 Some Organizational ImplicationsAndrew M. McCosh and Michael S. Scott Morton Chapter 9 in Management Decision Support Systems, 1978, pp 189-211 from Palgrave Macmillan Abstract: Abstract In the preceding chapters we have illustrated the usefulness of computer time sharing in the management decision-making process. We have established that there is a class of important decisions which may be facilitated by approaching them in a new way using new tools. We must now consider what sort of “people problem” this approach to the decisionmaking process is likely to cause. Knowing this we can forestall many such difficulties. When the time-sharing procedure advances beyond its present experimental status, and becomes the standard method of solution for a significant group of management decisions, a considerable part of the organization will be influenced by this new procedure. The human implications cannot be left to chance. In this chapter we shall use the phrase “time-shared decision support systems” often. Some of the systems we have seen in action employ dedicated machines, rather than time-shared ones, and we include these in our area of discussion in this chapter. Keywords: Decision Maker; Decision Support System; Review Group; Time Sharing; Computer Terminal (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-02764-4_9 Ordering information: This item can be ordered from DOI: 10.1007/978-1-349-02764-4_9 Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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