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Conclusion and Prediction

  • Andrew M. McCosh
  • Michael S. Scott Morton

Abstract

We have tried in the previous chapters to develop a workable outline of some of the methods which have proved to be of use in getting decision support systems to function in organizations. In every case, we have tried to illustrate the cyclical processes involved, both during the model development phase and when the model is in use. While the model is being developed, there must be continuous interaction between the manager and the model creator, each step bringing the model closer to the desired condition of being a useful representation of the real situation to the manager involved. In the use phase, the interaction is between the manager and the model. Each step in that interaction enables the manager to test and either reject or adapt his ideas, so that in the end an acceptable solution is arrived at.

Keywords

Decision Support System Cost Level Cost Element Convertible Bond Merger Model 
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.

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Notes

  1. 1.
    R. H. Brady, “Computers in Top Level Decision Making,” Harvard Business Review (July-August 1967) 45, 4, p. 67. York: McGraw-Hill, Inc., 1962).Google Scholar
  2. 2.
    J. M. Fremgen, Managerial Cost Analysis (Homewood, Ill.: Richard D. Irwin, Inc., 1966).Google Scholar
  3. 3.
    C. B. Nickerson, Managerial Cost Accounting and Analysis, 2nd ed. (New York: McGraw-Hill, Inc., 1962).Google Scholar
  4. 4.
    C. T. Meadow, The Analysis of Information Systems (New York: John Wiley & Sons, Inc., 1967). See especially p. 191 et seq. and p. 236 et seq.Google Scholar
  5. 5.
    I. Flores, Data Structure and Management (Englewood Cliffs, N. J.: Prentice-Hall, Inc., 1970).Google Scholar

Copyright information

© Andrew M. McCosh and Michael S. Scott Morton 1978

Authors and Affiliations

  • Andrew M. McCosh
  • Michael S. Scott Morton

There are no affiliations available

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