NJIT CIS 465 - Management Support Systems and Decision- Making

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Management Support Systems and Decision-MakingSupporting Managers with Information SystemsModels and Methods for Management SupportFundamental Functions of ManagementFundamental Functions of Management - definedMintzberg’s Studies of ManagersSlide 7Classic Study of Managerial WorkManagement RolesSlide 10Mintzberg’s Management RolesSlide 12Slide 13IS and Mintzberg’s RolesInformation Support for ManagementExecutive Activities and Information SupportIntroduction to Decision-MakingDecision Making: PhasesSimon’s Model Flowchart of Decision ProcessIntelligence PhaseExamples of the Intelligence PhaseSummary: Intelligence PhaseDesign PhaseChoice PhaseComment on Simon’s ModelSlide 26Alter Textbook ModelAn Alternative Model: Rubenstein and Haberstroh’sSlade’s Model of Decision MakingSummaryProblem Finding I:The role of models in decision-makingPounds’ Categories of Models - Expectations against which reality is measuredAnother classification of modelsIconic and Analog ModelsMathematical ModelsMental ModelsProblem Formulation:Problem Formulation StrategiesAlternative GenerationDecision-Making ConceptsDecision Making ConceptsDecision Making Concepts I: Knowledge of OutcomesKnowledge of Outcomes Three TypesDecision-Making Under Conditions of Certainty: RationalityRationality: ExampleDecision Making under RiskRisk Expected ValueRisk Expected Value (contd.)Decision Making Under UncertaintyDecision-Making Concepts II: Programmed vs. Non Programmed DecisionsCriteria for Decision-Making III: Normative vs. Descriptive ModelsSlide 53Criteria for Decision-Making IV: Level of Decision ImpactManagement Support Systems and Decision-Making Part IIViews or Models of Individual and Organizational Decision-MakingViews or Models of Decision-MakingThe Rational Manager ViewRational Manager - 2The Satisficing ViewpointSatisficing View - 2Empirical ResearchEmpirical Research - 2Organizational Process ViewOrganizational Process View - 2The Political ViewThe Political View - 2Empirical Research - 3 (1992)The Political View - 3The Individual Differences ViewIndividual Differences - 2Cognitive Style DimensionsEmpirical Research - 4The Garbage Can ModelGarbage Can Model - 2Garbage Can Model - contd.Individual Aspects of Decision-MakingHuman ExpectationsTheory of Cognitive DissonanceCognitive Dissonance - 2Theory of commitmentTheory of anticipatory regretBehavioral Aspects of Organizational Decision-MakingBehavioral Aspects of Organizational Decision MakingQuasi-Resolution of ConflictUncertainty AvoidanceUncertainty Avoidance - 2Uncertainty Avoidance - 3 Legal MethodsProblemistic SearchOrganizational LearningIncremental Decision MakingDecision Making Under Psychological StressDecision Making under StressCoping PatternsCoping Patterns - QuestionsCoping Patterns - 3HypervigilanceDefensive AvoidanceDefensive Avoidance - 2Defensive Avoidance - 3Groupthink SymptomsGroupthink Symptoms - contd.Groupthink Example: PATCO Strike of 1981Groupthink Example: PATCO Strike of 1981 - contd.Deciding Among AlternativesIntroduction to MethodsOptimization Techniques Under CertaintyMathematical ProgrammingSample Linear ProgrammingThe ModelOptimization TechniquesStatistical Decision TheoryStatistical Decision Theory: Payoff MatrixGeneral Payoff MatrixExample 1: The Anniversary ProblemSlide 116Slide 117Example 2: Fast Service RestaurantPayoff Matrix (in Thousands of $)Analysis with KnowledgeStatistical Decision Theory: Imperfect Knowledge of ConsequencesRegret DefinitionAnalysis with Imperfect KnowledgeSlide 124The Concept of UtilityUtility vs. MoneyIndifference CurvesSlide 128Other Alternative Selection TechniquesRational Choice and the Framing of ProblemsRational Choice and the Framing of Problems - (contd.)Slide 132Framing Example: ResultsWhat do We learn from Framing?Sample Planning ModelsPlanning ModelsSample Profit PlanUse of Planning ModelsUse of Planning Models - contd.Summary and Relevance of Decision-Making Concepts for Information Systems DesignSlide 141How Information Systems Might Help Counteract Common Flaws in Decision MakingSlide 143How Information Systems Might Help Counteract Common Flaws in Decision MakingSupport for the Intelligence PhaseSupport for the Intelligence Phase - contd.Support for the Design PhaseSupport for the Choice PhaseRelevance for Information System DesignRelevance for Information System Design - (contd.)Final NoteCIS 465 - Management Support and Decision-Making 1Management Support Systems and Decision-MakingCIS 465 - Management Support and Decision-Making 2Supporting Managers with Information SystemsCIS 465 - Management Support and Decision-Making 3Models and Methods for Management Support•To understand how computers support managers, it is necessary to understand what managers do.•It is difficult to produce a standard job description for all managers.CIS 465 - Management Support and Decision-Making 4Fundamental Functions of Management •The traditional description of what managers do was first characterized by French industrialist Henri Fayol in his 1916 classic, Administration Industrielle et Generale. Fayol considered the manager's job as a composite of four separate functions:•Planning•Controlling•Leading•OrganizingCIS 465 - Management Support and Decision-Making 5Fundamental Functions of Management - defined•Planning - establishing goals and selecting the actions needed to achieve them over a specific period of time.•Controlling - measuring performance against the planned objectives and initiating corrective action.•Leading - inducing the people in the organization to contribute to its goals•Organizing - establishing and staffing an organizational structure for performing business activitiesCIS 465 - Management Support and Decision-Making 6Mintzberg’s Studies of ManagersMyth #1: The manager is a reflective systematic planner.Fact: Study after study shows managers work at an unrelenting pace, that their activities are characterized by brevity, variety, and discontinuity, they are strongly oriented toward action, and dislike reflective activities.Myth #2: The effective manager has no regular duties to perform. Fact: Managerial work involves performing a number of regular duties, including ritual and ceremony, negotiations, and processing of soft information that links the organization with its environmentCIS 465 - Management Support and Decision-Making 7Mintzberg’s Studies of ManagersMyth #3: The senior


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