The decision-making processes

The discussion in this assignment will be focused on discussing the various forms of decision-making processes and how they operate, and how information systems help decision-making processes and managers' activities. The role of business analytics and intelligence systems in decision-making. Finally, how business intelligence is used by various corporate decision-making constituencies and the positions and functions of information systems helps community members make successful and efficient decisions; in the discussion questions, these issues will be discussed. Germany's technological knowledge tactics against Argentina to win the 2014 World Cup are highlighted in Chapter 12 of the book. The chapter explains how the team used data analysis as a way of coming up with a wise decision that will bring results. This enables us to understand that for one to come up with concise decisions, then there is need for laying a strategy that will result to excellent performances the way Germany applied technology and practised it to the later.
Discussion Questions
The different types of decision-making processes and how they work and how the information systems supports the management processes of decision-making and the managers’ activities
There are various types of decisions and each works differently. The first type is unstructured decisions. They are decisions that require judgement, evaluation and ambition to solve the problems. There is no definite procedure to make such decisions. Structured decision is the second type. This involves routine. It has repetitive definite procedures to make a conclusion. This type of decision making is applied at the lower organization level in businesses. Structured decisions are mostly applied by operation managers, sales account representatives, and highly ranked employees while unstructured decisions are applied by senior executives (Laudon, 520).
In the decision making process, the first step is intelligence which involves discovering the core problem and its effects. Design is the second process where one identifies and explores different solutions to the existing problem. The third process is making a choice of the alternatives provided, and lastly implementing the solutions as you evaluate how each solution works. According to the classical model of management, managers were required to plan, control and make all the decisions. Behavioural model suggests that they should be reactive, less reflective and informal. Managers are expected to have interpersonal, informational and decisional roles that will help them make informed decisions.
How decision-making is supported by the systems of business analytics and intelligence
Managers need intelligence in business for them to make concrete decisions. This means that they need analytical skills from the analytics tools to be able to comprehend information in real time and be able to take the correct action. The data required will be provided by the BI infrastructure, BA toolset and other user interfaces like the MIS, ESS, and DSS. With this in mind, they need to get production reports, analyse score cards and dashboards in order to know how well or bad they are doing. They also need to analyse parameterized reports to weight how to execute the information obtained. They also need to use ad hoc questions and be able to ask the right questions to their problems. Managers should be able to lay down detailed data and have the ability to create scenarios of their problems in order to forecast solutions in the market (Laudon, 630).
How the business intelligence is used by the diverse organizational constituencies of decision-making organization use the roles and functions of information systems in assisting the persons who work in a group make decisions effectively and efficiently
There are different constituencies that use business intelligence in their decision making process. A good example is the middle management and the operational management that are responsible with scrutinizing how their firms operate. This means that they have to apply structured decision making process. These different constituencies use (MIS) Management Information Systems to produce reports that bear a certain routine in making decisions. The routine is something that has already been laid as a foundation in solving problems. They also use (DSS) Decision Support Systems that consist of spreadsheets and analytical tools with pivot charts to solve problems. Senior executives use visual interface and dashboards while coming up with unstructured decision making process. They use them in order to analyse the performance of their firms and the progress it makes. The (ESS) is another way in which managers can balance their business performance and score cards in making decisive decisions. (GDSS) Group Decision Support Systems incorporate a number of people by enabling them to work together in order to make wise decisions. It involves using specialized conference rooms that have computers installed with special soft wares where the group interacts and give out ideas that will be used as information to come up with solutions. They are also involved in scheduling meetings where they will discuss their findings and come up with solutions (Laudon, 670).
Conclusion
It is wise to say that everyone makes decisions. The decisions are influenced by the strategies that they put. If the strategies are informed, then the results will be pleasing. It is important to know that technology and research is needed in coming up with decisive decisions that are effective just the way Germany implemented strategized thinking to win in the 2014 world cup.















Reference
Laudon, K. C., & Laudon, J. P. (2004). Management information systems: Managing the digital firm. New Jersey, 8.