scholarly journals Decision support systems in Slovak forestry planning: a review / Systémy na podporu rozhodovania v lesníckom plánovaní na Slovensku: prehľad

2015 ◽  
Vol 61 (1) ◽  
pp. 19-30 ◽  
Author(s):  
Ján Tuček ◽  
Róbert Sedmák ◽  
Andrea Majlingová ◽  
Maroš Sedliak ◽  
Susete Marques
Keyword(s):  
Decision Support ◽  
Forest Management ◽  
Decision Support Systems ◽  
Support Systems ◽  
Computer Based ◽  
Management Techniques ◽  
Planning Problems ◽  
Support Decision Making ◽  
Support Research

Abstract Project COST Action FP 0804 - FORSYS summarizes European experiences in developing and applying decision support systems for forest management. This paper introduces FORSYS methodology for the classification of current forest management problems and for the description of existing decision support systems. The paper identifies the general forestry planning problems that need to be solved in Slovakia, lists the DSS tools available in Slovakia and evaluate their ability for addressing the identified problems. Finally, the research needs and gaps in this field were identified. A comparison of the situation regarding decision support in Slovakia and both in Europe and neighbouring countries (Austria, Hungary) is introduced in order to justify the identified needs. The paper is focused on the overview of models, methods and knowledge management techniques which are available in Slovakia now. We found out that the Slovak decision support research follows the state in Europe with a significant time delay and a lack of adequate instruments for addressing the contemporary planning problems exists. Consequently, there is a strong need for the development and application of computer-based tools to support decision-making problems in forest management.

IMPLEMENTASI METODE VIKOR DALAM PENERIMAAN JURNALIS PADA KORAN WASPADA MEDAN

2018 ◽  
Vol 2 (1) ◽  
Author(s):  
Soraya Rahma Hayati ◽  
Mesran Mesran ◽  
Taronisokhi Zebua ◽  
Heri Nurdiyanto ◽  
Khasanah Khasanah
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support System ◽  
Decision Support Systems ◽  
Support System ◽  
Support Systems ◽  
Knowledge Based ◽  
Computer Based ◽  
Support Decision Making ◽  
Made In

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

scholarly journals Decision-Support Systems For Ambulatory Care, Including Pandemic Requirements: Using Mathematically Optimized Solutions

2021 ◽  
Author(s):  
Neele Leithäuser ◽  
Dennis Adelhütte ◽  
Kristin Braun ◽  
Christina Büsing ◽  
Martin Comis ◽  
...  
Keyword(s):  
Decision Support ◽  
Decision Support Systems ◽  
Ambulatory Care ◽  
Support Systems ◽  
Alternative Solution ◽  
Healthcare Sector ◽  
Decision Support Tools ◽  
Transport Services ◽  
Support Tools ◽  
Planning Problems

Abstract Background: The healthcare sector poses many strategic, tactic and operational planning questions. Due to the historically grown structures, planning is often locally confined and much optimization potential is foregone. Methods: We implemented optimized decision-support systems for ambulatory care for four different real-world case studies that cover a variety of aspects in terms of planning scope and decision support tools. All are based on interactive cartographic representations and are being developed in cooperation with domain experts. The planning problems that we present are the problem of positioning centers for vaccination against Covid-19 (strategical) and emergency doctors (strategical/tactical), the out-of-hours pharmacy planning problem (tactical), and the route planning of patient transport services (operational). For each problem, we describe the planning question, give an overview of the mathematical model and present the implemented decision support application. Results: Mathematical optimization can be used to model and solve these planning problems. However, in order to convince decision-makers of an alternative solution structure, mathematical solutions must be comprehensible and tangible. Appealing and interactive decision-support tools can be used in practice to convince public health experts of the benefits of an alternative solution. The more strategic the problem and the less sensitive the data, the easier it is to put a tool into practice. Conclusions: Exploring solutions interactively is rarely supported in existing planning tools. However, in order to bring new innovative tools into productive use, many hurdles must be overcome.

Decision Support Systems in Forest Management

2008 ◽  
pp. 499-533 ◽  
Author(s):  
Keith M. Reynolds ◽  
Mark Twery ◽  
Manfred J. Lexer ◽  
Harald Vacik ◽  
Duncan Ray ◽  
...  
Keyword(s):  
Decision Support ◽  
Forest Management ◽  
Decision Support Systems ◽  
Support Systems

Critical Issues in Mobile Solution-Based Clinical Decision Support Systems

2021 ◽  
pp. 32-45
Author(s):  
Nalika Ulapane ◽  
Nilmini Wickramasinghe
Keyword(s):  
Decision Support ◽  
Decision Support Systems ◽  
Clinical Decision Support ◽  
Support Systems ◽  
Digital Health ◽  
Clinical Decision Support Systems ◽  
Clinical Decision ◽  
Primary Objective ◽  
Critical Issues

The use of mobile solutions for clinical decision support is still a rather nascent area within digital health. Shedding light on this important application of mobile technology, this chapter presents the initial findings of a scoping review. The review's primary objective is to identify the state of the art of mobile solution based clinical decision support systems and the persisting critical issues. The authors contribute by classifying identified critical issues into two matrices. Firstly, the issues are classified according to a matrix the authors developed, to be indicative of the stage (or timing) at which the issues occur along the timeline of mobile solution development. This classification includes the three classes: issues persisting at the (1) stage of developing mobile solutions, (2) stage of evaluating developed solutions, and (3) stage of adoption of developed solutions. Secondly, the authors present a classification of the same issues according to a standard socio-technical matrix containing the three classes: (1) technological, (2) process, and (3) people issues.

Decision Support Systems and Decision-Making Processes

2010 ◽  
pp. 135-143 ◽  
Author(s):  
Udo Richard Averweg
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Support Systems ◽  
Management Problem ◽  
Upper Management ◽  
Structured Problems ◽  
Decision Making Processes ◽  
Complex Decision Making ◽  
Computer Based

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.

Interactive, Flexible, and Adaptable Decision Support Systems

2009 ◽  
pp. 557-562
Author(s):  
John Wang ◽  
James Yao ◽  
Jeffrey Hsu
Keyword(s):  
Information Technology ◽  
Decision Support ◽  
Decision Support Systems ◽  
Support Systems ◽  
Massachusetts Institute Of Technology ◽  
Organizational Decision Making ◽  
History Of ◽  
Computer Based ◽  
Institute Of Technology ◽  
The Many

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.

Decision Support Systems

2011 ◽  
pp. 197-202
Author(s):  
John Wang ◽  
David J. Radosevich
Keyword(s):  
Decision Support ◽  
Decision Support Systems ◽  
Support Systems ◽  
Theoretical Studies ◽  
Massachusetts Institute ◽  
Massachusetts Institute Of Technology ◽  
Organizational Decision Making ◽  
Computer Based ◽  
Institute Of Technology ◽  
Radical Movement

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).

Decision Support Systems and Decision-Making Processes

2010 ◽  
pp. 218-224 ◽  
Author(s):  
Udo Richard Averweg
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Support Systems ◽  
Management Problem ◽  
Upper Management ◽  
Structured Problems ◽  
Decision Making Processes ◽  
Complex Decision Making ◽  
Computer Based

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.

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