Abstract
The modeling concepts we have talked about in Chapter 2 and the new forms of technology we have discussed in Chapter 3 must both be applied in a disciplined way in order that a decision support system may be created. This means that there must be an organized, well understood design process for decision support systems. Such a design process lies at the heart of successful application of this new approach in supporting managerial decision making. This field is too new for a thoroughly detailed description to be supplied. Therefore, this chapter does not contain a complete “cookbook” approach to the design and implementation of such systems but it does give the major steps in the process and the important things that must be dealt with if such applications are to be successful.
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Notes
Booz, Allen, and Hamilton, in Taylor, J. Ward Dean, N. J., ‘Managing to Manage the Computer’, Harvard Business Review, 44, 5 (Sept-Oct 1966) 98–110.
G. A. Gorry, “The Development of Managerial Models”, Sloan Management Review, 12, 2 (1971) pp. 1–16; G. A. Gorry and M. S. Scott Morton, “A Framework for Management Information Systems,” Sloan Management Review, M. I. T. (Fall 1971).
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© 1978 Andrew M. McCosh and Michael S. Scott Morton
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McCosh, A.M., Morton, M.S.S. (1978). The Design Process. In: Management Decision Support Systems. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-02764-4_4
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DOI: https://doi.org/10.1007/978-1-349-02764-4_4
Publisher Name: Palgrave Macmillan, London
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