Page 201 - DMGT505_MANAGEMENT_INFORMATION_SYSTEM

Management Information Systems

Notes Structured decision support systems may simply use a checklist or form to ensure that all
necessary data is collected and that the decision making process is not skewed by the absence of
necessary data. If the choice is also to support the procedural or process component of the
decision, then it is quite possible to develop a program either as part of the checklist or form. In
fact, it is also possible and desirable to develop computer programs that collect and combine the
data, thus giving the process a high degree of consistency or structure. When there is a desire to
make a decision more structured, the support system for that decision is designed to ensure
consistency. Many firms that hire individuals without a great deal of experience provide them
with detailed guidelines on their decision making activities and support them by giving them
little flexibility. One interesting consequence of making a decision more structured is that the
liability for inappropriate decisions is shifted from individual decision makers to the larger
company or organization.

Unstructured Decisions

At the other end of the continuum are unstructured decisions. While these decisions have the
same components as structured ones data, process, and evaluation there is little agreement on
their nature.

Example: Each decision maker may use different data and processes to reach a conclusion.
In addition, because of the nature of the decision there may only a limited number of people
within the organization that are even qualified to evaluate the decision.
Another approach is to monitor and document the process that was used so that the decision
maker(s) can readily review what has already been examined and concluded. An even more
novel approach used to support these decisions is to provide environments that are specially
designed to give these decision makers an atmosphere that is conducive to their particular
tastes. The key to support of unstructured decisions is to understand the role that individuals
experience or expertise plays in the decision and to allow for individual approaches.

Structured versus Unstructured Decisions

Some decisions are very structured while others are very unstructured. You may wake up in the
morning and make the structured, routine decision to get out of bed. Then you have to make the
unstructured decision of what clothes to wear that day (for some of us this may be a very routine
decision!). Structured decisions involve definite procedures and are not necessarily very complex.

!
Caution The more unstructured a decision becomes, the more complex it becomes.

10.1.3 Stages of Decision Making

Some people seem to make sudden or impulsive decisions. Other people seem to make very
slow, deliberate decisions. But regardless of appearances, the decision-making process follows
the same stages of development and implementation. Let’s use the example of purchasing a new
television, using the Figure 10.1.

 Intelligence: You identify the facts: You don’t have a television or the one that you do have
isn’t any good. You intuitively understand what the problem is and the effect it’s having
on you. You missed your favorite show last night.

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