkages to its key constituencies• E-commerce: the sales and marketing component of an e-business• Categories of E-Businesses• E-business enhanced organization• E-business enabled organization• Total e-business organization• Knowledge Management• The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.• Learning Organization• An organization that has developed the capacity to continuously learn, adapt, and change.• Quality Management• A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations• Inspired by the total quality management (TQM) ideas of Deming and Juran• Quality is not directly related to cost.Chapter 3 organizational culture and the environment : the constraintsThe Manager: Omnipotent or Symbolic?• Omnipotent View of ManagementØ Managers are directly responsible for an organization’s success or failure.Ø The quality of the organization is determined by the quality of its managers.Ø Managers are held most accountablefor an organization’s performanceyet it is difficult to attributegood or poor performancedirectly to their influenceon the organization.• Symbolic View of ManagementØ Much of an organization’s success or failure is due to external forces outside of managers’ control.Ø The ability of managers to affect outcomes is influenced and constrained by external factors.• The economy, customers, governmental policies, competitors, industry conditions,technology, and the actions ofprevious managersØ Managers symbolize control andinfluence through their actionThe Organization’s Culture• Organizational CultureØ A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.Ø “The way we do things around here.”v Values, symbols, rituals, myths, and practicesØ Implications:v Culture is a perception.v Culture is shared.v Culture is descriptiveStrong versus Weak Cultures• Strong CulturesØ Are cultures in which key values are deeply held and widely held.Ø Have a strong influence on organizational members.• Factors Influencing the Strength of CultureØ Size of the organizationØ Age of the organizationØ Rate of employee turnoverØ Strength of the original cultureØ Clarity of cultural values and beliefsBenefits of a Strong Culture• Creates a stronger employee commitment to the organization.• Aids in the recruitment and socialization of new employees.• Fosters higher organizationalperformance by instilling andpromoting employee initiativeOrganizational Culture• Sources of Organizational CultureØ The organization’s founderv Vision and missionØ Past practices of the organizationv The way things have been doneØ The behavior of top management• Continuation of the Organizational CultureØ Recruitment of like-minded employees who “fit.”Ø Socialization of new employees to help them adapt to the cultureHow Employees Learn Culture• StoriesØ Narratives of significant events or actions of people that convey the spirit of the organization • RitualsØ Repetitive sequences of activities that express and reinforce the values of the organization • Material SymbolsØ Physical assets distinguishing the organization• LanguageØ Acronyms and jargon of terms, phrases, and word meanings specific to an organization How Culture Affects Managers• Cultural Constraints on ManagersØ Whatever managerial actions the organization recognizes as proper or improper on its behalf Ø Whatever organizational activities the organization values and encouragesØ The overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.Organization Culture Issues• Creating an Ethical CultureØ High in risk toleranceØ Low to moderate aggressivenessØ Focus on means as well as outcomes• Creating an Innovative CultureØ Challenge and involvementØ FreedomØ Trust and opennessØ Idea timeØ Playfulness/humorØ Conflict resolutionØ DebatesØ Risk-taking• Creating a Customer-Responsive CultureØ Hiring the right type of employees (ones with a strong interest in serving customers)Ø Having few rigid rules, procedures, and regulationsØ Using widespread empowerment of employeesØ Having good listening skills in relating to customers’ messagesØ Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfactionØ Having conscientious, caring employees willing to take initiativeSpirituality and Organizational Culture• Workplace SpiritualityØ The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.• Characteristics of a Spiritual OrganizationØ Strong sense of purposeØ Focus on individual developmentØ Trust and opennessØ Employee empowermentØ Toleration of employees’ expressionBenefits of Spirituality• Improved employee productivity• Reduction of employee turnover• Stronger organizational performance• Increased creativity• Increased employee satisfaction• Increased team performance• Increased organizational performanceDefining the External Environment• External EnvironmentØ The forces and institutions outside the organization that potentially can affect the organization’s performance.• Components of the External EnvironmentØ Specific environment: external forces that have a direct and immediate impact on the organization.Ø General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.How the Environment Affects Managers• Environmental UncertaintyØ The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by:v Complexity of the environment: the number of components in an organization’s external environment.v Degree of change in environmental components: how dynamic or stable the external environment is. Stakeholder Relationships• StakeholdersØ Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions• Why Manage Stakeholder Relationships?Ø It can lead to improved organizational performance.Ø It’s the “right” thing to do given the interdependence of the organization and its external stakeholders. Managing Stakeholder Relationships1. Identify the organization’s external stakeholders.2. Determine the particular interests and concerns of the external stakeholders.3. Decide how critical each external stakeholder is to the organization.4. Determine how to manage each individual external stakeholder relationship.Chapter 4 managing in a global environmentManaging in a Global Environment• ChallengesØ Coping with the sudden appearance of new competitorsØ Acknowledging cultural, political, and economic differencesØ Dealing with increased uncertainty, fear, and anxietyØ Adapting to changes in the global environmentØ Avoiding parochialismAdopting a Global Perspective• Ethnocentric AttitudeØ The parochialistic belief that the best work approaches and practices are those of the home country.• Polycentric AttitudeØ The view that the managers in the host country know the best work approaches and practices for running their business.• Geocentric AttitudeØ A world-oriented view that focuses on using the best approaches and people from around the globe.Regional Trading Agreements• The European Union (EU)Ø A unified economic and trade entityv Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and SwedenØ Economic and monetary union (Euro)• North American Free Trade Agreement (NAFTA)Ø Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees)v United States, Canada, and Mexico• Free Trade Area of the Americas• Southern Cone Common Market (Mercosur)• Association of Southeast Asian Nations (ASEAN)Ø Trading alliance of 10 Southeast Asian nations• African UnionThe World Trade Organization (WTO)• Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995.• Functions as the only global organization dealing with the rules of trade among nations.• Has 145 member nations.• Monitors and promotes world trade.Different Types of Global Organizations• Multinational Corporation (MNC)Ø A firm which maintains operations in multiple countries but manages the operations from a base in the home country.• Transnational Corporation (TNC)Ø A firm that maintains operations in several countries but decentralizes management to the local country.• Borderless OrganizationØ A firm that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines.How Organizations Go Global• Three Stages of GlobalizationØ Stage Iv Exporting products for sale overseas and importing products from overseas to sell in the home country.Ø Stage IIv Committing to directly sell home-country products in overseas markets or contracting for products to be manufactured overseas and sold in the home country.Ø Stage IIIv Licensing manufacturing and franchising services to foreign firms to use the brand name, technology, or product specifications developed by the firm.Other Forms of Globalization• Strategic AlliancesØ Partnerships between and organization and a foreign company in which both share resources and knowledge in developing new products or building new production facilities.• Joint VentureØ A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.Managing in A Global Environment• The Legal EnvironmentØ Stability or instability of legal and political systemsv Legal procedures are established and followedv Fair and honest elections held on a regular basisØ Differences in the laws of various nationsv Effects on business activitiesv Effects on delivery of products and servicesThe Economic Environment• Economic SystemsØ Market economyv An economy in which resources are primarily owned and controlled by the private sector.Ø Command economyv An economy in which all economic decisions are planned by a central government.• Monetary and Financial FactorsØ Currency exchange ratesØ Inflation ratesØ Diverse tax policiesThe Cultural Environment• National CultureØ Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.Ø May have more influence on an organization than the organization culture.Hofstede’s Framework for Assessing Cultures• Individualism versus Collectivism• Power Distance• Uncertainty Avoidance• Quantity versus Quality of Life• Long-term versus Short-term OrientationØ Individualism: the degree to which people in a country prefer to act as individuals.Ø Collectivism: a social framework in whichThe GLOBE (Global Leadership and Organizational Behavior Effectiveness) Framework for Assessing Cultures• Assertiveness• Future orientation• Gender differentiation • Uncertainty avoidance • Power distance• Individualism/collectivism • In-group collectivism • Performance orientation • Humane orientation。
管理科学与工程专业英文自我介绍
管理科学与工程专业英文自我介绍全文共10篇示例，供读者参考篇1Hello everyone! My name is Lily and I am a student majoring in Management Science and Engineering. Today, I want to tell you a little bit about myself and why I chose this major.I have always been interested in how businesses operate and how to make them more efficient. That's why I decided to study Management Science and Engineering. This major combines business, engineering, and math to help solve complex problems in organizations. It's like being a detective and solving mysteries in the business world!In my classes, I learn about data analysis, project management, and decision-making. I also learn how to work in teams and communicate my ideas effectively. These skills will be really helpful when I graduate and start working in the business world.One of my favorite things about this major is that I get to work on real-life projects with companies. Last semester, I worked with a local restaurant to help them improve theircustomer service. It was so cool to see how our recommendations actually made a difference in their business!In the future, I hope to work for a big company and help them become more successful. I know that studying Management Science and Engineering will give me the tools I need to achieve my goals.Thank you for listening to my self-introduction. I hope you learned a little bit about what Management Science and Engineering is all about. Have a great day!篇2Hi everyone! My name is Amy and I am a student majoring in Management Science and Engineering. I want to share with you a little about myself and why I chose this major.I have always been interested in solving problems and finding ways to make things work more efficiently. That is why I decided to study Management Science and Engineering. This major combines my love for math and science with my passion for making things run smoothly.In my classes, I have learned about different management principles and how they can be applied to real-world situations. Ihave also studied engineering concepts and how they can be used to improve processes and systems. It is really cool to see how these two fields come together to create innovative solutions to complex problems.Outside of class, I like to participate in group projects and competitions to apply what I have learned. I enjoy working with others to come up with creative solutions and seeing our hard work pay off. It is so rewarding to see a project come together and know that we have made a difference.In the future, I hope to use my knowledge and skills to help businesses and organizations operate more efficiently. I believe that with the right tools and strategies, we can overcome any challenge and achieve success.Thank you for listening to my self-introduction. I am excited to continue learning and growing in the field of Management Science and Engineering. Let's work together to make the world a better place!篇3Hi everyone! My name is Timmy and I am a student majoring in Management Science and Engineering. I am super excited to tell you all about my field of study!First of all, let me explain what Management Science and Engineering is all about. It's basically using math, statistics, and other cool tools to solve real-life problems in businesses and organizations. We learn how to make decisions, improve processes, and optimize systems to make everything run smoothly and efficiently.I chose this major because I love puzzles and figuring out how things work. Plus, I like helping people and making things better. Management Science and Engineering lets me do all of that!In my classes, I get to learn about decision-making, project management, data analysis, and more. It's really challenging but also super interesting. I also get to work on group projects, which can be fun and stressful at the same time.After I graduate, I want to work in a big company and help them improve their operations. I want to be the guy who comes up with new ideas and strategies to make things work better.Overall, I am super passionate about Management Science and Engineering and I can't wait to see where this major takes me in the future. Thanks for listening to my self-introduction!篇4Hello everyone! My name is Lily and I am a student majoring in Management Science and Engineering. I am super excited to share with you all about my major and what I have learned so far.First of all, let me tell you what Management Science and Engineering is all about. Basically, it is a field that combines management principles with engineering techniques to solve complex problems in organizations. It helps companies improve their operations, make better decisions, and achieve their goals more efficiently.In my classes, I have learned a lot of cool stuff like data analysis, optimization, decision-making, project management, and so much more. I have also had the opportunity to work on real-life projects where I applied what I learned in class to solve practical problems. It has been so much fun and I have learned a lot along the way.One thing I really love about my major is that it is so versatile. You can work in a wide range of industries like finance, healthcare, technology, and more. There are so many career opportunities available for graduates in Management Science and Engineering, and I am excited to see where my degree will take me in the future.Overall, I am really passionate about my major and I can't wait to continue learning and growing in the field of Management Science and Engineering. Thank you for listening to my self-introduction!篇5Hi everyone! My name is Lily, and I am a student majoring in Management Science and Engineering. I want to tell you all about myself and why I chose this major.I have always been interested in problem-solving and finding efficient ways to get things done. That's why I decided to study Management Science and Engineering. This major allows me to learn about various tools and techniques that can help organizations operate more effectively.In my classes, I have learned about topics like operations management, supply chain management, and data analysis. These subjects have taught me how to analyze data, make decisions based on that data, and improve processes within an organization.One of my favorite things about this major is that it is so versatile. I can apply the knowledge and skills I have learned to a wide range of industries, from manufacturing to healthcare tofinance. This means that I will have many opportunities for a successful career in the future.I am excited to continue my studies in Management Science and Engineering and to learn even more about how to improve organizations. I know that this major will prepare me for a rewarding career where I can make a real difference in the world.Thank you for listening to my introduction. I hope you enjoyed learning about my major and why I am studying it. If you have any questions, feel free to ask me!篇6Hello everyone! My name is Tom and I am a student majoring in Management Science and Engineering. I am super excited to tell you all about what I am studying.In this major, we learn all about how to use science and engineering principles to help businesses run better. We study things like data analysis, operations research, and project management. It's really cool because we get to use math and technology to solve real-world problems.One of the things I love about studying Management Science and Engineering is that it's so practical. We learn how tomake businesses more efficient and effective, which is really important for helping them succeed. I also like that we get to work on projects with other students. It's fun to collaborate and come up with creative solutions together.In the future, I hope to work in a company where I can use my skills to improve their operations. I want to help them save money, become more sustainable, and grow their business. I know that with the knowledge and experience I am gaining in this major, I will be able to make a real difference in the world.Thank you for listening to my self-introduction. I can't wait to continue learning and growing in the field of Management Science and Engineering!篇7Hello everyone, my name is Jack and I am a student majoring in Management Science and Engineering. Today, I want to introduce myself and tell you a little bit about my major.First of all, I chose to study Management Science and Engineering because I am very interested in solving problems and making things work better. In this major, we learn how to use math, statistics, and computer science to improve the wayorganizations are run and to make better decisions. It's like being a detective but for businesses!One of the things I love about this major is that it teaches us how to analyze data and make predictions. For example, we can use data from sales to predict how much product will be sold in the future, or we can use data about traffic patterns to optimize bus routes. It's really cool to see how math and science can help us understand the world around us.In addition to learning about data analysis, I also enjoy learning about project management. This involves organizing teams, setting goals, and making sure everything runs smoothly. It's like being the captain of a ship and making sure it stays on course.Overall, I'm really excited to be studying Management Science and Engineering and I can't wait to see where this major takes me in the future. I hope this introduction gives you a better idea of what this major is all about. Thank you for listening!篇8Hello everyone, I am so excited to introduce myself to you! My name is Lily and I am a student majoring in ManagementScience and Engineering. I love this major because it helps me understand how to make things work better and more efficient.In our classes, we learn about different tools and techniques to analyze and solve problems in businesses and organizations. We also study how to use technology to improve processes and make better decisions. It's like being a detective, but instead of solving crimes, we solve problems in the business world!One of the things I enjoy most about studying Management Science and Engineering is working on group projects. I get to collaborate with my classmates, share ideas, and come up with creative solutions together. It's so much fun and I always learn something new from my peers.In the future, I hope to use my knowledge and skills to help companies become more successful and efficient. Whether it's improving supply chain management or optimizing business processes, I want to make a positive impact with what I have learned in my major.Thank you for listening to my self-introduction. I can't wait to continue learning and growing in the field of Management Science and Engineering. Let's work together to make the world a better place through smart and effective management practices!篇9Hi everyone, my name is Lucy and I am a student majoring in Management Science and Engineering. I want to tell you about why I chose this major and what I hope to achieve in the future.I have always been interested in how businesses operate and how they can be improved. That's why I decided to study Management Science and Engineering. This major combines the principles of management with engineering techniques to solve complex business problems. I believe that this is the perfect blend of my interests and skills.In my studies, I have learned about operations management, supply chain management, project management, and many other important topics. I have also gained practical experience through internships and group projects. These experiences have helped me develop strong analytical and problem-solving skills.In the future, I hope to work in a company where I can apply my knowledge and skills to improve business processes and drive growth. I also want to continue learning and growing in my field, so that I can stay ahead of the curve and make a real impact.Thank you for taking the time to read my self-introduction. I look forward to connecting with all of you and sharing our experiences in the field of Management Science and Engineering. Let's work together to create a better future!篇10Hello everyone! My name is Jack and I am a student majoring in Management Science and Engineering. Today, I am going to introduce myself in English.I am a hardworking and determined student who is passionate about learning and exploring in the field of Management Science and Engineering. This major is all about using scientific methods to solve complex management problems and improve the efficiency of businesses and organizations.In my classes, I have learned about various management theories, decision-making processes, operations research, and data analysis techniques. I am excited to apply these concepts to real-world situations and make a positive impact in the business world.I have also gained practical experience through internships and projects. For example, I worked with a team to develop alogistics plan for a local company, which helped them save time and money in their operations. I also interned at a consulting firm, where I learned how to analyze data and provide valuable insights to clients.In the future, I aim to pursue a career in management consulting or project management. I believe that my skills and knowledge in Management Science and Engineering will help me succeed in these roles and make a difference in the organizations I work for.Overall, I am eager to continue my studies and grow as a professional in the field of Management Science and Engineering. Thank you for listening to my introduction!。
Introduction to Management Science 5th Edition, 课后习题答案 Chapter 6
CHAPTER 6NETWORK OPTIMIZATION PROBLEMSSOLUTION TO SOLVED PROBLEMS6.S1Distribution at Heart BeatsHeart B eats i s a m anufacturer o f m edical e quipment. T he c ompany’s p rimary p roduct i s a device u sed t o m onitor t he h eart d uring m edical p rocedures. T his d evice i s p roduced i n t wo factories a nd s hipped t o t wo w arehouses. T he p roduct i s t hen s hipped o n d emand t o f ourthird-‐party w holesalers. A ll s hipping i s d one b y t ruck. T he p roduct d istribution n etwork i s shown b elow. T he a nnual p roduction c apacity a t F actories 1 a nd 2 i s 400 a nd 250, respectively. T he a nnual d emand a t W holesalers 1, 2, 3, a nd 4 i s 200, 100, 150, a nd 200, respectively. T he c ost o f s hipping o ne u nit i n e ach s hipping l ane i s s hown o n t he a rcs. D ue t o limited t ruck c apacity, a t m ost 250 u nits c an b e s hipped f rom F actory 1 t o W arehouse 1 e ach year. F ormulate a nd s olve a n etwork o ptimization m odel i n a s preadsheet t o d etermine h ow to d istribute t he p roduct a t t he l owest p ossible a nnual c ost.This i s a m inimum-‐cost f low p roblem. T o s et u p a s preadsheet m odel, f irst l ist a ll o f t he a rcs as s hown i n B4:C11, a long w ith t heir c apacity (F4) a nd u nit c ost (G4:G11). O nly t he a rc from F1 t o W H1 i s c apacitated. T hen l ist a ll o f t he n odes a s s hown i n I4:I11 a long w ith e ach node’s s upply o r d emand (L4:L11).The c hanging c ells a re t he a mount o f f low t o s end t hrough e ach a rc. T hese a re s hown i nFlow (D4:D11) b elow, w ith a n a rbitrary v alue o f 10 e ntered f or e ach. T he f low t hrough t he arc f rom F1 t o W H1 m ust b e l ess t han t he c apacity o f 250, a s i ndicated b y t he c onstraint D4<= F4.For e ach n ode, c alculate t he n et f low a s a f unction o f t he c hanging c ells. T his c an b e d one using t he S UMIF f unction. I n e ach c ase, t he f irst S UMIF f unction c alculates t he f low l eaving the n ode a nd t he s econd o ne c alculates t he f low e ntering t he n ode. F or e xample, c onsider the F 1 n ode (I4). S UMIF(From, N odes, F low) s ums e ach i ndividual e ntry i n F low (thechanging c ells i n D 4:D11) i f t hat e ntry i s i n a r ow w here t he e ntry i n F rom (B4:B11) i s t he same a s i n t hat r ow o f N odes (i.e., F 1). S ince I 4 = F 1 a nd t he o nly r ows t hat h ave F 1 i n F rom (B4:B11) a re r ows 4 a nd 5, t he s um i n t he s hip c olumn i s o nly o ver t hese s ame r ows, s o t his sum i s D 4+D5.The g oal i s t o m inimize t he t otal c ost o f s hipping t he p roduct f rom t he f actories t o t he wholesalers. T he c ost i s t he S UMPRODUCT o f t he U nit C osts w ith t he F low, o r T otal C ost = SUMPRODUCT(UnitCost, F low). T his f ormula i s e ntered i nto T otalCost (D13).34567891011JNet Flow=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)The S olver i nformation a nd s olved s preadsheet a re s hown b elow.Thus, F low (D4:D11) i ndicates h ow t o d istribute t he p roduct s o a s t o a chieve t he m inimum Total C ost (D13) o f $58,500.Solver ParametersSet Objective Cell: TotalCost To: MinBy Changing Variable Cells: FlowSubject to the Constraints: D4 <= CapacityNetFlow = SupplyDemand Solver Options:Make Variables Nonnegative Solving Method: Simplex LP34567891011JNet Flow=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)6.S 2 Assessing the Capacity of a Pipeline NetworkExxo 76 i s a n o il c ompany t hat o perates t he p ipeline n etwork s hown b elow, w here e achpipeline i s l abeled w ith i ts m aximum f low r ate i n m illion c ubic f eet (MMcf) p er d ay. A n ew o il well h as b een c onstructed n ear A . T hey w ould l ike t o t ransport o il f rom t he w ell n ear A t o their r efinery a t G . F ormulate a nd s olve a n etwork o ptimization m odel t o d etermine t he maximum f low r ate f rom A t o G .This i s a m inimum-‐cost f low p roblem. A ssociated w ith e ach p ipe i n t he n etwork w ill b e a n arc (or, f or p ipes w hich m ight f low i n e ither d irection, t wo a rcs, o ne i n e ach d irection). T o set u p a s preadsheet m odel, f irst l ist a ll o f t he a rcs a s s hown i n B 5:C19, a long w ith t heir capacity (F5:F19). T hen l ist a ll o f t he n odes a s s hown i n H 5:H11. A ll t he t ransshipment nodes (every n ode e xcept t he s tart n ode A a nd t he e nd n ode G ) w ill b e c onstrained t o h ave net f low = 0 (Supply/Demand = 0). T he start n ode (A) a nd e nd n ode (G) a re l eft unconstrained. W e w ant t o m aximize t he n et f low o ut o f n ode A .The c hanging c ells a re t he a mount o f f low t o s end t hrough e ach p ipe (arc). T hese a re s hown in F low (D5:D19) b elow, w ith a n a rbitrary v alue o f 0 e ntered f or e ach. T he f low t hrough each a rc i s c apacitated a s i ndicated b y t he <= i n E5:E19.For e ach n ode, c alculate t he n et f low a s a f unction o f t he c hanging c ells. T his c an b e d one using t he S UMIF f unction. I n e ach c ase, t he f irst S UMIF f unction c alculates t he f low l eaving the n ode a nd t he s econd o ne c alculates t he f low e ntering t he n ode. F or e xample, c onsider the A n ode (H5). S UMIF(From, N odes, F low) i n I 5 s ums e ach i ndividual e ntry i n F low (the changing c ells i n D 5:D19) i f t hat e ntry i s i n a r ow w here t he e ntry i n F rom (B5:B19) i s t he same a s i n t he e ntry i n t hat r ow o f N odes (i.e., A ). S ince t he o nly r ows t hat h ave A i n F rom (B5:B19) a re r ows 5 a nd 6, t he s um i n t he s hip c olumn i s o nly o ver t hese s ame r ows, s o t his sum i s D 5+D6.4567891011INet Flow=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)The g oal i s t o m aximize t he a mount s hipped f rom A t o G. S ince n odes B t hrough F a retransshipment n odes (net f low = 0), a ny a mount t hat l eaves A m ust e nter G. T hus, maximizing t he f low o ut o f A w ill a chieve o ur g oal. T hus, t he f ormula e ntered i nto t heobjective c ell M aximumFlow (D21) i s =I5.The S olver i nformation a nd s olved s preadsheet a re s hown b elow.Thus, F low (D5:D19) i ndicates h ow t o s end o il t hrough t he n etwork s o a s t o a chieve t he Maximum F low (D21) o f 34 t housand g allons/hour.Solver ParametersSet Objective Cell: MaximumFlow To: MaxBy Changing Variable Cells: FlowSubject to the Constraints: Flow <= CapacityNetFlow = SupplyDemand Solver Options:Make Variables Nonnegative Solving Method: Simplex LP4567891011INet Flow=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)6.S 3 Driving to the Mile -High CitySarah a nd J ennifer h ave j ust g raduated f rom c ollege a t t he U niversity o f W ashington i n Seattle a nd w ant t o g o o n a r oad t rip. T hey h ave a lways w anted t o s ee t he m ile-‐high c ity o f Denver. T heir r oad a tlas s hows t he d riving t ime (in h ours) b etween v arious c ity p airs, a s shown b elow. F ormulate a nd s olve a n etwork o ptimization m odel t o f ind t he q uickest r oute from S eattle t o D enver?This i s a s hortest p ath p roblem. T o s et u p a s preadsheet m odel, f irst l ist a ll o f t he a rcs a s shown i n B 4:C11, a long w ith t heir c apacity (F4). O nly t he a rc f rom F 1 t o W H1 i scapacitated. T hen l ist a ll o f t he n odes a s s hown i n I 4:I11 a long w ith e ach n ode’s s upply o r demand (L4:L11).The c hanging c ells a re t he a mount o f f low t o s end t hrough e ach a rc. T hese a re s hown i nFlow (D4:D11) b elow, w ith a n a rbitrary v alue o f 10 e ntered f or e ach. T he f low t hrough t he arc f rom F 1 t o W H1 m ust b e l ess t han t he c apacity o f 250, a s i ndicated b y t he c onstraint D 4 <= F 4.SeattleGrand JunctionDenverFor e ach n ode, c alculate t he n et f low a s a f unction o f t he c hanging c ells. T his c an b e d one using t he S UMIF f unction. I n e ach c ase, t he f irst S UMIF f unction c alculates t he f low l eaving the n ode a nd t he s econd o ne c alculates t he f low e ntering t he n ode. F or e xample, c onsider the F 1 n ode (I4). S UMIF(From, I 4, F low) s ums e ach i ndividual e ntry i n F low (the c hanging cells i n D 4:D11) i f t hat e ntry i s i n a r ow w here t he e ntry i n F rom (B4:B11) i s t he s ame a s i n I4 (i.e., F1). S ince I 4 = F 1 a nd t he o nly r ows t hat h ave F 1 i n F rom (B4:B11) a re r ows 4 a nd 5, t he s um i n t he s hip c olumn i s o nly o ver t hese s ame r ows, s o t his s um i s D 4+D5.34567891011JNet Flow=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)The g oal i s t o m inimize t he t otal c ost o f s hipping t he p roduct f rom t he f actories t o t he wholesalers. T he c ost i s t he S UMPRODUCT o f t he U nit C osts w ith t he F low, o r T otal C ost = SUMPRODUCT(UnitCost, F low). T his f ormula i s e ntered i nto T otalCost (D13).The S olver i nformation a nd s olved s preadsheet a re s hown b elow.Thus, F low (D4:D11) i ndicates h ow t o d istribute t he p roduct s o a s t o a chieve t he m inimum Total C ost (D13) o f $58,500.Solver ParametersSet Objective Cell: Total Cost To: MinBy Changing Variable Cells: FlowSubject to the Constraints: D4 <= CapacityNetFlow = SupplyDemand Solver Options:Make Variables Nonnegative Solving Method: Simplex LP34567891011JNet Flow=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)=SUMIF(From,Nodes,Flow)-SUMIF(To,Nodes,Flow)。
管理顾问入门英文课件
Technology impact
01
The job responsibilities of management consultants
Strategy development: Management consultants are responsible for advising clients on the development of their strategic plans This includes analyzing market trends, competition, and the client's current position to identify opportunities and threats
Change leadership: Management consultants lead organizational change effects by developing change strategies, mobile resources, and managing the change process
They are experts in different areas of business management, such as strategy, finance, marketing, human resources, and information technology
工商管理硕士专业学位研究生培养方案
（1）专著中的文献
［序号］作者．专著名称版本（第１版不加标注）出版者，出版年
（2）期刊中的文献
［序号］作者．文献名称．期刊名称，卷号（期号）年月
[1] Frederick S. Hiller, Mark S. Hiller, Karl Schmedders, Molly Stephens, Introduction ase Studies Approach with Spreadsheets, 3 rd edition, McGraw-Hill Education. 2010
（4）为进一步加强课堂理论教学与企业经营管理实际之间的联系，聘请校外MBA教学专家和知名企业家、律所合伙人来校授课或做专题讲座。
（5）英语课程的教学要紧密结合MBA学生的特点，加强商务领域的适用性教学，突出精读，口语和应用文写作三个部分，增加学生商务英语的词汇量和英语会话、写作能力，教材、教学方法和考试方式区别于其它专业学术型研究生，单独命题考核。
（6）MBA学生须通过专题讲座、学习研讨等形式接受企业社会责任和商业伦理方面的教育。
（7）论文工作环节除了考察MBA学生综合运用所学理论、知识的水平以外，还要注重培养学员对经营管理现实问题的理解能力以及运用方法工具解决实际问题的能力。导师应指导MBA学员制订科学的研究和论文写作计划，引导学生尽早进入论文的研究与写作状态。
16、[美] 罗纳德·S·史威福特著：《客户关系管理》中国经济出版社，2001年3月；
17、[美]弗雷德.R.戴维：《战略管理》，第八版，经济科学出版社，2001年10月
18、[美]亨利·明茨伯格等著：《战略历程》机械工业出版社，2002年4月
19、[美]詹姆斯·柯林斯等著：《基业长青》中信出版社，2002年5月
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CHAPTER 13 COMPUTER SIMULATION WITH RISK SOLVER PLATFORM
SOLUTION TO SOLVED PROBLEMS
13.S1 Saving for Retirement
Patrick G ordon i s t en y ears a way f rom r etirement. H e h as a ccumulated a $100,000 n est e gg that h e w ould l ike t o i nvest f or h is g olden y ears. F urthermore, h e i s c onfident t hat h e c an invest $10,000 m ore e ach y ear u ntil r etirement. H e i s c urious a bout w hat k ind o f n est e gg h e
can e xpect t o h ave a ccumulated a t r etirement t en y ears f rom n ow.
Patrick p lans t o s plit h is i nvestments e venly a mong f our i nvestments: a M oney M arket F und, a Domestic S tock F und, a G lobal S tock F und, a nd a n A ggressive G rowth F und. B ased o n p ast performance, P atrick e xpects e ach o f t hese f unds t o e arn a r eturn i n e ach o f t he u pcoming t en years a ccording t o t he d istributions s hown i n t he f ollowing t able.
Money M arket Uniform (Minimum = 2%, M aximum = 5%)
Domestic S tock Normal (Mean = 6%, S tandard D eviation = 5%)
Global S tock Normal (Mean = 8%, S tandard D eviation = 10%)
Aggressive G rowth Normal (Mean = 11%, S tandard D eviation = 16%)
Assume t hat t he i nitial n est e gg ($100,000) a nd t he f irst y ear’s i nvestment ($10,000) a re made r ight n ow (year 0) a nd a re s plit e venly a mong t he f our f unds (i.e., $27,500 i n e ach f und). The r eturns o f e ach f und a re a llowed t o a ccumulate (i.e., a re r e-‐invested) i n t he s ame f und
and n o r edistribution w ill b e d one b efore r etirement. F urthermore, n ine a dditional investments o f $10,000 w ill b e m ade a nd s plit e venly a mong t he f our f unds ($2,500 e ach) a t year 1, y ear 2, ..., y ear 9.
A f inancial a dvisor h as t old P atrick t hat h e c an r etire c omfortably i f h e c an a ccumulate $300,000 b y y ear 10 t o s upplement h is o ther s ources o f r etirement i ncome. U se a 1000-‐trial RSPE s imulation t o e stimate e ach o f t he f ollowing.
The u ncertain e lements i n t his p roblem a re t he a nnual r eturn o f e ach i nvestment o ver t he next 10 y ears (Year 0 t hrough Y ear 9). T o s imulate t his, w e d efine a n u ncertain v ariable c ell for t he a nnual r eturn o f e ach i nvestment i n e ach y ear. T hese c ells a re d efined i n r ows 12, 17, 22, a nd 27 o f t he s preadsheet b elow.
To t rack t he i nvestments, w e c alculate t heir b alances i n e ach y ear. R ow 10, 15, 20, a nd 25 show t he i nvestment m ade b y P atrick i n e ach y ear.
Rows 11, 16, 21, a nd 26 c alculate t he b alance i n e ach f und a t t he s tart o f t he y ear. F or Y ear 0 i n e ach f und, t his w ill s imply b e t he i nitial i nvestment ($25,000) p lus t he a nnual investment ($2,500). F or e ach f uture y ear, i t w ill b e t he b alance a t t he e nd o f t he p receding year p lus t he a nnual i nvestment. F or e xample, f or Y ear 1 o f t he m oney m arket f und, t he starting b alance i s D11 = C13 + D10.
Rows 13, 18, 23, a nd 28 c alculate t he y ear-‐end b alance f or e ach f und. T his w ill b e t he starting b alance t imes t he n et r eturn. F or e xample, f or t he m oney m arket f und i n Y ear 0 this w ill b e C13 = C11*(1+C12).
Finally, t he Y ear 10 t otals a re a dded u p i n M30 t o c alculate P atrick’s f inal n est e gg. T his c ell is d efined a s a r esults c ell i n R SPE. T wo s tatistic c ells a re d efined i n M31 a nd M32 t o estimate t he m ean a nd s tandard d eviation o f t he f inal n est e gg.
The r esults o f a 1000-‐trial s imulation r un a re s hown b elow.
a. What w ill b e t he e xpected v alue (mean) o f P atrick’s n est e gg a t y ear 10?
The m ean o f t he n est e gg a t y ear 10 i s n early $356 t housand.
b. What w ill b e t he s tandard d eviation o f P atrick’s n est e gg a t y ear 10?
The s tandard d eviation o f P atrick’s n est e gg a t y ear 10 i s n early $54 t housand.
c. What i s t he p robability t hat t he t otal n est e gg a t y ear 10 w ill b e a t l east $300,000?
There i s n early a n 88% c hance t hat t he t otal n est e gg a t y ear 10 w ill b e a t l east $300,000.。