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Week 4 Management and decision-making (2) Management roles and functions Categories of management decisions Support required from MSS
Management decision-making
nature of decisions made by business managers
Business strategy
introduction to some strategic planning techniques
Solution required...
redistribute attendance between days? not popular move to main lecture theatre in same building?
already booked
1. 2. 3. 4. 5. 6. 7. 8.
Management
functions, roles, levels, productivity
Decisions
categories, disciplines, cognitive style, etc.
Decision-making
theory, phases, approaches, models
control organise
communication
coordinate
command
Management: functions
Behavioural model
Based on observations of what managers actually do and this indicates that managers are less systematic, reflective, well-organised and more informal, reactive, frivolous than the classical model suggests
Management: roles
Mintzberg (1971, 1980, 1993) identified 10 roles: Interpersonal
figurehead, leader, liaison
Informational
monitor, disseminator, spokesperson
Decisional
entrepreneur, disturbance handler, resource allocator, negotiator
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Management: levels
Strategic
Determines long-term objectives, resources and policies of the organisation
Tactical
Concerned with efficient and effective use of resources in achieving objectives
Operational
Carrying out specific day-to-day 10 tasks, transactions
Management is a process by which organisational goals are achieved through the use of resources
(Turban, 2001)
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Success of organisation (and a managers job) = Outputs / Inputs = Attainment of goals / Resources = Productivity
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Effectiveness
Efficiency
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Effectiveness
the i.e.
Efficiency
a
i.e.
Tactical
semi-structured, medium-term, medium impact, not uncommon
between the two extremes of strategic and operational
Operational
structured, short-term, small impact, frequent
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Type of decision:
Semi-structured
between the two extremes; i.e. some structured elements and some unstructured elements
standard procedures for obtaining the best (or good enough) solution are known
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Uncertainty
Several possible outcomes for each course of action Decision-maker does not know (and cannot estimate) probabilities
Risk
Decision-maker must consider several possible outcomes for each course of action Probabilities of given outcomes are known or can be estimated
Certainty
Assumes full and complete knowledge is available Decision-maker knows the outcome of each course of action
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perceive,
organise and change information
during the decision-making process.
(Turban, 2001)
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Making Decisions
Tempting to assume a rational model of decision making behaviour people engage in basically consistent, rational, value-maximising calculations.
(Laudon & Laudon, 2004)
20
Making Decisions
But
people cannot specify all options... people do not have singular goals, many decisions are too complex... people select the first option that moves them towards their ultimate goal or adopt a policy that is most like the previous policy... decision-making is a continuous process decisions are often made by consensus...
21
Turban (2001): According to Simon (1977), managerial decision-making is synonymous with the whole process of management. management "=" decision-making
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A problem occurs when a system does not meet its established goals or does not work as planned. Problem solving may also deal with identifying new opportunities
problem solving decision making
23
Decision-making: theory
Decision-making involves selecting the correct (or best available) action from a series of choices
The business rules governing the correct action may be complex; diagrams and tables help
Flow charts Decision trees Decision tables Structured English, etc.
(Chaffey, 2003)
product (toaster )is passed as fit for sale if it passes: a mechanical test (slices can be lowered and raised) and an electrical test (it heats the bread) and has the correct dimensions (the slices fit the slots)
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it fails
either the mechanical test or the electrical test (but not both), it is sent back to the workshop for repair
26
all other cases, the product is rejected as it would be too expensive to repair
27
There
Decision tree...
Mech. test OK?
Yes Yes
Elec. test OK?
Accept
No
Repair
Yes
Yes
No
Elec. test OK?
Repair
No
Dimensions OK?
Reject
Yes Yes No
Mech. test OK?
Elec. test OK?
Reject
No Yes No
Elec. test OK?
Reject
Reject
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No
Reject
Decision table
Each action in the decision table is equivalent to a terminal node in the decision tree: 1 accept 2 repair 5 remaining actions reject
Correct dimensions? Passed mechanical test? Passed electrical test? Accept product
Y Y Y
Y Y N X
Y N Y X
Y N N
N Y Y
N Y N
N N Y
N N N
X
X
X
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Decision tree...
OK to have questions in a different order
Yes
Mech. test OK?
Yes
Dimensions OK?
Accept
No
Reject
Yes
Yes
No
Dimensions OK?
Repair
No
Elec test OK?
Reject
Yes Yes No
Mech. test OK?
Dimensions OK?
Repair
No Yes No
Dimensions OK?
Reject
Reject
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No
Reject
Decision tree...
OK to have questions in a different order
Yes
Dimensions OK?
Yes
Elec. test OK?
Accept
No
Repair
Yes
Yes
No
Elec. test OK?
Reject
No
Mech. test OK?
Reject
Yes Yes No
Dimensions OK?
Repair
No Yes No
Elec. test OK?
Reject
Reject
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No
Reject
Decision tree...
OK to have questions in a different order
Yes
Elec. test OK?
Yes
Mech. test OK?
Accept
No
Repair
Yes
Yes
No
Mech. test OK?
Repair
No
Dimensions OK?
Reject
Yes Yes No
Elec. test OK? Mech. test OK?
Reject
No Yes No
Mech. test OK?
Reject
Reject
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No
Reject
Decision trees
Decision tables
Yes Yes
Elec. test OK?
Accept
No
Repair
Yes
Yes
No
Elec. test OK?
Repair
No
Dimensions OK?
Reject
Yes Yes No
Mech. test OK?
Elec. test OK?
Reject
No Yes No
Elec. test OK?
Reject
Reject
35
No
Reject
Decision table
Each action in the decision table is equivalent to a terminal node in the decision tree: 1 accept 2 repair 5 remaining actions reject
Y Y
Y Y
Y N
Y N
N Y
N Y
N N
N N
Y X
N
X
Y
X
Reject product
X
36
Decision tree...
Mech. test OK?
Yes Yes
Elec. test OK?
Accept
No
Repair
Yes
Yes
No
Elec. test OK?
Repair
No
Dimensions OK?
Reject
Yes Yes No
Mech. test OK?
Elec. test OK?
Reject
No Yes No
Elec. test OK?
Reject
Reject
37
No
Reject
Decision table
Each action in the decision table is equivalent to a terminal node in the decision tree: 1 accept 2 repair 5 remaining actions reject
Y Y
Y Y
Y N
Y N
N Y
N Y
N N
N N
Y X
N
X
Y
X
Reject product
X
38
Decision tree...
Mech. test OK?
Yes Yes
Elec. test OK?
Accept
No
Repair
Yes
Yes
No
Elec. test OK?
Repair
No
Dimensions OK?
Reject
Yes Yes No
Mech. test OK?
Elec. test OK?
Reject
No Yes No
Elec. test OK?
Reject
Reject
39
No
Reject
Decision table
Each action in the decision table is equivalent to a terminal node in the decision tree: 1 accept 2 repair 5 remaining actions reject
Y Y
Y Y
Y N
Y N
N Y
N Y
N N
N N
Y X
N
X
Y
X
Reject product
X
40
Yes Yes
Elec. test OK?
Accept
No
Repair
Yes
Yes
No
Elec. test OK?
Repair
No No
Dimensions OK?
Reject Reject If dimensions are wrong, we dont need mechanical & electrical tests: just reject
Yes Yes No
Mech. test OK?
Elec. test OK?
Reject
No Yes No
Elec. test OK?
Reject
Reject
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No
Reject
Correct dimensions? Passed electrical test? Passed mechanical test? Accept product Repair product Reject product
Y Y Y X
Y Y N X
Y N Y X
Y N N N N Y N N N
N N N N Y N
N -
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1. Conditions
2. Actions
Reject product
3. Number of rules = 2N where N is the number of conditions, i.e.
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Y Y
Y Y
Y Y N N N N Y Y
N N
N N
Reject product
44
Y Y
Y Y
Y Y N N N N Y Y
N N
N N
Y X
N
X
Y
X
Reject product
5. Action entries
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Y X
N
X
Y
X
Reject product
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Decision-making: phases
Intelligence
Problem/Opportunity exists Decision must be made
Design
Identify and examine possible solutions
Choice
Rank solutions and select best option
Problem statement
identification and impact
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Criteria of choice Search for best option (based on comparison with criteria of choice)
Blind search - complete or partial Heuristic search
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it working?
not, may need to return to design, choice or intelligence stage
If
Perhaps
Can
it be improved?
Fine-tune
Monitor
progress
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Types of data:
qualitative quantitative internal external private
Sources of data:
Information:
(Chaffey, 2003)
53
Information is a resource with value for the manager and the organisation
tangible value intangible value
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Strategic Wide time period, infrequent, primarily external, less certain, wide in scope, summarised Tactical Medium time/frequency/source/certainty/scope/detail between the two extremes Operational Narrow time period, frequent, primarily internal, more certain, narrow in scope, detailed
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Chaffey, D. (ed.), 2003, Business Information Systems, 2nd ed., FT Prentice Hall Laudon, K. & Laudon, J., 2004, Management Information Systems, 8th ed., Pearson Prentice Hall Lucey, T., 2009, Management Information Systems, 10th ed., Continuum Turban E. & Aronson J.E., 2001, Decision Support Systems and Intelligent Systems (6th edition), Prentice Hall Business Publishing Turban, E., Sharda, R., Delen, D., 2010, Decision Support and Business Intelligence Systems, 9th edition, Pearson, ISBN-10 0132453231, ISBN-13 978-0132453233
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