Operational Research in Organizations

  • Paul Keys
Part of the Contemporary Systems Thinking book series (CST)

Abstract

It emerges from the analysis of the OR process in the previous chapter that it provides a strong interaction between the operational researchers and the organization to which it is relevant. In this chapter the character of this interaction and its implications for the practice of OR groups based in and primarily serving a particular organization are examined. The processes concerned operate at two particular levels. First, there is a set of connections which need to occur if a particular study, or project, is to be successfully carried out. These connections are partially described in the previous chapter and are associated with the various stages of the OR process as discussed there. Second, there is a more complex and sophisticated set of interactions between the OR analysts in an organization and the other parts of that organization which are concerned with the broader role of the OR group. These connections are not captured by the discussion in the previous chapter, and their nature will become clearer after the first level has been considered in detail below.

Keywords

Operational Research Project Team Change Agent Previous Chapter Host Organization 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Copyright information

© Springer Science+Business Media New York 1991

Authors and Affiliations

  • Paul Keys
    • 1
  1. 1.University of HullHullUK

Personalised recommendations