Decision Makers and Their Need for Support

Dianne J. Hall
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Dianne J. Hall: Auburn University

Chapter 5 in Handbook on Decision Support Systems 1, 2008, pp 83-102 from Springer

Abstract: Abstract Organizational decision-making is a complex process made more difficult by the tumultuous environment in which many of today’s organizations find themselves. At the center of the decision-making process is the decision maker; this individual is a synthesis of experience, skill, values, and perspective. Not only must organizations identify, structure, and solve complex problems in an efficient manner; they must coordinate decision makers such that each individual’s characteristics expand the decision-making context and improve the outcome. Complexities such as these must be supported by systems designed to work within a framework of multiple perspectives. In this chapter, the author identifies the process of decision-making in various contexts. The concept of perspective, both individual and organizational, and how it affects decisionmaking processes is introduced and examined. Decision support systems must be designed, created, and implemented such that support for the complexities of organizational decisionmaking includes not only necessary and relevant information, but also exposure to a wider range of perspectives with which to work.

Keywords: Decision Maker; Decision Support System; Corporate Social Performance; Multiple Perspective; Personal Perspective (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:spr:ihichp:978-3-540-48713-5_5

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DOI: 10.1007/978-3-540-48713-5_5

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