Dorothy G. Dologite

Using computer software to improve group decision-making

This article provides a review of some of the work done in the area of knowledge-based systems for strategic planning. Since 1985, with the founding of the Center for Knowledge-based Systems for Business Management, the project has focused on developing knowledge-based systems (KBS) based on these models. In addition, the project also involves developing a variety of computer and non-computer methods and techniques for assisting both technical and non-technical managers and individuals to do decision modelling and KBS development. This paper presents a summary of one segment of the project: a description of integrative groupware useful in strategic planning. The work described here is part of an ongoing research project. As part of this project, for example, over 200 non-technical and technical business managers, most of them working full-time during the project, developed over 160 KBS prototype systems in conjunction with MBA course in strategic planning and management decision making. Based on replies to a survey of this test group, 28 per cent of the survey respondents reported their KBS were used at work, 21 per cent reportedly received promotions, pay rises or new jobs based on their KBS development work, and 12 per cent reported their work led to participation in other KBS development projects at work. All but two of the survey respondents reported that their work on the KBS development project led to a substantial increase in their job knowledge or performance.

Nurturing Professional Growth Through Cognitive Mapping

Abstract The paper concerns ways to further professional development of multinational managers. It describes how cognitive modeling tools drawn from knowledge engineering (an Artificial Intelligence discipline in which they are used in developing expert systems) can be used effectively to assist these managers both to make decisions and to grow professionally. The experiences described involve Motorola and other firms operating in China and Japan, and concern the decisions involved in selecting which method of entry/operation to use.

A Cross-National CAI Tool To Support Learning Operations Decision-Making and Market Analysis.

THIS PAPER DESCRIBES THE DEVELOPMENT of a Computer-Aided Instruction (CAI) tool for learning management decision-making using advanced and traditional Computer Information Systems (CIS) technologies. Professors from Russia and the United States developed this tool, which differs substantially from earlier CAI systems in several ways:1.It is cross-nationally useful since it has been used in Russia and the United States with the respective language modules integrated into the same tool, therefore, accommodating language differences;2.It focuses on management decision-making learning as well as technical skills learning;3.It integrates competitive (free) market and economic (controlled market) concepts and analysis;4.It is able to measure not only results accurately but also, by increasing before and after tutorial answers, measure the impact of the system on the user’s ability to correctly reply to questions; and5.It combines traditional computer technologies with artificial intelligence/expert system technologies.