What is the hierarchical decision making method and why is it hierarchical decision making .

Analytic Hierarchy Process (AHP) is a combination of qualitative and quantitative decision analysis methods to solve complex problems with multiple objectives. This method combines quantitative analysis with qualitative analysis, uses the experience of decision-makers to judge the relative importance of the criteria for measuring whether the goal can be achieved, and reasonably gives the weight of each criterion of each decision-making scheme, and uses the weights to find the order of advantages and disadvantages of each scheme, which is more effectively applied to those topics that are difficult to be solved by quantitative methods.

The analytic hierarchy process was proposed by the American operations researcher T L Saaty in the 70s, and has become a relatively mature method after years of development.

It is a combination of qualitative and quantitative decision analysis method to solve complex problems with multiple objectives. This method combines quantitative analysis with qualitative analysis, uses the experience of decision-makers to judge the relative importance of the criteria for measuring whether the goal can be achieved, and reasonably gives the weight of each criterion of each decision-making scheme, and uses the weights to find the order of advantages and disadvantages of each scheme, which is more effectively applied to those topics that are difficult to be solved by quantitative methods.

It is widely used in water conservancy, medicine, electric power and highways.

Hail cheatsAccording to the judgment level of decision-making, it is divided into high-level decision-making, middle-level decision-making and grass-roots decision-making.

1. High-level decision-making refers to the decision-making made by the top leaders of the enterprise, which is mainly related to the overall and long-term major issues of the enterprise, which is a strategic decision.

2. Middle-level decision-making refers to the decision-making made by the middle-level managers of the enterprise, which is a tactical decision.

3. Grass-roots decision-making refers to the decision-making made by the grass-roots managers of the enterprise, which is an executive decision.

Why should the stove bucket model "hierarchical decision-making".

a.Prevent misallocation of credit resources.

c.Reduce the risk of hidden decision-making.

d.Reduce negotiation costs in the decision-making process.

Correct answer: ABC

Analytic hierarchy process: It refers to the decision-making method that decomposes the elements that are always related to decision-making into goals, criteria, programs and other levels, and conducts qualitative and quantitative analysis on this basis. The method is an American operations researcher at the University of Pittsburgh Professor Satie, who is working for the US Department of Defense"Electricity is distributed according to the contribution of each industrial sector to the welfare of the country"In this paper, the network system theory and the multi-objective comprehensive evaluation method are used to make a deep sense of boredom, and a hierarchical weight decision-making analysis method is proposed.

Distributed decision-making method: On the basis of the known probability of occurrence of various situations, the decision analysis method is a first-class method of intuitive probabilistic analysis to obtain the probability that the expected value of the net present value is greater than or equal to zero by forming a decision tree, evaluate the project risk, and judge its feasibility.

Using the barrier analytic hierarchy process to make decisions can lead to a better plan for the new rotation. （）

a.Correct Laheng Lao.

b.Mistake. Correct answer: B

F. F. Patterson and T. Hasbend classify work into the following six levels, based on the level and nature of decision-making and the quality of decision-making:

1) Group E – Policy Decision-making. It is made by the top management and is used to guide the company's major policies.

2) Group D – Planning Decisions. To a limited extent, it is determined by policy decisions in Group E. Decision-making at this level basically includes a plan of action or outline ready for the implementation of the policy, but does not involve the completion of calculations.

3) Group C – Interpreting Decisions. Decisions on how to work within the limits set by Group D, such as what kind of machines, equipment, and how many people are needed.

4) Group B – Daily decision-making. The main implementation of Group C's decisions is how to get the job done.

5) Group A – Automated decision-making. Workers carry out instructions at work.

6) Group O – Restrictive Decision-Making. It is usually made by unskilled workers. There is very little flexibility in decision-making at this level.