A Model of Decision Support System in Economy

Diana Târnăveanu

MPRA Paper from University Library of Munich, Germany

Abstract: It is crucial to design and implement decision support systems to assist the manager because of the diversity and the large amount of data stocked in an organization. The concept of decision support system (DSS) defines any information technology focused on supporting the decision process. For a manager, informatics and the using of information technologies always meant formalizing the routine activities, those laws of existence and manifestation that can be described. The “casualty” fact is transformed into a “standardized” fact, elaborating behavioral conducts possible to use depending of the specificity of the situation occurred. The importance of interpreting is vital, from the information dimension to the strategic one. Information technologies are applied, separately and together, in management and decision modeling. They offer modeling instruments being able to automate the processes. The use of the decision and the context of decision making are two key aspects that characterize the utility of the decision models. In the decision making process are used data, information and knowledge corroborated with the manifestation of reasoning stated by the intelligence and experience of the decisional factor. Artificial intelligence proved its applicability in management using specific technologies such as expert systems (capable of offering the expertise in a specific knowledge domain) and decision support systems (a system that brings together the intellectual resources of a person with computer capabilities in order to improve the quality of the decisions). In this paper we present a model of decision support system implemented in tourism.

Keywords: information technology; axiomatization; production rules; decision support systems; DSS (search for similar items in EconPapers)
JEL-codes: D83 L86 (search for similar items in EconPapers)
Date: 2010-07
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Published in WSEAS TRANSACTIONS on BUSINESS and ECONOMICS 4.7(2010): pp. 444-453

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