BUSINESS INTELLIGENCE AND BUSINESS DECISIONS
Ans.5: authority to access, Assumptions are untested beliefs or predictions. We use them in building many models because we are projecting or anticipating results. We have to test assumptions through "what if" testing or sensitivity analysis before accepting the results of the model. DSS analysts and managers need to make assumptions about the time and risk dimensions for a situation. Model-Driven DSS can be designed assuming either a static or dynamic analysis. Making either assumption about changes in a decision situation has advantages and disadvantages.
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Static analysis is based on a "single snapshot" of a situation. Everything occurs in a single interval, which can be a short or long duration. A decision about whether a company should make or buy a product can be considered static in nature. A quarterly or annual income statement is static. During a static analysis it is assumed that there is stability in the decision situation.
Dynamic analysis is used for situations that change over time. A simple example would be a five-year profit projection, where the input data, such as costs, prices, and quantities change from year to year. Dynamic models are also time dependent. For example, in determining how many cash registers should be open in a supermarket, it is necessary to consider the time of day. This time dependence occurs because in most supermarkets there are changes in the number of people that arrive at the market at different hours of the day.
Dynamic models are important because they show trends and patterns over time. Also, they can be used to calculate averages per period or moving averages, and to prepare comparative analyses. A comparative analysis might examine profit this quarter versus profit in the same quarter of last year. Dynamic analysis can provide an understanding of the changes occurring within a business enterprise. The analyses may identify possible solutions to specific business challenges and may facilitate the development of business plans, strategies and tactics,
2. Communications Driven DSS: A Communications Driven DSS model is when many collaborators work together to come up with a series of decisions to set in motion a solution or strategy. This communications driven DSS model can be in an office environment or on the web.
Communications-Driven DSS is a type of DSS that emphasizes communications, collaboration and shared decision-making support. A simple bulletin board or threaded email is the most elementary level of functionality. The comp. groupware FAQ defines groupware as "software and hardware for shared interactive environments" intended to support and augment group activity. Groupware is a subset of a broader concept called collaborative computing. Communications-Driven DSS enable two or more people to communicate with each other, share information and co ordinate their activities.
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Group Decision Support Systems or GDSS is a hybrid type of DSS that allows multiple users to work collaboratively in group work using various software tools.
Examples of group support tools are: audio conferencing. bulletin boards and web-conferencing, document sharing. electronic mail, computer supported face-to-face meeting software, and interactive video.
Communications-Driven DSS software has at least one of the following characteristics :
(1) Enables communication between groups of people.
(2) Facilitates the sharing of information.
(3) Supports collaboration and coordination between people.
(4) Supports group decision tasks.
Globalization and computing technologies have expanded product markets and changed business organizations. One change is that companies have become more geographically dispersed and this has created new challenges for managers. Also, changes in, organizations and changes in the nature of the work performed by teams have increased significantly the importance of effective teams.
Our concept of business relationships is also changing. Relationships between people inside an organization and people previously considered outside like customers, suppliers, and other stakeholders are increasingly interdependent. Because of these changes, many organizations have discovered the value of collaborative work. Also, there is an increased emphasis on computer-supported tasks.
Many companies want to make the knowledge of managers and experts available to those who need that knowledge. The interaction of these various forces has resulted in an increased use of participative decision making, a greater use of temporary teams, and a greater use of technology to support geographically distributed teams. Groups and teams have become important means organizations. to increase the performance of organizations.
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For some groups and teams, group decision support systems, groupware and other communication and collaboration tools can improve the performance of team members. For all of the above reasons, managers have implemented group and Communications-Driven Decision Support Systems (CDSS). Because Group DSS (GDSS) and CDSS system usually purchased rather than developed in-house by companies, to understand the term CDSS systems are GDSS we take an example of an business organization Managers spend a significant amount of their working with other managers and their own staff in team and work groups.
Cross-functional business teams, project teams, new product teams and even crisis management teams operate in businesses. Many of these groups u email, bulletin boards and groupware systems. Group support systems, video conferencing, and GDSS are especially valuable in helping teams where members a geographically separated or where they cannot meet face-to-face sessions. Group DSS also have been shown improve the effectiveness and productivity of some types face-to-face meetings.
Meetings can now occur when participants an separated by distance and computer supported meeting can occur at various times or asynchronously. The business and social changes created by implementing these tools support group communication, collaboration and knowledge sharing are many. One set of significant changes that has resulted from implementing collaborative computing technologies is the creation of virtual organizations.
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We use a number of terms to describe software the supports groups in decision-making and knowledge wo tasks. We will encounter the terms electronic meeting system, collaborative workgroup software, groupware, a GDSS. All of these terms refer to tools intended to he members of a group make better decisions and perform tasks better than they could working alone with computer support. The web and intranet infrastructure are important factors enabling development of m powerful Communications-Driven DSS.
The latest greatest support software is based Communications-Driven DSS software has at least one the following characteristics; enables communicate between groups of people, facilitates the sharing on these technology information, supports collaboration and coordinate between people, or supports group decision tasks. Groupware applications are not meant to replace people in an interactive situation; rather, groupware is an extension or an enhancement tool for the collaboration process.
Groupware consists of "group oriented" products designed to assist groups of people working together. These types of products are very different from single user applications that can isolate a decision-maker and limit the user to performing independent rather than interdependent tasks. GDSS are often used in a decision room. It is a specially arranged room designed for using group decision support systems. In the room, computer workstations are available for use by meeting participants.
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The objective for using a decision room is to enhance and improve a group's decision-making process and the quality of its decisions. A term that overlaps communications- Driven DSS is multimedia decision Support. It refers to the integration of video, computer and decision support technologies. A video capture program and various computer programs including a white board are used together under the control of decision-makers. In multimedia decision support, the decision makers actions, choices, and decisions affect the way in which the group interaction occurs, the information that is reviewed and discussed, the analyses that are performed and the actions that are agreed upon.
Company Intranets and Integrated Services Digital Networks (ISDN) provide a viable, affordable delivery mechanism for the deployment of multimedia decision support applications to a manager's desktop and to Decision Rooms.
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