Some Organizational Implications

  • Andrew M. McCosh
  • Michael S. Scott Morton


In the preceding chapters we have illustrated the usefulness of computer time sharing in the management decision-making process. We have established that there is a class of important decisions which may be facilitated by approaching them in a new way using new tools. We must now consider what sort of “people problem” this approach to the decisionmaking process is likely to cause. Knowing this we can forestall many such difficulties. When the time-sharing procedure advances beyond its present experimental status, and becomes the standard method of solution for a significant group of management decisions, a considerable part of the organization will be influenced by this new procedure. The human implications cannot be left to chance. In this chapter we shall use the phrase “time-shared decision support systems” often. Some of the systems we have seen in action employ dedicated machines, rather than time-shared ones, and we include these in our area of discussion in this chapter.


Decision Maker Decision Support System Review Group Time Sharing Computer Terminal 
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.
    H. J. Leavitt, Managerial Psychology, 2nd ed. (Chicago: University of Chicago Press, 1964), especially page 323.Google Scholar
  2. 2.
    J. A. Seiler, Systems Analysis in Organizational Behavior Homewood, Ill.: Richard D. Irwin, Inc., 1967).Google Scholar

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

Authors and Affiliations

  • Andrew M. McCosh
  • Michael S. Scott Morton

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