Integrated data analysis and management for the problem solving environment

Erbe, Rossin; Hartwig, Ronald; Lehmann, Hein; Mueller, Guenter; Schauer, Ulrich

doi:10.1016/0306-4379(80)90074-5

Cited by 12 publications

(1 citation statement)

References 2 publications

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“…The practicality of the kind of systems suggested above or 'Decision Support Systems' (DSS), as they are known, has now been established and experience gained of their use in a variety of settings-see, e.g. Keen [15], Sprague [16] or Erbe [17]. They challenge the belief, still held by many managers, that the effectiveness of computers in management is restricted to standardised data-processing at the operational level of payroll, inventory or invoicing and that in other decision processes they are at best of indirect assistance through retrieval of pre-defined summaries of information and are at worst, given frustration with technical snags, often an irrelevant nuisance.…”

Section: Decision Support Systems and Nus Managementmentioning

confidence: 99%

Information and Decision Support Systems in the National Health Service

Bailey¹

1985

The Statistician

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The goal of improving managerial effectiveness within the National Health Service has long been recognised as being inextricably linked to the improvement of information systems. However, recommendations concerning the latter have primarily concentrated on issues of capture and content of standardised information and not on the need for flexibility in the mechanisms by which this information is delivered to management. Such mechanisms must integrate rather than conflict with the diversity of the decision-making environment if information is to be used and therefore translate into improvements in managerial effectiveness. Thus there are several reasons why any information system within an organisation such as the Health Service needs to be a dynamic and responsive tool. Integration of data access with analytic power should allow requisite information to be derived and adjusted iteratively by managerial demand, rather than be standardised and pre-defined.This paper argues that more encouragement should be given to develop a variety of such 'Decision Support Systems' within the Service. Although the establishment of better base-line information throughout the organisation will extend the limits of what can be achieved with such systems, their justification is not necessarily contingent on developments in this area. It is suggested that local initiatives are possible and desirable using existing information sources. An example of one such system, developed to assist District management in planning and monitoring hospital inpatient and outpatient services, is discussed.

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Section: Decision Support Systems and Nus Managementmentioning

confidence: 99%