Decision Support System and Managerial Decision Making
FINAL PROJECT
ADMS 4300 FALL 2011
Decision Support System and Managerial Decision Making
Prof. Hassan Qudrat-Ullah
Due Date: December 8, 2011
By: Farazeh Khalid Mian
Abhishek Sahi
Table of Contents
SECTION NUMBER | SECTION NAME | PAGE NUMBER | | Abstract | 3 | 11.11.2 | IntroductionWhat is decision making? What is a Decision Support System? | 3, 44, 5, 6 | 22.12.22.3 | Literature Review DSS in the business environmentImportant attributes of the Decision Support SystemCapabilities offered by DSS | 77, 8, 910 | 33.13.23.33.43.4.13.4.2 | Discussion and AnalysisHow are Decision Support Systems and managerial decision-making linked?Managers and Decision Support SystemsDSS implementationA real-life case on how a company’s problem was transformed into a DSSTransforming the GSK problem into a Decision Support System — a conceptual viewSimulation Model | 11, 1213, 1414, 15, 1617, 1818, 1920, 21, 22 | 4 | Conclusion | 22, 23 | | References | 24, 25 |
Abstract:
In today’s world, business is rapidly evolving and there’s a greater need to make better-informed decisions using the fast flowing and wide variety of information available. This paper focuses on how Decision Support Systems (DSS) contribute positively to organizations and how managers across several industries use a DSS to assist in tactical decision-making. We discuss what a DSS is, and it plays a significant role in managerial decision-making. Computer-based information systems play a critical role in providing significant support for unstructured and disoriented problems. We discuss how DSS allows organizations to gain advantage in their daily processes and allows them to tackle their problems in an organized and informed manner. We discuss and analyze an example on Glaxo Smith Kline (GSK), an organization that transformed a GSK problem into a decision support system framework by creating a model outline for the proposed DSS, and then implementing
ADMS 4300 FALL 2011
Decision Support System and Managerial Decision Making
Prof. Hassan Qudrat-Ullah
Due Date: December 8, 2011
By: Farazeh Khalid Mian
Abhishek Sahi
Table of Contents
SECTION NUMBER | SECTION NAME | PAGE NUMBER | | Abstract | 3 | 11.11.2 | IntroductionWhat is decision making? What is a Decision Support System? | 3, 44, 5, 6 | 22.12.22.3 | Literature Review DSS in the business environmentImportant attributes of the Decision Support SystemCapabilities offered by DSS | 77, 8, 910 | 33.13.23.33.43.4.13.4.2 | Discussion and AnalysisHow are Decision Support Systems and managerial decision-making linked?Managers and Decision Support SystemsDSS implementationA real-life case on how a company’s problem was transformed into a DSSTransforming the GSK problem into a Decision Support System — a conceptual viewSimulation Model | 11, 1213, 1414, 15, 1617, 1818, 1920, 21, 22 | 4 | Conclusion | 22, 23 | | References | 24, 25 |
Abstract:
In today’s world, business is rapidly evolving and there’s a greater need to make better-informed decisions using the fast flowing and wide variety of information available. This paper focuses on how Decision Support Systems (DSS) contribute positively to organizations and how managers across several industries use a DSS to assist in tactical decision-making. We discuss what a DSS is, and it plays a significant role in managerial decision-making. Computer-based information systems play a critical role in providing significant support for unstructured and disoriented problems. We discuss how DSS allows organizations to gain advantage in their daily processes and allows them to tackle their problems in an organized and informed manner. We discuss and analyze an example on Glaxo Smith Kline (GSK), an organization that transformed a GSK problem into a decision support system framework by creating a model outline for the proposed DSS, and then implementing
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