Models for Managers

  • Andrew M. McCosh
  • Michael S. Scott Morton


As we have explained in Chapter 1, this book deals with the use by managers of models to support them in specific types of decision-making processes. In this chapter we want to make clear what we mean by the use of the term models and also to provide some perspective on the various classes of model that exist, particularly those that are most appropriate for use by managers in decision-making situations.


Decision Support System Planning Model Plant Manager Problem Finding Historical 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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  1. 1.
    Pounds, W. F.: “The Process of Problem Finding”, Industrial Management Review, Fall 1969, Vol 1, No. 1, p. 1.Google Scholar
  2. 3.
    This material comes from J. D. C. Little: “Models and Managers: The Concept of a Decision Calculus”, Management Science, Vol. 16, No. 8, April 1970.Google Scholar
  3. 4.
    Little, J. D. C. and Lodish, L. M.: “A Media Planning Calculus”, Operations Research, Vol. 17, January-February 1969, pp. 1–35.CrossRefGoogle Scholar
  4. 5.
    Mathes, R. C.: “‘D’ People and ‘S’ People”, (letter), Science, Vol. 164, (9 May 1968), pp. 630.CrossRefGoogle Scholar
  5. 6.
    Pounds, W. F.: “The Process of Problem Finding”, Industrial Management Review, Vol. 11, Fall 1969, pp. 1–19.Google Scholar
  6. 8.
    Dearden, J.: “Can Management Information Be Automated?”, Harvard Business Review, Vol. 42, (March-April, 1964), pp. 128–135.Google Scholar
  7. 9.
    Much of this material is taken from: Scott Morton, M. S.; “Interactive Visual Display Systems and Management Problem Solving”, Industrial Management Review, Fall 1967, pp. 69–81.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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