Symposium Analysis and Modeling of Use of Procedures in Dynamic Worlds: Implications for the Design of Computer-Based Procedures

Author(s):  
Emilie M. Roth ◽  
Kevin M. Corker

In dynamic high risk environments, such as aviation, air traffic control, and nuclear power plant operations, when emergencies arise, the burden of diagnosing and developing a response strategy in real time can be very high. One response to this problem that has been adopted in a number of domains is to develop preplanned response strategies in the form of procedures that the person-on-the-scene is expected to follow in dealing with the emergency. This symposium examines the cognitive demands inherent in responding to emergencies when procedures are available, and the implications for development of computer-based procedures and related decision-support systems. The four papers examine procedure-supported performance from different perspectives. Three of the papers directly compare operator performance in simulated emergencies using paper-based procedures with operator performance using prototypes of computer-based procedures. The paper by Converse, reports an empirical study comparing operator performance using these two modes of support. The papers by Laughery and Persensky and Hoecker, Corker, Roth, Lipner and Bunzo examine the use of simulation models of operator performance as engineering tools for predicting the effect of computer-based procedures on operator performance. All three papers point to ways in which computer-based procedures facilitate operator performance and ways in which they impose new demands. The fourth paper, by Roth, investigates operator performance in more complex simulated emergencies that are not fully addressed by the procedures. The paper describes the cognitive activities required of operators to recognize and deal with situations that go beyond the available procedural guidance, and discusses implications for the design of computerized procedures and related decision support systems.

Author(s):  
Soraya Rahma Hayati ◽  
Mesran Mesran ◽  
Taronisokhi Zebua ◽  
Heri Nurdiyanto ◽  
Khasanah Khasanah

The reception of journalists at the Waspada Daily Medan always went through several rigorous selections before being determined to be accepted as journalists at the Waspada Medan Daily. There are several criteria that must be possessed by each participant as a condition for becoming a journalist in the Daily Alert Medan. To get the best participants, the Waspada Medan Daily needed a decision support system. Decision Support Systems (SPK) are part of computer-based information systems (including knowledge-based systems (knowledge management)) that are used to support decision making within an organization or company. Decision support systems provide a semitructured decision, where no one knows exactly how the decision should be made. In this study the authors applied the VlseKriterijumska Optimizacija I Kompromisno Resenje (VIKOR) as the method to be applied in the decision support system application. The VIKOR method is part of the Multi-Attibut Decision Making (MADM) Concept, which requires normalization in its calculations. The expected results in this study can obtain maximum decisions.Keywords: Journalist Acceptance, Decision Support System, VIKOR


2010 ◽  
pp. 135-143 ◽  
Author(s):  
Udo Richard Averweg

Decision support systems (DSS) deal with semi-structured problems. Such problems arise when managers in organisations are faced with decisions where some but not all aspects of a task or procedure are known. To solve these problems and use the results for decision-making requires judgement of the manager using the system. Typically such systems include models, data manipulation tools, and the ability to handle uncertainty and risk. These systems involve information and decision technology (Forgionne, 2003). Many organisations are turning to DSS to improve decision-making (Turban, McLean, & Wetherbe, 2004). This is a result of the conventional information systems (IS) not being sufficient to support an organisation’s critical response activities—especially those requiring fast and/or complex decision-making. In general, DSS are a broad category of IS (Power, 2003). A DSS is defined as “an interactive, flexible, and adaptable computer-based information system, specially developed for supporting the solution of a non-structured management problem for improved decision-making. It utilises data, it provides easy user interface, and it allows for the decision maker’s own insights” (Turban, 1995). There is a growing trend to provide managers with IS that can assist them in their most important task—making decisions. All levels of management can benefit from the use of DSS capabilities. The highest level of support is usually for middle and upper management (Sprague & Watson, 1996). The question of how a DSS supports decision-making processes will be described in this article. This article is organised as follows: The background to decisionmaking is introduced. The main focus (of this article) describes the development of the DSS field. Some future trends for the DSS field are then suggested. Thereafter a conclusion is given.


Author(s):  
John Wang ◽  
James Yao ◽  
Jeffrey Hsu

Over the four decades of its history, decision support systems (DSSs) have moved from a radical movement that changed the way information systems were perceived in business, to a mainstream commercial information technology movement that all organizations engage. This interactive, flexible, and adaptable computer-based information system derives from two main areas of research: the theoretical studies of organizational decision making done at the Carnegie Institute in the 1950s and early 1960s as well as the technical work on interactive computer systems which was mainly performed by the Massachusetts Institute of Technology (Keen & Morton, 1978). DSSs began due to the importance of formalizing a record of ideas, people, systems, and technologies implicated in this sector of applied information technology. But the history of this system is not precise due to the many individuals involved in different stages of DSSs and various industries while claiming to be pioneers of the system (Arnott & Pervan, 2005; Power, 2003). DSSs have become very sophisticated and stylish since these pioneers began their research. Many new systems have expanded the frontiers established by these pioneers yet the core and basis of the system remains the same. Today, DSSs are used in the finance, accounting, marketing, medical, as well as many other fields.


Author(s):  
John Wang ◽  
David J. Radosevich

Over the four decades of its history, decision support systems (DSSs) have moved from a radical movement that changed the way information systems were perceived in business, to a mainstream commercial information technology movement that all organizations engage. This interactive, flexible, and adaptable computer-based information system derives from two main areas of research: the theoretical studies of organizational decision making done at the Carnegie Institute in the 1950’s and early 1960’s as well as the technical work on interactive computer systems which was mainly performed by the Massachusetts Institute of Technology (Keen & Morton, 1978).


Author(s):  
Udo Richard Averweg

Decision support systems (DSS) deal with semi-structured problems. Such problems arise when managers in organisations are faced with decisions where some but not all aspects of a task or procedure are known. To solve these problems and use the results for decision-making requires judgement of the manager using the system. Typically such systems include models, data manipulation tools, and the ability to handle uncertainty and risk. These systems involve information and decision technology (Forgionne, 2003). Many organisations are turning to DSS to improve decision-making (Turban, McLean, & Wetherbe, 2004). This is a result of the conventional information systems (IS) not being sufficient to support an organisation’s critical response activities—especially those requiring fast and/or complex decision-making. In general, DSS are a broad category of IS (Power, 2003). A DSS is defined as “an interactive, flexible, and adaptable computer-based information system, specially developed for supporting the solution of a non-structured management problem for improved decision-making. It utilises data, it provides easy user interface, and it allows for the decision maker’s own insights” (Turban, 1995). There is a growing trend to provide managers with IS that can assist them in their most important task—making decisions. All levels of management can benefit from the use of DSS capabilities. The highest level of support is usually for middle and upper management (Sprague & Watson, 1996). The question of how a DSS supports decision-making processes will be described in this article. This article is organised as follows: The background to decisionmaking is introduced. The main focus (of this article) describes the development of the DSS field. Some future trends for the DSS field are then suggested. Thereafter a conclusion is given.


1988 ◽  
Vol 22 (1-4) ◽  
pp. 387-399 ◽  
Author(s):  
Takamichi Ogino ◽  
Yasuo Nishizawa ◽  
Toshihiko Morioka ◽  
Norio Naito ◽  
Mamoru Tani ◽  
...  

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