1. 13.1 © 2006 by Prentice Hall 13 Chapter Enhancing Decision Making for the Digital Firm

2. 13.2 © 2006 by Prentice Hall Describe different types of decisions and the decision-making process Evaluate the role of information systems in helping people working individually and in a group make decisions more efficiently Demonstrate how executive support systems can help senior managers make better decisions Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm OBJECTIVES

3. 13.3 © 2006 by Prentice Hall Assess how systems that support decision making can provide value for the firm Identify the challenges posed by decision-support systems, group decision-support systems, and executive support systems and management solutions OBJECTIVES (Continued) Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

4. 13.4 © 2006 by Prentice Hall Challenge: Coordinate the daily arrival of 70 rail cars and 500 trucks to ensure just-in-time delivery of car parts Solutions: Adopt Transportation Efficiency Support System (TESYS) to synchronize the deliveries with available loading docks and production schedules Develop new business processes for coordinating logistics with production needs Illustrates the how IT enhances decision making and increases business process efficiency in a manufacturing environment Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm DaimlerChrysler Bremen Plant Case

5. 13.5 © 2006 by Prentice Hall As a manager, you will want to know how you can us information systems to improve our decision making, whether you are working alone, or in a group. Just as important, you will bee responsible for the decisions made by the people who work under you, and you’ll want systems to help them make better decisions as well.

6. 13.6 © 2006 by Prentice Hall DECISION MAKING AND DECISION-SUPPORT SYSTEMS Business Intelligence and Decision Support Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm It consist of technologies and applications designed to help users make better business decisions. It provides firms with the capability to amass information, develop knowledge about operations, and change decision-making behavior to achieve profitability and other business goals.

7. 13.7 © 2006 by Prentice Hall DECISION MAKING AND DECISION-SUPPORT SYSTEMS Business intelligence enables firms to: Business Intelligence and Decision Support Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Amass information Develop knowledge about operations Change decision-making behavior to achieve profitability and other business goals

8. 13.8 © 2006 by Prentice Hall Systems and Technologies for Business Intelligence DECISION MAKING AND DECISION-SUPPORT SYSTEMS Figure 13-1 Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

9. 13.9 © 2006 by Prentice Hall Business value of Improve Decision Making DECISION MAKING AND DECISION-SUPPORT SYSTEMS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

10. 13.10 © 2006 by Prentice Hall Business Decision Making and the Decision-Making Process Senior management Middle management and project teams Operational management and project teams Individual employees Decision-Making Levels: DECISION MAKING AND DECISION-SUPPORT SYSTEMS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

11. 13.11 © 2006 by Prentice Hall DECISION MAKING AND DECISION-SUPPORT SYSTEMS Information Requirements of Key Decision-Making Groups in a Firm Figure 13-2 Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

12. 13.12 © 2006 by Prentice Hall Business Decision Making and the Decision-Making Process Its concerned with general yet timely information on changes in the industry and society at large that may affect both the long-term and near-term future of the firm, the firm’s strategic goals, short-term and future performance, specific bottlenecks and trouble affecting operational capabilities, and the overall ability of the firm to achieve its objectives. Senior management DECISION MAKING AND DECISION-SUPPORT SYSTEMS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

13. 13.13 © 2006 by Prentice Hall Business Decision Making and the Decision-Making Process Middle management and project teams. Middle management is concerned with specific, timely information about firm performance, including revenue and cost reduction targets, and with developing plans and budgets to meet strategic goals established by senior management. This group needs to make important decisions about allocating resources, developing short-range plans, and monitoring the performance of departments, task forces, teams, and special project groups. Often the work of middle managers is accomplished in teams or small groups of managers working on a task. DECISION MAKING AND DECISION-SUPPORT SYSTEMS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

14. 13.14 © 2006 by Prentice Hall Business Decision Making and the Decision-Making Process Operational management and project teams. Operational management monitors the performance of each subunit of the firm and manages individual employees. Operational managers are in charge of specific projects and allocate resources within the project budget, establish schedules, and make personnel decisions. Operational work may also be accomplished through teams. DECISION MAKING AND DECISION-SUPPORT SYSTEMS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

15. 13.15 © 2006 by Prentice Hall Business Decision Making and the Decision-Making Process Individual employees. Employees try to fulfill the objectives of managers above them, following established rules and procedures for their routine activities, Increasingly, however, employees are granted much broader responsibilities and decision – making authority based on their own best judgment and information in corporate systems. Employees may be making decisions about specific vendors, customers, and other employees. Because employees interact directly with the public, how well they make their decisions can directly impact the firm’s revenue streams. DECISION MAKING AND DECISION-SUPPORT SYSTEMS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

16. 13.16 © 2006 by Prentice Hall Unstructured decisions: Types of Decisions DECISION MAKING AND DECISION-SUPPORT SYSTEMS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Novel, non-routine decisions requiring judgment and insights Examples: Approve capital budget; decide corporate objectives

17. 13.17 © 2006 by Prentice Hall Structured decisions: DECISION MAKING AND DECISION-SUPPORT SYSTEMS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Routine decisions with definite procedures Examples: Restock inventory; determine special offers to customers Semistructured decisions: Only part of decision has clear-cut answers provided by accepted procedures Examples: Allocate resources to managers; develop a marketing plan Types of Decisions (Continued)

18. 13.18 © 2006 by Prentice Hall Management Information Systems (MIS) Decision-Support Systems (DSS) Executive Support Systems (ESS) Group Decision-Support Systems (GDSS) Systems for Decision Support There are four kinds of systems that support the different levels and types of decisions: Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm DECISION MAKING AND DECISION-SUPPORT SYSTEMS

19. 13.19 © 2006 by Prentice Hall Systems for Decision Support Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm DECISION MAKING AND DECISION-SUPPORT SYSTEMS

20. 13.20 © 2006 by Prentice Hall Stages in Decision Making Figure 13-3 Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm DECISION MAKING AND DECISION-SUPPORT SYSTEMS

21. 13.21 © 2006 by Prentice Hall Information quality: Accuracy, integrity, consistency, completeness, validity, timeliness, accessibility Decision Making in the Real World In the real world, investments in decision-support systems do not always work because of Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm DECISION MAKING AND DECISION-SUPPORT SYSTEMS

22. 13.22 © 2006 by Prentice Hall Management filters: Biases and bad decisions of managers Organizational inertia: Strong forces within organization that resist change. Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm DECISION MAKING AND DECISION-SUPPORT SYSTEMS Decision Making in the Real World (Continued)

23. 13.23 © 2006 by Prentice Hall Six Major Trends: Detailed enterprise-wide data Broadening decision rights and responsibilities Trends in Decision Support and Business Intelligence The rise of client/server computing, the Internet, and Web technologies made a major impact on systems that support decision making. Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm DECISION MAKING AND DECISION-SUPPORT SYSTEMS

24. 13.24 © 2006 by Prentice Hall Intranets and portals Personalization and customization of information Extranets and collaborative commerce Team support tools Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm DECISION MAKING AND DECISION-SUPPORT SYSTEMS Trends in Decision Support and Business Intelligence (Continued)

25. 13.25 © 2006 by Prentice Hall Primarily address structured problems Provides typically fixed, scheduled reports based on routine flows of data and assists in the general control of the business SYSTEMS FOR DECISION SUPPORT The Difference between MIS and DSS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Management Information Systems:

26. 13.26 © 2006 by Prentice Hall Support semistructured and unstructured problems Greater emphasis on models, assumptions, ad-hoc queries, display graphics Emphasizes change, flexibility, and a rapid response SYSTEMS FOR DECISION SUPPORT Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Decision Support Systems:

27. 13.27 © 2006 by Prentice Hall Model-driven DSS: SYSTEMS FOR DECISION SUPPORT Types of Decision-Support Systems Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Primarily stand-alone systems Use a strong theory or model to perform “what-if” and similar analyses

28. 13.28 © 2006 by Prentice Hall

29. 13.29 © 2006 by Prentice Hall Data-driven DSS: SYSTEMS FOR DECISION SUPPORT Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Integrated with large pools of data in major enterprise systems and Web sites Support decision making by enabling user to extract useful information Data mining: Can obtain types of information such as associations, sequences, classifications, clusters, and forecasts

30. 13.30 © 2006 by Prentice Hall SYSTEMS FOR DECISION SUPPORT Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm types of information that can be yielded from datamining : Associations are occurrences linked to a single event. For instance, a study of supermarket purchasing patterns might reveal that when corn chips are purchased, a cola drink is purchased 65 percent of the time, but when there is a promotion, cola is purchased 85 percent of the time. With this information, managers can make better decisions because they have learned the profitability of a promotion. In sequences, events are linked over time. One might find, for example, that if a house is purchased, then a new refrigerator will be purchased within two weeks 65 percent of the time, and an oven will be bought within one month of the home purchase 45 percent of the time.

31. 13.31 © 2006 by Prentice Hall SYSTEMS FOR DECISION SUPPORT Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm types of information that can be yielded from datamining : Classification recognizes patterns that describe the group to which an item belongs by examining existing items that have been classified and by inferring a set of rules. For example, businesses such as credit card or telephone companies worry about the loss of steady customers. Classification can help discover the characteristics of customers who are likely to leave and can provide a model to help managers predict who they are so that they can devise special campaigns to retain such customers. Clustering works in a manner similar to classification when no groups have yet been defined. A datamining tool will discover different groupings within data, such as finding affinity groups for bank cards or partitioning a database into groups of customers based on demographics and types of personal investments.

32. 13.32 © 2006 by Prentice Hall Datamining uses statistical analysis tools as well as neural networks, fuzzy logic, genetic algorithms, or rule-based and other intelligent techniques. It is an important aspect of knowledge discovery, which includes selection, preparation, and interpretation of the contents of large databases to identify novel and valuable patterns in the data.

33. 13.33 © 2006 by Prentice Hall DSS database: A collection of current or historical data from a number of applications or groups DSS software system: Contains the software tools for data analysis, with models, data mining, and other analytical tools DSS user interface: Graphical, flexible interaction between users of the system and the DSS software tools SYSTEMS FOR DECISION SUPPORT Components of DSS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

34. 13.34 © 2006 by Prentice Hall SYSTEMS FOR DECISION SUPPORT Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Statistical models Optimization models Forecasting models Sensitivity analysis (“what-if” models) Model: An abstract representation that illustrates the components or relationships of a phenomenon

35. 13.35 © 2006 by Prentice Hall Overview of a Decision-Support System Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Figure 13-4 SYSTEMS FOR DECISION SUPPORT

36. 13.36 © 2006 by Prentice Hall Sensitivity Analysis Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm SYSTEMS FOR DECISION SUPPORT Asks “what-if” questions repeatedly to determine the impact of changeAsks “what-if” questions repeatedly to determine the impact of change

37. 13.37 © 2006 by Prentice Hall Sensitivity Analysis Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm SYSTEMS FOR DECISION SUPPORT Figure 13-5

38. 13.38 © 2006 by Prentice Hall There are many ways in which DSS can be used to support decision making. Table 13-4 lists examples of DSS in well-known organizations.There are many ways in which DSS can be used to support decision making. Table 13-4 lists examples of DSS in well-known organizations. Some of these DSS are helping companies improve supply chain management or customer relationship management. Some take advantage of the company-wide data provided by enterprise systems. DSS today can also harness the interactive capabilities of the Web to provide decision-support tools to both employees and customers.Some of these DSS are helping companies improve supply chain management or customer relationship management. Some take advantage of the company-wide data provided by enterprise systems. DSS today can also harness the interactive capabilities of the Web to provide decision-support tools to both employees and customers.

39. 13.39 © 2006 by Prentice Hall

40. 13.40 © 2006 by Prentice Hall Providing fine-grained information for decisions that enable the firm to coordinate both internal and external business processes much more precisely Helping with decisions in SYSTEMS FOR DECISION SUPPORT Business Value of DSS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Supply chain management Customer relationship management

41. 13.41 © 2006 by Prentice Hall Pricing Decisions Asset Utilization Data Visualization: Presentation of data in graphical forms, to help users see patterns and relationships Geographic Information Systems (GIS): Special category of DSS that display geographically referenced data in digitized maps SYSTEMS FOR DECISION SUPPORT Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Business Value of DSS (Continued)

42. 13.42 © 2006 by Prentice Hall Supply chain decisions involve determining “who, what, when, and where” from purchasing and transporting materials and parts through manufacturing products and distributing and delivering those products to customers.Supply chain decisions involve determining “who, what, when, and where” from purchasing and transporting materials and parts through manufacturing products and distributing and delivering those products to customers. Supply chain management systems contain data about inventory, supplier performance, and logistics of materials and finished goods.Supply chain management systems contain data about inventory, supplier performance, and logistics of materials and finished goods. DSS can draw on such data to help managers examine this complex chain comprehensively and search among a huge number of alternatives for the combinations that are most efficient and cost-effective.DSS can draw on such data to help managers examine this complex chain comprehensively and search among a huge number of alternatives for the combinations that are most efficient and cost-effective. The prime management goal might be to reduce overall costs while creasing the speed and accuracy of filling customer orders.The prime management goal might be to reduce overall costs while creasing the speed and accuracy of filling customer orders. DSS for Supply Chain Management

43. 13.43 © 2006 by Prentice Hall Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm SYSTEMS FOR DECISION SUPPORT DSS for Customer Relationship Management DSS for customer relationship management use datamining to guide decisions about pricing, customer retention, market share, and new revenue streams. These systems typically consolidate customer information from a variety of systems into massive data warehouses and use various analytical tools to slice it into tiny segments for one-to-one marketingDSS for customer relationship management use datamining to guide decisions about pricing, customer retention, market share, and new revenue streams. These systems typically consolidate customer information from a variety of systems into massive data warehouses and use various analytical tools to slice it into tiny segments for one-to-one marketing

44. 13.44 © 2006 by Prentice Hall A DSS for Customer Analysis and Segmentation Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm SYSTEMS FOR DECISION SUPPORT Figure 13-6

45. 13.45 © 2006 by Prentice Hall DSS based on the Web and the Internet can support decision making by providing online access to various databases and information pools along with software for data analysis Some of these DSS are targeted toward management, but many have been developed to attract customers. SYSTEMS FOR DECISION SUPPORT Web-Based Customer Decision-Support Systems Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

46. 13.46 © 2006 by Prentice Hall Customer decision making has become increasingly information intensive, with Internet search engines, intelligent agents, online catalogs, Web directories, e-mail, and other tools used to help make purchasing decisions. Customer decision-support systems (CDSS) support the decision-making process of an existing or potential customer. SYSTEMS FOR DECISION SUPPORT Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Web-based Customer Decision-Support Systems (Continued)

47. 13.47 © 2006 by Prentice Hall Group Decision-Support System (GDSS) is an interactive computer-based system used to facilitate the solution of unstructured problems by a set of decision makers working together as a group. GROUP DECISION-SUPPORT SYSTEMS What Is a GDSS? Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

48. 13.48 © 2006 by Prentice Hall Hardware (conference facility, audiovisual equipment, etc.) Software tools (Electronic questionnaires, brainstorming tools, voting tools, etc.) People (Participants, trained facilitator, support staff) Three Main Components of GDSS: Three Main Components of GDSS: Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm GROUP DECISION-SUPPORT SYSTEMS

49. 13.49 © 2006 by Prentice Hall Electronic questionnaires aid the organizers in premeeting planning by identifying issues of concern and by helping to ensure that key planning information is not overlooked. Electronic brainstorming tools allow individuals, simultaneously and anonymously, to contribute ideas on the topics of the meeting Idea organizers facilitate the organized integration and synthesis of ideas generated during brainstorming. Questionnaire tools support the facilitators and group leaders as they gather information before and during the process of setting priorities. GROUP DECISION-SUPPORT SYSTEMS (GDSS) GDSS Software Tools Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

50. 13.50 © 2006 by Prentice Hall Tools for voting or setting priorities make available a range of methods from simple voting, to ranking in order, to a range of weighted techniques for setting priorities or voting. Stakeholder identification and analysis tools use structured approaches to evaluate the impact of an emerging proposal on the organization and to identify stakeholders and evaluate the potential impact of those stakeholders on the proposed project. Policy formation tools provide structured support for developing agreement on the wording of policy statements. Group dictionaries document group agreement on definitions of words and terms central to the project. People refers not only to the participants but also to a trained facilitator and often to a staff that supports the hardware and software Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm

51. 13.51 © 2006 by Prentice Hall In a GDSS electronic meeting, each attendee has a workstation. The workstations are networked and are connected to the facilitator’s console, which serves as the facilitator’s workstation and control panel, and to the meeting’s file server. All data that the attendees forward from their workstations to the group are collected and saved on the file server. Overview of a GDSS Meeting Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm GROUP DECISION-SUPPORT SYSTEMS

52. 13.52 © 2006 by Prentice Hall The facilitator is able to project computer images onto the projection screen at the front of the room. Many electronic meeting rooms have seating arrangements in semicircles and are tiered in legislative style to accommodate a large number of attendees. The facilitator controls the use of tools during the meeting. Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm GROUP DECISION-SUPPORT SYSTEMS Overview of a GDSS Meeting (Continued)

53. 13.53 © 2006 by Prentice Hall Group System Tools Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Figure 13-7 GROUP DECISION-SUPPORT SYSTEMS Source: From Nunamaker et al., “Electronic Meeting Systems to Support Group Work,” Communication of the ACM, July 1991. Reprinted with permission.

54. 13.54 © 2006 by Prentice Hall Traditional decision-making meetings support an optimal size of three to five attendees. GDSS allows a greater number of attendees. Enable collaborative atmosphere by guaranteeing contributor’s anonymity. Enable nonattendees to locate organized information after the meeting. Business Value of GDSS Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm GROUP DECISION-SUPPORT SYSTEMS

55. 13.55 © 2006 by Prentice Hall Can increase the number of ideas generated and the quality of decisions while producing the desired results in fewer meetings Can lead to more participative and democratic decision making Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm GROUP DECISION-SUPPORT SYSTEMS Business Value of GDSS (Continued)

56. 13.56 © 2006 by Prentice Hall ESS can bring together data from all parts of the firm and enable managers to select, access, and tailor them as needed. It tries to avoid the problem of data overload so common in paper reports. Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm The Role of Executive Support Systems in the Firm EXECUTIVE SUPPORT IN THE ENTERPRISE

57. 13.57 © 2006 by Prentice Hall The ability to drill down is useful not only to senior executives but also to employees at lower levels of the firm who need to analyze data. Can integrate comprehensive firmwide information and external data in timely manner Inclusion of modeling and analysis tools usable with a minimum of training Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm EXECUTIVE SUPPORT IN THE ENTERPRISE The Role of Executive Support Systems in the Firm (Continued)

58. 13.58 © 2006 by Prentice Hall Ability to analyze, compare, and highlight trends Graphical interface enables users to review data more quickly and with more insight, speeding decision making. Timeliness and availability of data enables more timely decision making, helping businesses move toward a “sense-and-respond” strategy. Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Business Value of Executive Support Systems EXECUTIVE SUPPORT IN THE ENTERPRISE

59. 13.59 © 2006 by Prentice Hall Increases upper management span of control, better monitoring ESS based on enterprise-wide data can be used for decentralization of decision making or increase management centralization. Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm EXECUTIVE SUPPORT IN THE ENTERPRISE Business Value of Executive Support Systems (Continued)

60. 13.60 © 2006 by Prentice Hall Four Star Distribution: Uses ESS for competitive intelligence; global buying trends can be shared with manufacturers, distributors, sales representatives to get latest products to customer before selling season begins Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Executive Support Systems and the Digital Firm EXECUTIVE SUPPORT IN THE ENTERPRISE

61. 13.61 © 2006 by Prentice Hall Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm EXECUTIVE SUPPORT IN THE ENTERPRISE Verizon Communications and Pharmacia Corporation: Monitoring corporate performance with Digital Dashboards and Balanced Scorecard Systems Roadway Express: Enterprise-Wide Reporting and Analysis Executive Support Systems and the Digital Firm (Continued)

62. 13.62 © 2006 by Prentice Hall Decision-support systems provide opportunities for increasing precision, accuracy, and rapidity of decisions and thereby contributing directly to profitability Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Management Opportunities: MANAGEMENT OPPORTUNITIES, CHALLENGES AND DECISIONS

63. 13.63 © 2006 by Prentice Hall Building systems that can actually fulfill Executive Information Requirements Changing management thinking to make better use of systems for decision support Organizational resistance Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Management Challenges: MANAGEMENT OPPORTUNITIES, CHALLENGES AND DECISIONS

64. 13.64 © 2006 by Prentice Hall Users must work with IS specialists to identify a problem and a specific set of capabilities that will help them arrive at decisions about the problem. The system must be flexible, easy to use, and capable of supporting alternative decision options. Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm Solution Guidelines: MANAGEMENT OPPORTUNITIES, CHALLENGES AND DECISIONS Flexible Design and Development:

65. 13.65 © 2006 by Prentice Hall User training, involvement, and experience; top management support; and length of use are the most important factors in the success of management support systems. Management Information Systems Chapter 13 Enhancing Decision Making for the Digital Firm MANAGEMENT OPPORTUNITIES, CHALLENGES AND DECISIONS Training and Management Support: Solution Guidelines (Continued)