1. Chapter 12: Enhancing Decision Making Dr. Andrew P. Ciganek, Ph.D.

2. Business Value of Improved Decision Making Improving hundreds of thousands of “small” decisions adds up to large annual value Types of decisions –Unstructured: Decision maker must provide judgment, evaluation, and insight to solve problem –Structured: Repetitive and routine; involve definite procedure for handling so they do not have to be treated each time as new –Semistructured: Only part of problem has clear-cut answer provided by accepted procedure

3. Decision Making and IS Senior managers –Make many unstructured decisions e.g., Should we enter a new market? Middle managers –Make more structured decisions but these may include unstructured components e.g., Why is the order fulfillment report showing a decline in Minneapolis? Operational managers, rank and file employees –Make more structured decisions e.g., Does customer meet criteria for credit?

4. Four Stages of Decision Making Intelligence –Discovering, identifying, and understanding the problems occurring in the organization Design –Identifying and exploring solutions to the problem Choice –Choosing among solution alternatives Implementation –Making chosen alternative work and continuing to monitor how well solution is working

5. IS Can Only Assist in Some of the Roles Played by Managers Classical model of management –Five functions of managers Planning, organizing, coordinating, deciding, and controlling More contemporary behavioral models –Actual manager behavior appears less systematic, more informal, less reflective, more reactive, and less well organized than in classical model –Mintzberg’s behavioral model of managers defines 10 managerial roles falling into 3 categories

6. Mintzberg’s Managerial Roles Interpersonal roles: Figurehead, Leader, Liaison Informational roles: Nerve center, Disseminator, Spokesperson Decisional roles: Entrepreneur, Disturbance handler, Resource allocator, Negotiator

7. Why IT Doesn’t Always Produce Positive Results Information quality –High-quality decisions require high-quality info Management filters –Managers have selective attention and have variety of biases that reject information that does not conform to prior conceptions Organizational culture –Strong forces within organizations resist making decisions calling for major change

8. High Velocity Automated Decision Making Possible with computer algorithms precisely defining steps for a highly structured decision Humans taken out of decision –e.g., High-speed computer trading programs Trades executed in 30 milliseconds Responsible for “Flash Crash” of 2010

9. Business Intelligence Infrastructure for collecting, storing, analyzing data produced by business –Databases, data warehouses, data marts Business analytics –Tools and techniques for analyzing data –OLAP, statistics, models, data mining

10. Examples of BI Applications Predictive analytics –Use patterns in data to predict future behavior –e.g., Credit card companies use predictive analytics to determine customers at risk for leaving Data visualization –Help users see patterns and relationships that would be difficult to see in text lists Geographic information systems (GIS) –Ties location-related data to maps

11. EveryBlock – Chicago Narcotics (drug) reports for past 12 months

12. Decision Support Systems Allow varied types of analysis –“What-if” analysis –Sensitivity analysis –Multidimensional analysis / OLAP e. g., pivot tables

13. Sensitivity Analysis “What happens to break-even point if sales price and cost to make each unit increase or decrease?”

14. Pivot Table

15. What to Sell? Charge? Ask Data: ‘For’ and ‘Against’ Exercise 1.Read the article and the following statement. 2.Summarize the best evidence you can give FOR, or in support of, the statement. 3.Summarize the best evidence you can give AGAINST the statement. 4.Include only accurate evidence To remain competitive, organizations must analyze sales patterns and create ‘pricing profiles’.

16. Decision Support for Senior Management Help executives focus on important performance information Balanced scorecard method: –Measures outcomes on four dimensions: Financial Business process Customer Learning & growth –Key performance indicators (KPIs) measure each dimension

17. Balanced Scorecard Framework

18. Group Decision-Support Systems (GDSS) Interactive, computer-based systems that facilitate solving of unstructured problems by set of decision makers Used in conference rooms with special hardware and software for collecting, ranking, storing ideas and decisions Promote a collaborative atmosphere by guaranteeing contributors’ anonymity Support increased meeting sizes with increased productivity

19. UWM GDSS Meeting Room