The strategic decision-making sets of the organization’s goals, resources and policies. This decision-making level is an important problem of the organization’s environmental and environmental impact and to adapt the characteristics of the organization around it. Usually, a small group of senior managers are dealing with complex, non-standard problems associated with this process. Decision-making on management control is mainly related to the use of efficient and effective resources and the effectiveness of operating units. Management control requires compact interaction with those that perform the tasks of the organization. This happens in the context of broad policies and objectives identified by strategic decision makers and transport carriers; This requires the sincere knowledge of decision making and the operation of tasks promptly.
The solution based on information includes ways of evaluating new ideas for products and services, translating new information and disseminating information across the organization. Decision making on operational control determines how strategic and medium-term management will take specific tasks determined by decision makers. It will determine which units in the organization will carry out this task, and set criteria to complete and use resources, and decisions on operational control will need to be considered.
Types of solutions: custom or not configured
At each of these decision-making levels, Simon (1960) classifies solutions as registered or unplanned. Other researchers make points of solutions such as structural or non-structured. Non-structured judgments are judgments, judgments, judgments and judgments in relation to the definition of the decision-maker’s problem. These decisions are new, important and are not controlled, so there is no clear or clear solution. There is a particular procedure in different structured solutions, as they do not need to be considered, because they are new, incredible and routine every time. Some solutions have semi-structured solutions; In such cases, only part of the problem gives a clear response to the acceptance procedure.
The types of solutions and types of systems
The screening of these two decision-making perspectives creates the following table. In general, operational control personnel have structured problems. On the contrary, strategic planners deal with non-structural problems. Many of the problems experienced by information workers have insufficient structure. However, all levels of the organization include both structured and non-structural problems. In the past, modern information systems have been successful in dealing with decisions on structural, operational and management control. But now the most interesting
Applications are taken in the fields of strategic management, information and planning, where the problems are unstructured or semi-structured.
Stages of Decision making
Decision making consists of different types of activities that take place at different times. Decision makers need to understand and understand problems. Following the development of the decisions, following the development of the decisions, it is necessary to choose the particular solution, and, finally, the solution must be applied. Simon described four different stages in decision-making: information, design, choice and practice. Intelligence comes when you determine the problems that arise in the organization. Intellect shows why, where the case arises and what situation thereafter. These data gathering activities should inform managers about how the organization works and who knows what the problems are. Traditional MIS, which provides a wide range of detailed information, can help identify problems, especially if exceptions systems report.
During the design, a single project can solve problems. This action may require more information, so the administrator can determine whether a specific solution is appropriate. The DSS is less at the decision-making stage, because they work in simple models, they can be quickly developed and run on limited data.
The third step consists of choosing alternatives. Here, the manager can use information tools that can calculate and track the results, costs and opportunities provided by each other option in the second stage. The decision maker may need more DSS to develop more complex data on the alternatives and complex analytical models that are required to add all the results to the account.
This is the final step in making decisions. Managers can use a reporting system that provides routine reports on the progress of a specific solution. The system also reports a number of potentially emerging problems, reflecting resource boundaries, and potentially enhancing actions. Support systems can be expanded with much smaller systems than MIS software and software for project planning, while running on a computer.
In general, the decision-making steps do not follow the linear route from design to design, select and apply. You can return to the previous stage at any point in the decision-making process. For example, many people can often create different projects, but they may not be sure if a specific design is in line with the needs of a particular problem. This requires additional information work. Or, one cannot go to the decision-making process just to find out that it does not work. In this case, it must repeat the design phase or selection.
These systems use data and tools in the hands of managers, without solving specific problems or generating solutions. System managers can do freely using problems such as extending their thinking processes. These are not decision-making systems, but tools that help managers in decision-making. Institutional Analysis Group Graphic Browser Glossary Quick Information
Access to Personal Information Performance
The most significant advantages of the HSS are the ability to analyze, compare and emphasize trends. Managers use the HSS to effectively monitor their effectiveness in their areas of responsibility. Some use these systems to track key performance indicators. Problems can be solved before they become too destructive. A well-designed HSS can greatly improve management performance and increase control costs.
Perhaps the most common libraries are their statistical models. Such libraries often contain a full range of potential statistical functions, including tools, media, diaries and distribution. The software has the ability to demonstrate the range of data to illustrate future results. Statistical modeling software can be used to establish relationships, such as product sales, which are different from age, income, or other community factors. Usually, modification models use linear programs, which determine the most appropriate resource allocation to maximize or minimize specified variables, such as cost or time. In a advanced planning system, this software is used to complete the effect of a new order to achieve deadlines for existing orders. The classic use of the optimization models is to determine the appropriate combination to make the profit of a certain market element.
These systems use data and tools in the hands of managers, without solving specific problems or generating solutions. System managers can do freely using problems such as extending their thinking processes. These are not decision-making systems, but tools that help managers in decision-making. Business Analyst Group Graphic Browser Portfolio Dictionary Access to Personal Information Productivity. The most significant advantages of the HSS are the ability to analyze, compare and emphasize trends. Managers use the HSS to effectively monitor their effectiveness in their areas of responsibility. Some use these systems to track key performance indicators. Problems can be solved before they become too destructive. A well-designed HSS can greatly improve management performance and increase control costs.
References
Anderson, J., “Cognitive Architectures in a rational analysis,” In K. VanLehn (ed.), Architectures for Intelligence, pp. 1-24, Lawrence Erlbaum Associates, Hillsdale, N.J, 1991.
Keeney, R.L. and H. Raiffa, “Decisions with Multiple Objective,” John Wiley & Sons, Inc., 1976.
Wohl, J.G., “Force Management Decision Requirements for Air Force Tactical Command and Control,” IEEE Transactions on Systems, Man, and Cybernetics, vol. SMC-11, No. 9, Sept. 1981.
