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The Design Process

  • Andrew M. McCosh
  • Michael S. Scott Morton

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.

Keywords

Design Process Decision Support System Senior Manager Explicit Model Line Manager 
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.
    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.Google Scholar
  2. 2.
    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).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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