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This microcomputer operations and management science package includes all the necessary quantitative concepts, with a user-friendly spreadsheet-style editor for all. This edition has been rewritten in Microsoft Basic, with faster run times, easier-to-use graphics and new subroutines and options. Learning curves and job shop scheduling are covered, and the manual includes instructions and examples for every programme.
Systems and Decision Making A Management Science Approach Hans G Daellenbach University of Canterbury, Christchurch, New Zealand Traditional methods of problem solving, based on the cause-and-effect model, can no longer cope with the complex situations in which decisions have to be made today. These problem situations occur within a systems context. Most of these systems are created and controlled by humans and it is, therefore, important that decision making is guided by a systematic and comprehensive methodology that helps the decision maker to make effective use of his/her extensive but limited powers of reasoning. Systems and Decision Making combines contemporary systems work with Operations Research (OR). Daellenbach places an emphasis on developing a methodology for decision situations that lend themselves to quantitative approaches rather than give an elementary survey of many OR/MS techniques. It incorporates some of the learnings of soft systems methodology for more practical problem solving, particularly at the problem identification and formulation stages. The text also shows that the scientific component of modelling can be considerably enhanced by the use of various diagrammatic devices. The second part of the book studies a number of topics important for the analyst, such as how to deal with the time element, with constraints, with uncertainty, and with multiple goals. These are demonstrated by various OR/MS techniques. Systems and Decision Making is an excellent core text for undergraduate and graduate students of systems, management science and MBA courses.
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Decision support systems have experienced a marked increase in attention and importance over the past 25 years. The aim of this book is to survey the decision support system (DSS) field – covering both developed territory and emergent frontiers. It will give the reader a clear understanding of fundamental DSS concepts, methods, technologies, trends, and issues. It will serve as a basic reference work for DSS research, practice, and instruction. To achieve these goals, the book has been designed according to a ten-part structure, divided in two volumes with chapters authored by well-known, well-versed scholars and practitioners from the DSS community.
"This book examines related research in decision, management, and other behavioral sciences in order to exchange and collaborate on information among business, industry, and government, providing innovative theories and practices in operations research"--Provided by publisher.
Operations Research: 1934-1941," 35, 1, 143-152; "British The goal of the Encyclopedia of Operations Research and Operational Research in World War II," 35, 3, 453-470; Management Science is to provide to decision makers and "U. S. Operations Research in World War II," 35, 6, 910-925; problem solvers in business, industry, government and and the 1984 article by Harold Lardner that appeared in academia a comprehensive overview of the wide range of Operations Research: "The Origin of Operational Research," ideas, methodologies, and synergistic forces that combine to 32, 2, 465-475. form the preeminent decision-aiding fields of operations re search and management science (OR/MS). To this end, we The Encyclopedia contains no entries that define the fields enlisted a distinguished international group of academics of operations research and management science. OR and MS and practitioners to contribute articles on subjects for are often equated to one another. If one defines them by the which they are renowned. methodologies they employ, the equation would probably The editors, working with the Encyclopedia's Editorial stand inspection. If one defines them by their historical Advisory Board, surveyed and divided OR/MS into specific developments and the classes of problems they encompass, topics that collectively encompass the foundations, applica the equation becomes fuzzy. The formalism OR grew out of tions, and emerging elements of this ever-changing field. We the operational problems of the British and U. s. military also wanted to establish the close associations that OR/MS efforts in World War II.
For MIS specialists and non-specialists alike, this text is a comprehensive, readable, understandable guide to the concepts and applications of decision support systems.
Foundations of Decision Support Systems focuses on the frameworks, strategies, and techniques involved in decision support systems (DSS). The publication first takes a look at information processing, decision making, and decision support; frameworks for organizational information processing and decision making; and representative decision support systems. Discussions focus on classification scheme for DSS, abilities required for decision making, division of information-processing labor within an organization, and decision support. The text then elaborates on ideas in decision support, formalizations of purposive systems, and conceptual and operational constructs for building a data base knowledge system. The book takes a look at building a data base knowledge system, language systems for data base knowledge systems, and problem-processing systems for data base knowledge systems. Topics include problem processors for computationally oriented DSS, major varieties of logical data structures, and indirect associations among concepts. The manuscript also examines operationalizing modeling knowledge in terms of predicate calculus; combining the data base and formal logic approaches; and the language and knowledge systems of a DSS based on formal logic. The publication is a valuable reference for researchers interested in decision support systems.
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