Management Misinformation Systems

Management Science (Impact Factor: 2.48). 01/1968; 14(4):147-147. DOI: 10.1108/eb000823
Source: RePEc


Five assumptions commonly made by designers of management information systems are identified. It is argued that these are not justified in many (if not most) cases and hence lead to major deficiencies in the resulting systems. These assumptions are: (1) the critical deficiency under which most managers operate is the lack of relevant information, (2) the manager needs the information he wants, (3) if a manager has the information he needs his decision milking will improve, (4) better communication between managers improves organizational performance, and (5) a manager does not have to understand how his information system works, only how to use it. To overcome these assumptions and the deficiencies which result from them, a management information system should be imbedded in a management control system. A procedure for designing such a system is proposed and an example is given of the type of control system which it produces.

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    • "Decision support Systems (DSS) are developed to support decision makers in their semi-structured tasks and appeared towards the end of 60's (Ackoff, 1968). The first architecture proposed by (Sprague and Carlsson, 1982) was composed by: 1. "
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    ABSTRACT: Knowledge-Based Decision Support Systems (KBDSS) have evolved greatly over the last few decades. The key technologies underpinning the development of KBDSS can be classified into three categories: technologies for knowledge modelling and representation, technologies for reasoning and inference, and Web-based technologies. In the meantime, service systems have emerged and become increasingly important to value adding activities in the current knowledge economy. This paper provides a review on the recent advances in the three types of technologies, as well as the main application domains of KBDSS as service systems. Based on the examination of literature, future research directions are recommended for the development of KBDSS in general and in particular to support decision making in service industry.
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    • "First, the amount of information required to be processed can be too large compared to the amount of time available to process it (Grisé & Gallupe, 1999; Schick et al., 1990). Second, the information may not be of high quality or relevance to the individual (Ackoff, 1967; Ho & Tang, 2001; Pollar, 2003). Third, the information has high entropy (Hiltz & Turoff, 1978), that is, it is not organized or formatted to be recognized as a significant or important part of the information processing context (Ho & Tang, 2001; Jones, Ravid, & Rafaeli, 2004). "
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    Computers in Human Behavior 06/2014; 35:211–223. DOI:10.1016/j.chb.2014.02.045 · 2.69 Impact Factor
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    • "However, although this open and honest exchange of information may lead to greater transparency, awareness and coordination between suppliers and customers (Arshinder and Deshmukh, 2008; Lamming et al., 2001; Martinez-Olvera, 2008), it also carries costs. These costs include the information management costs of gathering, formatting, recording, maintaining and transmitting the information, and the installation and running costs of the IT system that supports these activities (Sahin and Robinson, 2002; Gattiker and Goodhue, 2004; Kelle and Akbulut, 2005; Wu et al., 2007; Bartezzaghi and Verganti, 1995; Ackoff, 1967). The organisation that receives these information flows must also decide how to react to them (giving rise to more costs associated with recording, possibly re-formatting the information , and revising production and, possibly, delivery schedules for other customers) in order to accommodate the changes that have been requested. "
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    ABSTRACT: Within the supply chain context, schedule instability is caused by revisions to forecast demand from customers, problems with scheduled deliveries from suppliers, and disruptions to internal production. Supply chain partners attempt to address schedule instability by regular exchanges of information flows on current demand and delivery forecasts. However, if these updating information flows are unreliable and likely to be over-ridden by subsequent updated schedules, then the problem of schedule instability at the supplier–customer interface is not being solved. The research hypothesis investigated in this paper is whether supply chain partners may reduce schedule instability at the supplier–customer interface by identifying and omitting complexity-adding information flows. To this aim, previous work by the authors on an information-theoretic methodology for measuring complexity is extended and applied in this paper for identifying complexity-adding information flows. The application consists of comparing the complexity index of actual exchanged information flows with the complexity index of scenarios that omit one or more of these information flows. Using empirical results, it is shown that supply chain partners may reduce schedule instability at the supplier–customer interface by identifying and omitting complexity-adding information flows. The applied methodology is independent of the information systems used by the supplier and customer, and it provides an objective, integrative measure of schedule instability at the supplier–customer interface. Two case studies are presented, one in the commodity production environment of fast-moving consumer goods, and another in the customised production environment of electronic products sector. By applying the measurement and analysis methodology, relevant schedule instability-related insights about the specific case-studies are obtained. In light of the findings from these case studies, areas for further research and validation of the conditions in which the proposed research hypothesis holds are also proposed.
    International Journal of Production Economics 09/2013; 145(1):253–262. DOI:10.1016/j.ijpe.2013.04.043 · 2.75 Impact Factor
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