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Role of Decision Support System For Decision-Making Process in Global Business Environment
Decision support system:
The decision support system is an integrated set of computer tools that allows decision makers to interact directly with computers to retrieve information useful in semi-structured and unstructured decisions. Examples of such decisions include mergers and acquisitions, plant expansion, new product decisions, portfolio management, and market decisions.
Decision making is a fundamental activity of management. It can be assumed that there are four stages: intelligence, design, choice and implementation.
Key aspects of the decision support system:
1) The most important consideration is the ease of use of the decision support system – its ability to allow non-technical people to deal with it directly. The single biggest and longest lasting problem with computers is their inflexibility, inability to allow people who really need data to deal directly with computers.
2) Access to information should not be restricted to certain parts of the organization or to certain management groups or professional groups. Instead, resources should be distributed to all people and parts of the organization that need them without extensive access. The power of advanced distribution processors will not be used as much as they used to be.
3) A good decision support system, in stark contrast to previous methods of software design, should not be ‘system’ at all in the strict sense of the word. Instead, it should be a highly adaptive decision-making tool that can be easily used by experts to design rapid data support models tailored to each specific decision-making task. This adaptive device must allow for rapid design changes if the original design does not closely match the information gathering style or human needs.
4) To adequately support human elements, this highly adaptive support capacity must be able to provide access to operational data as well as summary data already processed by software programs designed for other specific operational tasks. Equally important, this tool must give professionals access to an organization’s raw data, and it must allow access to be achieved in one step, using a single, uncomplicated procedure or command. Need to re-enter data that is not summarized.
5) Organizations need to access raw data sometimes because efficiency is related to how the raw data is organized in the system. The decision support generator should be able to communicate with the actual DBMS. It should also be able to indirectly access standard ‘flat’ files using the power of a computer to facilitate both user interfaces and data access without changing existing files.
6) The decision support generator should allow the user to decide whether the information should be displayed on the CRT screen for immediate use or whether it should be printed for later use. The best way to achieve flexible data presentation is through workstations. A professional information manager or workstation will include a keyboard, display screen, and interface to a printer that can print everything from straight text to graphics, such as pie charts, bar charts, and line charts.
7) Assistive devices must interact with many different systems and capabilities, it must be compatible with all of them, the device must provide users with a single easy-to-use language to access, manage and display data in one way or another. That will support the end. You use.
8) To facilitate formatting and organizing the data presented, decision makers should be able to interact with the word processor, ideally. With this capability, DSS becomes an important link between data processing and office automation, combining both functions in a system that is easy to use, straightforward and robust.
Characteristics of decision making in the global business environment:
Business strategy / decision making
Multinational: (Decentralization Federation) Decision to Decentralize Subsidiaries Informal Relations between President and Subsidiaries
International: (Coordinating Federation) More important decisions and knowledge are generally developed at the central level and transferred to subsidiaries.
Global: (Central Federation) Decisions made at the Knowledge Center are made and kept at the center.
International: (Integrated network) Decision-making and knowledge creation among organizations
Administrators and decision support systems:
The day-to-day work of a manager is a series of hundreds of great short activities that require a rapid shift of focus from one issue to another, often triggered by an ongoing problem. Managers maintain complex communication networks both externally and internally. Successful managers are not attacked by the onslaught of these activities: he or she keeps her own agenda. Effective managers carve out as if it were their informal structure in the corporate structure, and they use this network to keep themselves informed and influential to others. It is absorbed that active managers make special efforts to develop long-term aspects and long-term agendas.
The need for information types produced by decision support systems is always present. Decision support systems have become popular mainly because of their ability to meet this need. Today, the availability of computer hardware, the advent of database management systems in the 1970s provided a means for storing and managing a large amount of data, a huge increase in software packages that included the functionality of support systems. Decide. Finally, many MBAs trained in analytical techniques have now reached the middle and upper levels of the corporation. These individuals know how to use the tools that the decision support system provides. Thus, in most institutions, administrators use computer-based data processing software. This has led to the development of decision support systems in the business world.
A broad perception is that modern decision-making is a highly structured process. According to this view, management makes decisions by collecting and analyzing all relevant information, examining all possible options, and then calmly and rationally choosing activities that provide maximum benefits in the least risk.
Managers have three roles in performing their functions. Interpersonal roles are based primarily on face-to-face interactions. In some cases, computerized communication media may be used. The role of information and decision-making is supported by various information systems that make information assistive in decision-making and serve as a means of communication.
Every managerial role has an element of decision-making: The role of decision-making is the part where this is an important aspect. Managers mobilize resources in a novel way. The decision support system helps entrepreneurs to consider a selection option and plan for its implementation. Disruptive resolution is part of managerial control. Resource allocation is the essence of decision support planning and systems has become indispensable in many organizations for their purposes.
Managers are problem solvers and the basic action in problem solving is decision making. Decision making is the process of identifying problems, creating alternative solutions, and selecting and implementing one of them. An experienced manager recognizes a problem similar to the one he or she has already encountered. Capturing the intuition of a problem largely depends on the ability to create similarities. Systematic problem-solving methods help manage complexity.
Decision support system in an organizational environment:
The most successful organizations implementing the DSS are much the same. They have developed a well-managed and well-structured data processing system that provides the necessary operational data for DSS. Such organizations spend the extra money and staff necessary to maintain a strong focus on research and development. All departments in the organization communicate with the central group of computers. The entire department is confident enough to initiate and manage the system project. The central computer team has a lot of people on its staff from all the other departments. Education and training programs are used by organizations to build mutual understanding between departments and computer teams.
Capabilities provided by DSS:
1) Supports decisions in poorly structured situations – which, obviously due to lack of structure, does not lend itself to full computing and still requires computer assistance for accessing and processing large amounts of data.
2) Helps to get results quickly, the amount needed to reach a decision.
3) Run the advertising mode to suit the current needs of the user, as opposed to the usual scheduled operations as the management reporting system does.
4) Support various stages of the decision-making process.
5) Promote high quality decisions by encouraging decisions based on a combination of available information and human judgment.
6) Provides flexibility as opposed to predefined usage patterns – making it easier to adapt to individual specific decision styles.
7) Facilitate the implementation of decisions that are often cut across departmental boundaries.
8) Support group decisions, especially through DSS (GDSS).
9) Provide managers with the opportunity to gain a better understanding of their business by developing and working with models.
Over the years, computers have become increasingly used in the areas of financial management, production analysis, short-term planning, and geospatial analysis. In today’s business world, computers are used for decision-making processes as a decision support system. A decision support system is a type of management information system whose primary purpose is to support human decision makers during the decision-making process. The strength of DSS lies in its decision support in situations where both human judgment and computer power are required. DSS supports primarily for strategic planning, operations, and operations.
Properly designed and integrated, DSS becomes a powerful tool that increases the productivity of professionals at all levels of the organization in all departments. It can effectively expand the organization’s current staff by reducing its workload, thereby increasing productivity. And with today’s advanced technology and software, it can bring us closer to the bridge and operate to the world. These features can provide today’s institutions with more clicks to optimize while reducing costs, unprecedented benefits in using and managing their human and computer resources. .
1) “Management Information System” by Viladimir Zwass
2) “The Nature of Organizational Decision Making and Design of Decision Support Systems” by George .P Huber.
3) “Introduction to Business Data Processing” by Lawrence S. Orillia
4) “Information Management System” by James O. Hicks JR
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