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نقش سیستم اطلاعات مدیریت (MIS) Ùˆ سیستم پشتیبان تصمیم (DSS) در Ùرآیند تصمیمگیری مدیران
چکیده
در دنیای تجارت امروز، انواع سیستمهای اطلاعاتی نظیر TPSØŒ DASØŒ KWSØŒ DSSØŒ MISØŒ ESØŒ CSCWSØŒ GDSS Ùˆ ESS وجود دارند. هر کدام نقش متÙاوتی در سلسله مراتب سازمانی Ùˆ Ùرایند تصمیمگیری دارند. در این مقاله، نویسندگان دو سیستم اطلاعاتی اصلی یعنی MIS Ùˆ DSS را انتخاب کرده اند. پس از بØØ« در مورد Ùرایند تصمیمگیری مبتنی بر هر Ù…Ùهوم، ویژگیهای آن، روابط، ارتباطات هر Ù…Ùهوم برای Ùرایند تصمیمگیری مشخص شده است. ضمناً، مدلها Ùˆ شکلهای متÙاوتی برای پربار کردن بØØ« Ùˆ برجسته جلوه دادن دقیق وضعیت سیستم اطلاعاتی MIS Ùˆ DSS در تصمیمگیری سازمانی ارایه شده است.
کلمات کلیدی: سیستم اطلاعات مدیریتی، سیستم پشتیبانی تصمیم، مدیران، Ùرایند تصمیمگیری
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The Role of Management Information System (MIS) and Decision
Support System (DSS) for Manager’s Decision Making Process
Asefeh Asemi, Ph.D
Department of Library and Information Sciences, University of Isfahan, Iran
E-mail: af_asemi@yahoo.com; asemi@edu.ui.ac.ir
Ali Safari, Ph.D
Department of Management, University of Isfahan, Iran
Adeleh Asemi Zavareh, Ph.D (Corresponding author)
Department of Artificial Intelligence, University of Malaya, Malaysia
Received: January 4, 2011 Accepted: February 10, 2011 doi:10.5539/ijbm.v6n7p164
Abstract
In today’s business world, there are varieties of information systems such as TPS, DAS, KWS, MIS, DSS, ES,
CSCWS, GDSS and ESS. Each plays a different role in organizational hierarchy and decision making process. In
this article the authors have selected two main information systems, namely, MIS and DSS. After discussing the
decision making process based on each concept, its characteristics, relations, connections of each concept to
decision-making process have been determined. At the same time, different models and figures are presented to
enrich the discussion and to highlight precisely the status of each MIS and DSS information system in
organizational decision making.
Keywords: Management information system, Decision support system, Managers, Decision making process
1. Introduction
For the last twenty years, different kinds of information systems are developed for different purposes, depending
on the need of the business. Transaction Process Systems (TPS) function in operational level to process large
amount of data for routine business transactions of the organization, Office Automation Systems (OAS) support
data workers and Knowledge Work Systems (KWS) support professional workers. Higher-level systems include
Management Information Systems (MIS) and Decision Support Systems (DSS). Expert System (ES) applies the
expertise of decision makers to solve specific, unstructured problems. At the strategic level of management,
there is Executive Support Systems (ESS). Group Decision Support Systems (GDSS) and the more generally
described Computer Supported Collaborative Work (CSCW) systems aid group level decision making of a semi
structured or unstructured decision.
In the present article the authors discuss two kinds of information systems, namely, MIS, and DSS, and then
their characteristics, interrelationship and their relations with decision-making process in an organization.
2. Decision Making Process
In the 1950s, Herbert Simon and James March for the first time introduced a different decision making
framework for understanding organizational behavior. Although they labored on the bureaucratic model by
emphasizing on individual work in rational organizations and thus behaving rationally, their model added a new
dimension: The idea that a human being’s rationality is limited. By offering a more realistic alternative to
classical assumption of rational in decision-making, this model supported the behavioral view of individual and
organizational functioning. The model suggested that when an individual makes decision, he examines a limited
set of possible alternatives rather than all available options. “He accepts satisfactory or good enough” choices,
rather than insist on optimal choices. He makes choices that are good enough because he does not search until he
finds perfect solution to a problem (Gordon, 1993). Simon divided kinds of decisions into two basic types:
programmed and non programmed decisions.
Programmed decisions are routine and repetitive decisions, and the organization typically develops specific
ways to handle them. For this kind of routine repetitive decisions, standard arrangement decisions are typically
made according to established management guidelines.
Non-programmed decisions, in contrast, are typically one-shot decisions that are usually less structured than
programmed decisions (Certo, 1997). Simon’s model of decision-making has three steps (Figure 1).
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