management 2013
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MANAGEMENT 2013. AZZUHRI, Misbahuddin SE . MM. CPHR. 2194449 081 233 72 8899 [email protected] [email protected]. Department of Management FEB UB D Building 1st Floor, Jalan Mayjen Haryono 165 B Malang 65145 Phone : +62-341 558224, Fax : +62-341 558224 - PowerPoint PPT PresentationTRANSCRIPT
MANAGEMENT2013AZZUHRI, Misbahuddin
SE. MM. CPHR.
Department of Management FEB UBD Building 1st Floor, Jalan Mayjen Haryono 165 B Malang 65145 Phone : +62-341 558224, Fax : +62-341 558224E-mail: [email protected]
2194449
081 233 72 8899
MIS | ENHANCING DECISION MAKINGMisbahuddin Azzuhri SE. MM. CPHR.
Department of ManagementFEB | UB
New Face | New Hope | New Inspiration
13.3 © 2006 by Prentice Hall
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
Business intelligence enables firms to:
Business Intelligence and Decision Support
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
• Amass information
• Develop knowledge about operations
• Change decision-making behavior to achieve profitability and other business goals
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Systems and Technologies for Business Intelligence
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
Figure 13-1
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
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Business Decision Making and the Decision-Making Process
• Senior management
• Middle management and project teams
• Operational management and project teams
• Individual employees
Decision-Making Levels:
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
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DECISION MAKING AND DECISION-SUPPORT SYSTEMS
Information Requirements of Key Decision-Making Groups in a Firm
Figure 13-2
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
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Unstructured decisions:
Types of Decisions
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
• Novel, non-routine decisions requiring judgment and insights
• Examples: Approve capital budget; decide corporate objectives
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Structured decisions:
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
• Routine decisions with definite procedures
• Examples: Restock inventory; determine special offers to customers
Semistructured decisions:
• Only part of decision has clear-cut answers provided by accepted procedures
• Examples: Allocate resources to managers; develop a marketing plan
Types of Decisions (Continued)
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• Management Information Systems (MIS)
• Decision-Support Systems (DSS)
• Executive Support Systems (ESS)
• Group Decision-Support Systems (GDSS)
Systems for Decision Support
There are four kinds of systems that support the different levels and types of decisions:
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
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Stages in Decision Making
Figure 13-3
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
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• Information quality: Accuracy, integrity,
consistency, completeness, validity, timeliness,
accessibility
Decision Making in the Real World
In the real world, investments in decision-support systems do not always work because of
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
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• Management filters: Biases and bad decisions of managers
• Organizational inertia: Strong forces within organization that resist change
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
Decision Making in the Real World (Continued)
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Six Major Trends:
• Detailed enterprise-wide data
• Broadening decision rights and responsibilities
Trends in Decision Support and Business Intelligence
The rise of client/server computing, the Internet, and Web technologies made a major impact on systems that support decision making.
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
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• Intranets and portals
• Personalization and customization of information
• Extranets and collaborative commerce
• Team support tools
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
DECISION MAKING AND DECISION-SUPPORT SYSTEMS
Trends in Decision Support and Business Intelligence (Continued)
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• Primarily address structured problems
• Provides typically fixed, scheduled reports based
on routine flows of data and assists in the general
control of the business
SYSTEMS FOR DECISION SUPPORT
The Difference between MIS and DSS
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
Management Information Systems:
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• Support semistructured and unstructured problems
• Greater emphasis on models, assumptions, ad-hoc queries, display graphics
• Emphasizes change, flexibility, and a rapid response
SYSTEMS FOR DECISION SUPPORT
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
Decision Support Systems:
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Model-driven DSS:
SYSTEMS FOR DECISION SUPPORT
Types of Decision-Support Systems
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
• Primarily stand-alone systems
• Use a strong theory or model to perform “what-if” and similar analyses
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Data-driven DSS:
SYSTEMS FOR DECISION SUPPORT
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
• Integrated with large pools of data in major enterprise systems and Web sites
• Support decision making by enabling user to extract useful information
• Data mining: Can obtain types of information such as associations, sequences, classifications, clusters, and forecasts
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• DSS database: A collection of current or historical data from a number of applications or groups
• DSS software system: Contains the software tools for data analysis, with models, data mining, and other analytical tools
• DSS user interface: Graphical, flexible interaction between users of the system and the DSS software tools
SYSTEMS FOR DECISION SUPPORT
Components of DSS
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
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SYSTEMS FOR DECISION SUPPORT
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
• Statistical models
• Optimization models
• Forecasting models
• Sensitivity analysis (“what-if” models)
Model: An abstract representation that illustrates the components or relationships of a phenomenon
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Overview of a Decision-Support System
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
Figure 13-4
SYSTEMS FOR DECISION SUPPORT
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Sensitivity Analysis
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
SYSTEMS FOR DECISION SUPPORT
Figure 13-5
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• Providing fine-grained information for decisions that enable the firm to coordinate both internal and external business processes much more precisely
• Helping with decisions in
SYSTEMS FOR DECISION SUPPORT
Business Value of DSS
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
• Supply chain management
• Customer relationship management
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• Pricing Decisions
• Asset Utilization
• Data Visualization: Presentation of data in graphical forms, to help users see patterns and relationships
• Geographic Information Systems (GIS): Special category of DSS that display geographically referenced data in digitized maps
SYSTEMS FOR DECISION SUPPORT
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
Business Value of DSS (Continued)
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A DSS for Customer Analysis and Segmentation
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
SYSTEMS FOR DECISION SUPPORT
Figure 13-6
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• DSS based on the Web and the Internet can support
decision making by providing online access to
various databases and information pools along with
software for data analysis
• Some of these DSS are targeted toward management,
but many have been developed to attract customers.
SYSTEMS FOR DECISION SUPPORT
Web-Based Customer Decision-Support Systems
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
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• Customer decision making has become
increasingly information intensive, with Internet
search engines, intelligent agents, online catalogs,
Web directories, e-mail, and other tools used to
help make purchasing decisions.
• Customer decision-support systems (CDSS)
support the decision-making process of an existing
or potential customer.
SYSTEMS FOR DECISION SUPPORT
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
Web-based Customer Decision-Support Systems (Continued)
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• Group Decision-Support System (GDSS) is an
interactive computer-based system used to facilitate
the solution of unstructured problems by a set of
decision makers working together as a group.
GROUP DECISION-SUPPORT SYSTEMS
What Is a GDSS?
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• Hardware (conference facility, audiovisual equipment, etc.)
• Software tools (Electronic questionnaires, brainstorming tools, voting tools, etc.)
• People (Participants, trained facilitator, support staff)
Three Main Components of GDSS:
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
GROUP DECISION-SUPPORT SYSTEMS
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• In a GDSS electronic meeting, each attendee has a workstation.
• The workstations are networked and are connected to the facilitator’s console, which serves as the facilitator’s workstation and control panel, and to the meeting’s file server.
• All data that the attendees forward from their workstations to the group are collected and saved on the file server.
Overview of a GDSS Meeting
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
GROUP DECISION-SUPPORT SYSTEMS
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• The facilitator is able to project computer images onto the projection screen at the front of the room.
• Many electronic meeting rooms have seating arrangements in semicircles and are tiered in legislative style to accommodate a large number of attendees.
• The facilitator controls the use of tools during the meeting.
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
GROUP DECISION-SUPPORT SYSTEMS
Overview of a GDSS Meeting (Continued)
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Group System Tools
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Figure 13-7
GROUP DECISION-SUPPORT SYSTEMS
Source: From Nunamaker et al., “Electronic Meeting Systems to Support Group Work,” Communication of the ACM, July 1991. Reprinted with permission.
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• Traditional decision-making meetings support an optimal size of three to five attendees. GDSS allows a greater number of attendees.
• Enable collaborative atmosphere by guaranteeing contributor’s anonymity.
• Enable nonattendees to locate organized information after the meeting.
Business Value of GDSS
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GROUP DECISION-SUPPORT SYSTEMS
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• Can increase the number of ideas generated and the
quality of decisions while producing the desired
results in fewer meetings
• Can lead to more participative and democratic
decision making
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
GROUP DECISION-SUPPORT SYSTEMS
Business Value of GDSS (Continued)
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• ESS can bring together data from all parts of the
firm and enable managers to select, access, and
tailor them as needed.
• It tries to avoid the problem of data overload so
common in paper reports.
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
The Role of Executive Support Systems in the Firm
EXECUTIVE SUPPORT IN THE ENTERPRISE
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• The ability to drill down is useful not only to
senior executives but also to employees at lower
levels of the firm who need to analyze data.
• Can integrate comprehensive firmwide
information and external data in timely manner
• Inclusion of modeling and analysis tools usable
with a minimum of training
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
EXECUTIVE SUPPORT IN THE ENTERPRISE
The Role of Executive Support Systems in the Firm (Continued)
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• Ability to analyze, compare, and highlight trends
• Graphical interface enables users to review data
more quickly and with more insight, speeding
decision making.
• Timeliness and availability of data enables more
timely decision making, helping businesses
move toward a “sense-and-respond” strategy.
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
Business Value of Executive Support Systems
EXECUTIVE SUPPORT IN THE ENTERPRISE
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• Increases upper management span of control,
better monitoring
• ESS based on enterprise-wide data can be used
for decentralization of decision making or
increase management centralization.
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
EXECUTIVE SUPPORT IN THE ENTERPRISE
Business Value of Executive Support Systems (Continued)
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• Four Star Distribution: Uses ESS for competitive
intelligence; global buying trends can be shared with
manufacturers, distributors, sales representatives to
get latest products to customer before selling
season begins
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
Executive Support Systems and the Digital Firm
EXECUTIVE SUPPORT IN THE ENTERPRISE
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Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
EXECUTIVE SUPPORT IN THE ENTERPRISE
• Verizon Communications and Pharmacia Corporation: Monitoring corporate performance with Digital Dashboards and Balanced Scorecard Systems
• Roadway Express: Enterprise-Wide Reporting and Analysis
Executive Support Systems and the Digital Firm (Continued)
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• Decision-support systems provide opportunities
for increasing precision, accuracy, and rapidity
of decisions and thereby contributing directly to
profitability
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
Management Opportunities:
MANAGEMENT OPPORTUNITIES, CHALLENGES AND DECISIONS
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• Building systems that can actually fulfill Executive Information Requirements
• Changing management thinking to make better use of systems for decision support
• Organizational resistance
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
Management Challenges:
MANAGEMENT OPPORTUNITIES, CHALLENGES AND DECISIONS
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• Users must work with IS specialists to identify a
problem and a specific set of capabilities that will
help them arrive at decisions about the problem.
• The system must be flexible, easy to use, and
capable of supporting alternative decision options.
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
Solution Guidelines:
MANAGEMENT OPPORTUNITIES, CHALLENGES AND DECISIONS
Flexible Design and Development:
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• User training, involvement, and experience; top
management support; and length of use are the
most important factors in the success of
management support systems.
Management Information SystemsChapter 13 Enhancing Decision Making for the Digital Firm
MANAGEMENT OPPORTUNITIES, CHALLENGES AND DECISIONS
Training and Management Support:
Solution Guidelines (Continued)
NEXT | MIDTERM EXAMMisbahuddin Azzuhri SE. MM. CPHR.
Department of ManagementFEB | UB
New Face | New Hope | New Inspiration