Capital budgeting entails decisions to commit present funds in long term investment in anticipation of future returns. The future is usually of long term nature spanning over five years. The amount of investment and the returns from the cannot be predicted with certainty due to certain variables like market for the product, technology, government policies, etc. The uncertainty associated with the investment and the returns is what makes decision makers to consider probabilty distributions in their estimates, hence, making capital budgeting to be considered under uncertainty and risk.
Techniques of Evaluating Capital Budgeting Decisions.
The three types of financial management decisions are capital budgeting, capital structure, and working capital.In Some case Dividend decision is also part of financial management part although dividend decision comes under capital structure
when you know all information about alternatives and the best chosen one is certainty when you donot know all information is uncertainty
Peter Haddawy has written: 'Representing plans under uncertainty' -- subject(s): Uncertainty (Information theory), Decision making, Artificial intelligence
David E. Bell has written: 'Decision making under uncertainty'
George Wright has written: 'Strategic decision making' -- subject(s): Decision making, Strategic planning 'Cultural and individual decision making under uncertainty' 'Cultural and individual differences in probabilistic set, discrimination of uncertainty and realism of probability assessments'
why is decision making under uncertainty necessarily subjective? explain gving examples.
Bruce F. Baird has written: 'Managerial decisions under uncertainty' -- subject(s): Decision making
George K. Chacko has written: 'Today's information for tomorrow's products' 'Decision-Making under Uncertainty'
Manh Hung Nguyen has written: 'Dynamic timing decisions under uncertainty' -- subject(s): Decision making, Mathematical models, Nonrenewable natural resources, Technological innovations, Uncertainty
What falls under Planning, Programming, Budgeting, and Execution
The Hurwicz alpha is a criterion for decision making under complete uncertainty that represents a comprimise between the Maximin and Maximax criteria. The alpha is a number between 0 and 1. In the special case where it is one, the criterion reduces to Maximin and in the special case where it is zero the criterion reduces to Maximax. The decision maker can set alpha to a number between zero and one according to his or her level of optimism. By "Decision Making Under Complete Uncertainty" it is meant that a decision table is available. This means that it is known which alternatives are available, which states of nature are possible, and what utility each alternative would derive in each possible state of nature. The "complete uncertainty" means that the probabilities of each state of nature occurring are unknown.
Cato Wadel has written: 'Communities and committees' -- subject(s): Social conditions, Community development, Newfoundland, Nfld Fogo Island, Fogo Island 'Capital management under extreme uncertainty' -- subject(s): Fisheries, Capital productivity, Economic aspects of Fisheries