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When a person is working with large scale Markov Decision Processes, he normally uses the policy iteration approach developed by Howard [1] and modified by White [3]. White's modification makes use of the method of successive approximations. Computational experience has shown that for many processes, the rate of convergence of the successive approximation is very slow. In this paper, techniques for speeding convergence are discussed. Numerical examples and computational experience which show the relative merits of the various approaches are presented.

Corporate Action namely every action of the issuer that gives equal rights to all shareholders such as Dividends, Right Issues and Stock Splits. Dividend is the distribution of company profits to shareholders based on the percentage of ownership of capital owners. Management decisions in seeking new capital or funds through the stock exchange floor are usually for debt repayment actions, company goals, expansion through product innovation in improving and maintaining company stability for better prospects in the future so as to encourage the government to build a better economy in the next period. Corporate action applies to all companies, not limited to public companies. Several forms of corporate action that are generally carried out by issuers include the distribution of dividends, both cash and shares

PurposeThis paper describes research that has sought to create a formal and rational process that guides manufacturers through the strategic positioning decision.Design/methodology/approachThe methodology is based on a series of case studies to develop and test the decision process.FindingsA decision process that leads the practitioner through an analytical process to decide which manufacturing activities they should carryout themselves.Practical implicationsStrategic positioning is concerned with choosing those production related activities that an organisations should carry out internally, and those that should be external and under the ownership and control of suppliers, partners, distributors and customers.Originality/valueThis concept extends traditional decision paradigms, such as those associated with "make versus buy" and "outsourcing", by looking at the interactions between manufacturing operations and the wider supply chain networks associated with the organisation.

This work of imaginative splendour is the product, in the first place, of Israel Kirzner's magnificient effort in designing, directing and editing a symposium in honour of Ludwig von Mises. Its contents illustrate the presence still of giants in our profession: Lachmann with fifty years of fame; James Buchanan and Stephen Littlechild who lead the van of to‐day's subjectivism. The level of excellence is carried down the list by brilliant minds: Stephan Boehm, Mario Rizzo, Lawrence White, Brian Loasby and many others.

66 pages ; The distress and disruption caused by extreme natural events has stimulated considerable interest in understanding and improving the decision-making processes that determine a manager's adjustment to natural hazards. Technological solutions to the problem of coping with hazards have typically been justified by a computation of benefits and costs that assume the people involved will behave in what the policy maker considers to be an economically rational way. However, it has slowly become evident that technological solutions, by themselves, are inadequate without knowledge of how they will affect decision making. In reviewing the wide range of adjustments to Gangetic floods or Nigerian drought or Norwegian avalanche, it has been observed that attempts to control nature and determine government policy will not succeed without a better understanding of the interplay among psychological, economic, and environmental factors as they determine the adjustment process.