Turban et al (2007) pg. 57.
Involves
- finding
- developing
- analysing
- alternative courses of action
- Testing courses of action
- modeling
- determining outcomes of each possible course of action
Showing posts with label Simon. Show all posts
Showing posts with label Simon. Show all posts
Thursday, September 17, 2009
Simon’s (2) Design Phase
“finding or developing and analyzing possible courses of action.”
Turban et al (2007) pg. 57.
Involves
Turban et al (2007) pg. 57.
Involves
Herbert Simon’s model
Four phases of decision-making:
Intelligence Phase –
identify the problem
“the decision maker examines reality and identifies and defines the problem. Problem ownership is established as well.”
Design Phase
build a model to generate alternatives
“finding or developing and analyzing possible courses of action.”
Choice Phase
develop and choose a solution
“the actual decision is made and the commitment to follow a certain course of action is made.”
Implementation Phase
implement the solution
“putting a recommended solution to work.”
Intelligence Phase –
identify the problem
“the decision maker examines reality and identifies and defines the problem. Problem ownership is established as well.”
Design Phase
build a model to generate alternatives
“finding or developing and analyzing possible courses of action.”
Choice Phase
develop and choose a solution
“the actual decision is made and the commitment to follow a certain course of action is made.”
Implementation Phase
implement the solution
“putting a recommended solution to work.”
Decision-making as an organised & structured process:
Providing decision support in an organised and effective way assumes that decision-making can be modelled and analysed as a general, structured process.
If so, a generalised model of decision-making can become a basis for a systematic approach to decision support.
E.g. Herbert Simon’s ‘model’ of decision-making.
If so, a generalised model of decision-making can become a basis for a systematic approach to decision support.
E.g. Herbert Simon’s ‘model’ of decision-making.
Operations research approach (OR) / Management Science
1. Define the problem (decision situation with difficulty or opportunity)
2. Classify the problem into a standard category
3. Construct a model that describes a real world problem
4. Identify possible solutions to the modelled problem and evaluate solutions
5. Compare, choose and recommend a potential solution to the problem.
Differs to Simon's Decision Making Process because t seeks to classify a problem into a standard category.
Based on mathematical modelling which transforms a world problem into an appropriate prototype.
2. Classify the problem into a standard category
3. Construct a model that describes a real world problem
4. Identify possible solutions to the modelled problem and evaluate solutions
5. Compare, choose and recommend a potential solution to the problem.
Differs to Simon's Decision Making Process because t seeks to classify a problem into a standard category.
Based on mathematical modelling which transforms a world problem into an appropriate prototype.
Simon's decision making process pg 15
1. Define the problem (decision situation with difficulty or opportunity)
2. Classify the problem into a standard category
3. Construct a model that describes a real world problem
4. Identify possible solutions to the modelled problem and evaluate solutions
5. Compare, choose and recommend a potential solution to the problem.
2. Classify the problem into a standard category
3. Construct a model that describes a real world problem
4. Identify possible solutions to the modelled problem and evaluate solutions
5. Compare, choose and recommend a potential solution to the problem.
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