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Me Class Notes - Unit-I
Me Class Notes - Unit-I
Ms.HEMASHREE K
AP- MBA
HICET
MANAGERIAL ECONOMICS
● Meaning
● Nature,
● Scope
● Managerial Economics –
Micro and Macroeconomics-
● Relationship between
OVERVIEW managerial economics and
other disciplines
● Roles and Responsibilities of
managerial economist
● Basic economic tools for
Decision Making.
CONCEPT OF ECONOMICS
ECONOMICS
MICRO MACRO
ECONOMICS ECONOMICS
Concepts of Micro Economics
● Micro Economics is the branch of economics that
examines the functioning of individual industries and
the behavior of individual decision- making units- that
is, business firms and households.
● Product Pricing- (Theory of Demand, Production &Cost)
● Factor Pricing- (Rent, wages,Interest, Profits)
● Theory of economics Welfare
Concepts of Macro Economics
● Macro-economics is the branch of economics that
examines the economic behavior of aggregates-
income, output, employment and so-on---- on a
national scale.
● National income
● Employment
● Inflation
● Growth
Difference between Microeconomics and
Macroeconomics
Concept of Managerial Economies
“ Managerial Economies applies the principles and method of
economies by applying the concept, the branches of economics,
analyzes problems faced by management of a business or other
types of organizations and to help find solutions that advance
the best interests of such organizations”
-Davis and Chang
Definitions of Managerial Economics
• The major problem of the firm is how to minimize cost, how to maximize
profit or how to optimize sales.
• Most of the economic theories explain a single goal for the consumer i.e.,
Profit maximization for the firm. But the theory of decision-making is
developed to explain multiplicity of goals due to lot of uncertainty.
• Viewed this way the theory of decision making is more practical and
application oriented than the economic theories.
Managerial Economics and Computer Science
• Computers have changed the way of the world functions and
economic or business activity is no exception.
● This step will bring the decision maker’s, and any other stakeholder’s
interests, values and preferences into the process.
● To continue our example, let’s assume you are married. Some of the
criteria identified might include budget, safety, functionality, and reliability.
Step 3: Weigh Decision Criteria
● For example, you may have weighted budget, safety, and reliability
as the most important criteria to consider, along with several other
slightly less critical criteria.
Step 4: Generate Alternatives
● Once you have identified the issue and gathered relevant information,
now it is time to list potential options for how to decide what to do.
● The alternatives you generated could include the types of cars, as well
as using public transportation, car pooling and a ride-hailing service.
Step 5: Evaluate Alternatives
● Which choice is most desirable and why? Are all of the options equally
feasible, or are some unrealistic or impossible?
● Now is the time to identify both the merits and the challenges involved in
each of the possible solutions.
Step 6: Select the Best Alternative
1. Generate Alternatives
incremental revenue you earn from selling that unit---> your business earns
a profit. OR IC<IR
incremental revenue you earn from selling that unit --> your business suffers
a loss. OR IC>IR
Example:
suppose that you have a business that manufactures
smartphones and expect to sell 20,000 units. It costs you $100 to
manufacture each smartphone, and your selling price per
smartphone is $300.
● This principle provides a basis for maximum utilization of all the inputs
1 30 1 13
2 55 2 25
3 75 3 36
4 90 4 46
5 100 5 55