Business Management

 

 

 

 

 

 

 

1.
(a) (2+2 = 4 pts) Find the value of the objective function and verify that the constrains are satisfied when 1. x1=O,x2=1,x3=1 = 0, X2 = 0, X3 = 1 State an assignment which optimises the objective function.
Solution. Let OPT(j, R) represent the smallest capacity of the knapsack to earn a total revenue of exactly R when selecting from objects from 1 to j. Let Vj represent value of the jth object and Wj the weight of the jth object. So now let us suppose we know all answers till j-1. Now for finding answer for j,R we have two choices-Do not take the jth object. In this case answer is same as answer of j- I,R Take the jth object. Now the answer will be Wj more than the ans for R-Vj since we want R as the revenue after taking this object of value Vj. Also note that if R l Vj we cannot take this object. So here is the final recurrence So if R i= Vj OPTU, R) = min(OPT(j – I, R), OPT(j – I, R – Vj) + Wj) otherwise if R i Vj OPTa R) = OPT(j – I, R) and OPT(l, 0) = 0 for all j = 0 to n. This is beacuse 0 value requires 0 capacity. and OPT(0, R) = infinite for all R i 0. This is because without selecting any element it’s impos-sible to generate a non 0 revenue. For practical purposes we will take infinite as a very large number like INTA, AXincpp.
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(b) (2 + 2 + 2 = 6 pts) Now we formulate the TSP (covered in lecture) as a ILP problem. A salesman wishes to visit each of n — 1 other cities and return home at a minimal cost (there are n cities in total). He must visit each city exactly once and it costs cii to travel from city i to city j. You have to determine the most efficient (the least expensive) route. Assume that each city is connected to every other city. The constraints require that the salesman must enter and leave each city exactly once. To model this problem as an ILP instance, we introduce the following decision variables.
1 if the salesman goes from city i to city j and i j xid = _ 110 otherwise
i. What is being optimised in this problem? State the objective function. Solution. ii. State two constraints to enforce that the salesman enters and leaves each city exactly once. Solution. iii. Are these constraints sufficient to specify TSP as an ILP problem? Explain your answer with an example where the number of cities, n = 6. Solution.

 

Sample Solution

workforce in response to technological change. Changes in technology can contribute to obsolescence of the working force which would spill over to the organization not achieving its objectives (Jackson, 2007). HRM office must always find the most appropriate method of counteracting a technological shift by either hiring people with the needed expertise or by training the existing one. In developing an organization culture the later would be more appropriate. If the earlier alternative is adopted, the competition pressure in compensation must be properly dealt with. HRM is also important in designing and management of strategic HR planning. Strategic HR planning is the informed projection of the organizations needs for the appropriate employees, both in quantity and quality, and balancing off this with the organizations ability to sustainably meet the demands of those employees for a substantial period of time in the future. As such, the budgetary constraints associated with right hiring are cheked.HRM needs to make these projections in agreement with the line/functional management’s assumptions.

It is also the responsibility of HRM to initiate, alter and manage job design. Job design is the arrangement/rearrangement of work that is aimed at checking or overcoming employee’s job dissatisfaction and alienation resulting from repetitive tasks. In curbing this state, the HRM office should conduct job enrichment, job rotation, job enlargement and job simplification exercises. All these procedures are aimed at raising productivity levels which is the ultimate goal of the HRM’s office. In cases of mergers and acquisitions, it is the sole responsibility of the HRM’s office to rationalize, orient and harmonize the human resources in the involved organizations. The fundamental issues behind mergers and acquisitions are, more often than not, undesirable and unwelcome by employees (Bilsberry, 2005). The task of making an otherwise unpleasant issue acceptable lies squarely at the HRM’s office. Moreover, since work environments are different across organizations, the HRM must orient the various workforces involved to the new objectives and/ or organizational culture.

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