Mis chapter 2 infomation, management and decision making
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Transcript of Mis chapter 2 infomation, management and decision making
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Chapter II
Chapter 2: Information, Management and Decision Making:
Part A ( 1.5 hours) – Models of Decision Making - Classical, Administrative and Herbert Simon's
Models
Part B (1.5 hours) - Attributes of information and its relevance to Decision Making - Types of information
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Chapter II
Chapter 2: Information, Management and Decision Making:
Part A ( 1.5 hours) – Models of Decision Making - Classical, Administrative and Herbert Simon's
Models
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Decision Making
• Decision: a reasoned choice among alternatives• Examples:
– Where to advertise a new product– What stock to buy– What movie to see– Where to go for dinner
Decision Making: a process of choosing among alternative courses of action for the purpose of attaining a goal or goals
• Decision making vs. problem solving?
• ART or SCIENCE?
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Typical Business Decision Aspects
• Decision may be made by a group• Several, possibly contradictory objectives• Hundreds or thousands of alternatives• Results can occur in the future• Attitudes towards risk• “What-if” scenarios• Trial-and-error experimentation with the real system: may
result in a loss• Experimentation with the real system can only be done
once• Changes in the environment can occur continuously
Business Decision Aspects
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LEVELS OF DECISION MAKING
1. STRATEGIC: Long-term objectives; resources; policies
2. MANAGEMENT CONTROL: Monitor use of resources; performance
3. KNOWLEDGE-LEVEL: Evaluate potential innovations; knowledge
4. OPERATIONAL: How to carry out specific day-to-day tasks
4.19
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Nature of Decision
• Structured Problems– Routine and repetitive with standard solution– Well defined decision making procedure– Given a well-defined set of input, a well defined set of output is
defined• Semi-structured Problems
– Has some structured aspect– Some of the inputs or outputs or procedures are not well defined
• Unstructured Problems– All phases of decision making process are unstructured– Not well defined input, output set and procedures
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Decisions Types
Level of decision making - Scope
Structured Unstructured
Strategic
Managerial
Operational
Following are the types of Decision1. Programmed/Structured Decisions2. Semi Programmed/Structured Decision3. Non Programmed Decisions
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Programmed/Structured Decisions
Nature of Programmed/ Structure Decision:
1. They are Routine/Structure2. They are repetitive/short term3. Definite procedure is to be
followed4. There are laid down norms5. Situations are known6. They are taken at lower or
operating levels in the organization.
Techniques used for taking these decision:
1. Habit2. Standard Operating Procedures
(SOP)3. Organizational
Hierarchy/structure4. Operational research5. Computers
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Semi Programmed/Structured Decision
• SEMISTRUCTURED: One or more factors not structured; risk
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Non -Programmed/un-structured Decisions
Nature of Non-programmed/ unstructured Decision:
1. Innovative 2. New/complex situations3. Important and critical4. Strategic5. Long- term
Techniques used for taking these decision:
1. Judgment2. Intuition3. Business acumen4. Complex/ specially designed
computer programmes5. Training executives
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INFO SYSTEMS, LEVE, DECISIONS
TPS
OAS MIS
KWS
DSS
ESS
ORGANIZATIONAL LEVELTYPE OF
DECISION OPERATIONAL KNOWLEDGE MANAGEMENT STRATEGIC
STRUCTURED ACCOUNTS RECEIVABLE
ELECTRONIC PRODUCTIONSCHEDULING COST OVERRUNS
SEMI- BUDGETSTRUCTURED PREPARATION
PROJECTSCHEDULING
FACILITYLOCATION
UNSTRUCTURED PRODUCT DESIGN NEW PRODUCTSNEW MARKETS
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Decision Making Process
1. Recognizing and defining the situation2. Identifying alternatives3. Evaluation alternatives4. Selecting the best alternative5. Implementing the chosen alternative6. Follow-up and evaluation
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1. RATIONAL: Comprehensive rationality; evaluate all alternatives
2. SATISFICING: Bounded rationality; choose first “good” alternative
3. MUDDLING (mixed/confused): Successive comparison; marginal changes
4. PSYCHOLOGICAL: Cognitive types; manages differ in how they make choices
INDIVIDUAL MODELS OF DECISION MAKING
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1. RATIONAL ACTOR: Maximize organization’s benefits
2. BUREAUCRATIC: Follow standard operating procedures (SOP)
3. POLITICAL: Key groups compete and bargain
4. “GARBAGE CAN”: Organizations not rational; solutions accidental
5. Heuristic: is a method to help solve a problem, commonly an informal method. It is particularly used to rapidly come to a solution that is reasonably close to the best possible answer, or 'optimal solution'.
6. Analytic7. Autocratic 8. Democratic 9. Consultative (with individuals or groups)10. Combinations and variations
ORGANIZATIONAL MODELS OF DECISION MAKING/ Decision Making Styles
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Decision Making Models
A. Classical Model: Collecting all required information and taking the decision in the best interests of the organization.
B. Administrative Model: Collecting all required information and taking the decision may not be in the best interests of the organization but it will be in the best interest of managers.
C. Herbert Simon Model:
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The Herbert Simon’s Model
The decision Making process consists of following phases:1. Intelligence phase: thinking of the problem as it comes
a) Societal Environmentb) Competitive Environmentc) Organizational Environment
2. Design Phase: this consists for inventing, developing and analyzing the likely solutionsa) Understanding the problemb) generating the solutionc) Testing the feasibility of solution
3. Choice Phase: Selecting the specific alternative or solution4. Implementation : Put decision into effect; allocate resources; control
*Relevance of this model:1) Provide the decision process2) It provide the base for designing the MIS
Limitation of this model:3) It is specifies the decision process and will not go beyond choice4) This model does not includes the feedback phase and corrective action.
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Chapter II
Chapter 2: Information, Management and Decision Making:
Part B (1.5 hours) - Attributes of information and its relevance to Decision Making - Types of information
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Information
David and Olson Defines,“Data that has been processed into a form that is meaningful to the recipient and it is of real or perceived value in current or prospective actions or decisions”
INPUT OUTPUTPROCESS
FEEDBACK
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Overview
Information Systems help companies achieve their goals.
How do they do it?
1. By processing raw data into information2. IS can add value to information by enhancing
the attributes (11 of them).
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UsabilityUsability DeliveryDelivery
1. Relevant2. Simple3. Flexible4. Economical
1. Timely2. Accessible3. Secure
11 Attributes of Information
Quality
1. Accurate2. Verifiable3. Complete4. Reliable
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Information Spectrum
• Data processing Information • Information intelligence Knowledge • Knowledge experience Wisdom
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Information Process
1. Capturing - recording of events and transactions2. Verifying - validation and checks for correctness3. Classifying – specific categories4. Arranging/Sorting – building sequencing 5. Summarizing – combining and aggregate6. Calculating –Arithmetical and logical computation7. Storing –storage media8. Retrieving – searching and accessing the information9. Reproducing – duplicating or copying of data.10.Communication – transferring the data from one to another11.Deleting/purging – removal or deleting the data
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A. Hierarchical1. Information needed for Strategic Level2. Information needed for Tactical Level3. Information needed for Operational Level
B . Planning and Controlling Perspective4. Information needed for Planning 5. Information needed for Controlling6. Information needed for solving problems4. Information needed for execution
Types of Information
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Sources of Information
1. Primary Source : a) First hand information received directly from the users, customers,
employees ( survey , meeting, discussion, interviews etc.)
2. Secondary Sources
a) Published :Government publications, Journals, Newspapers, Monographs and textbooks, Reference works, Audio Visual, Electronic media etc
b) Unpublished: Human sources, Dissertations / Theses, Reports, Grey literature, Information on the Internet Email
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Input fromSensory
ReceptorsChannels
memory
MentalProcessing
Channels Outputresponse
OutputsInputs
Human as information Processor
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Computer information processing system
input Processor output
storage
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Functions of an Information System
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Information requirement
Information requirement is a detailed statement of the information needs that a system must satisfy. It involves identifying who needs what information, where, when and how.
Information required at different level in the organization:1. Organizational Level information requirements - Organization level information for
planning, controlling and managing purpose. To get the information we need to a) Defining sub-systems,b) Developing managers sub system , and c) Defining and evaluating the information requirement by sub system
2. Data Base Requirements: Organizing and defining the data class, data types in the computer system
3. Application level information requirements: Unit level , department level, process level, information, form level information.
a) Behaviors or role based requirementsb) Technical requirements
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Techniques for Assessing information Requirements
1. Asking questions
2. Deriving From an existing information system
3. Ends-means analysis : analyzing the end use of the information and then getting the information requirements
4. Critical Success Factors (CSFs): Collecting all the factors affecting and then collect the information requirement
5. Business System Planning (BSP): this is the organization wise information requirements which includes all units, functions, processes and data elements.