Decision Support Systems: An Organizational Perspective

by Peter G. W. Keen and Michael S. Scott Morton Reading, MA: Addison-Wesley, Inc., 1978 ISBN 0-201-03667-3.

• 1. DECISION SUPPORT SYSTEMS: SOME PRELIMINARY DEFINITIONS

  Introduction 1
  Effective Decisionmaking 7
  Efficiency and Effectiveness in Computer Applications: An Example 8
  "Improving" Decisionmaking 10
  Structured versus Unstructured Tasks 11
  The Technological Dimension 12
  Decision Support Systems: Who is the "Designer"? 13
  Overview 15
  Example: The Laundry Equipment Case 16

• 2. PERSPECTIVES ON MANAGEMENT, INFORMATION, SYSTEMS, AND MIS 33

  Introduction 33
  Computer Science 35
  Information Economics 43
  Management Science 44
  Behavioral Science 49
  Data Processing Professionals 52
  Management 54
  Decision Support Systems 57

• 3. MODELS OF DECISIONMAKING: PRESCRIPTION VERSUS DESCRIPTION 61

  Introduction 61
  Rational View of Decisionmaking 64
  Satisficing and the Process-Oriented View of Decisionmaking 65
  Organizational Process View 69
  Decisionmaking as a Political Process 70
  Individual Differences 73
  Conclusion 77

• 4. DECISION SUPPORT SYSTEMS: A FRAME WORK FOR ANALYSIS 79

  Introduction 79
  Framework for Decision Support 81
  Illustrations of Decision Types 88
  Implications of the Framework 91
  Structured, Unstructured, and Semistructured Problems 93
  Conclusion 96

• 5. SOME EXAMPLES OF DECISION SUPPORT SYSTEMS 99

  Introduction 99
  Portfolio Management System (PMS) 101
  Projector 126
  Capacity Information System (CIS) 131
  Brandaid 138
  Geodata Analysis and Display System (GADS) 147
  Generalized Management Information System (GMIS) 160

• 6. THE DESIGN PROCESS: DECISION ANALYSIS AND EVOLUTION 167

  Introduction 167
  The First Stage in Design: Identifying the Key Decision 173
  An Example of the Predesign Cycle 177
  The Design Stage 180
  The Software Interface 182
  Data Management 184
  Completing the Loop: The Postdesign Process 184
  Conclusion 1 85

• 7. IMPLEMENTATION: THE MANAGEMENTOF ORGANIZATIONAL CHANGE 189

  Introduction 189
  The Conventional Wisdom on Implementation 193
  Implementation as a Process of Social Change 199
  Examples of DSS Implementation 205
  A Clinical Approach to Implementation 208
  Conclusion: The Role of the Implementor 209

• 8. EVALUATION: A SMORGASBORD OF METHODS 213

  Introduction 213
  Decision Outputs 215
  Changes in the Decision Process 217
  Changes in Managers' Concepts of the Decision Process 218
  Procedural Changes 220
  CostlBenefit Analysis 221
  Service Measures 223
  Managers'Assessment of the System's Value 223
  Anecdotal Evidence 224
  ConclusionÑThe Evaluator 224

• 9. A STRATEGY FOR DSS DEVELOPMENT 227

  Introduction 227
  The Organizational Reality 228
  A Formal Charter for the OR/MS/MIS Group 233
  Adjusting to the Organizational Reality 234
  The Ideal Climate for DSS 236
  The Effective Consultant and the Effective Client 237
  Conclusion 241