Harvey J. Brightman

Design implications of a task-driven approach to unstructured cognitive tasks in office work

Previous research in modeling office activities has been primarily oriented toward office work that is structured and organized. In this paper we report on efforts to develop a new methodology for needs assessment evaluation. We use the Critical Task Method to identify the “bottleneck cognitive tasks” of principals with an unstructured work profile. Data were collected on the computer-support needs of faculty researchers, and the findings indicate that a “knowledge-based” design offers the most promise for delivering effective support. In addition, the systems design suggests the integration of text, data, voice, and images.

Is your information system mature enough for computerized planning

Abstract This paper presents the results of a study of computerized planning models in 235 firms throughout the world. The authors argue that organizational climate can be a serious pitfall to the inplementation of long-range planning systems. However, their view of climate extends beyond the traditional behavioral domain to include the sophistication of the organizations information system. The paper addresses itself to one of the key questions affecting the implementation of long-range planning systems. Why do some organizations develop computerized planning models and others do not?

Supporting managerial intelligence tactics through information technology

What tactics do managers use to identify emerging problems and opportunities? What are the impacts of information technology on the problem finding process? This study investigated the use of computer-based information and communications support in 90 problem and opportunity finding episodes within the banking industry. The technology permitted managers to use multiple stimuli and multiple problem finding tactics to identify emerging problems or opportunities. Furthermore, information technology allowed managers to use data external to the organisation to identify problems and opportunities. Managers were eight times more likely to use transaction-based processing systems and management information systems than decision support and executive support systems to identify problems and opportunities. Information technology tools supported problem finding by providing: (1) data to identify significant deviations from historical performance, budgets, or industry norms, and (2) timely communication among branch managers including uncovering potential criminal activity. The paper concludes with suggestions to enhance managerial intelligence activities through IS planning and possible research extensions.

Determining computer support requirements: Implications for design

In this research paper, we discuss a design methodology for determining computer support system needs. We were aware that research work is communications-oriented and highly cognitive in nature, it was necessary to define a profile of the tasks that characterize the key elements of research work. The researcher then selects those tasks that constitute bottlenecks in completing the various research activities. In addition, the modes of support which are essential in completing the tasks are evaluated along several dimensions — quality, timeliness, dependability, reliability, and cost. This procedure allowed us to define the primary tasks that are consistent barriers in the completion of research work and the modes and nature of support which are inadequately provided as support service capabilities. The design methodology approach was implemented and evaluated using the research faculty at Georgia State University.

Improving Teaching in the Emba Classroom: Some Empirical Findings

The executive MBA (EMBA) program is a recent innovation in business education. EMBA programs provide a high quality business education for middle and upper-level managers, and there are now more than 100 programs nationwide. The EMBA is a unique program. EMBA Directors seek faculty who have earned a reputation for classroom excellence. The students, too, are unique. First, EMBAs are older than traditional MBAs, usually between 35 and 40. Second, the students are middleand upper-level managers earning between

Problem-Solving Attitude and Ability and Decision Making with Multiple Objectives

55,000 and

Comparison of Two Diagnostic Methods for Disturbance Problems

70,000. Third, classes are taught in concentrated segments such as alternating Fridays and Saturdays. Nielsen (1986) suggests that EMBA students operate under two different realities. The first reality is that of the traditional student, whereas the second is that of an experienced manager with life circumstances similar to those of the faculty members. A wide variety of educational and vocational backgrounds probably complicate these different realities. Nielsen (1986) recommends &dquo;hard/soft&dquo; teaching styles to minimize difficulties arising from the two realities. The &dquo;hard approach&dquo; responds to the first reality. It includes &dquo;clear, crisp lectures, well-guided problem analyses, [and] finely organzied experiential exercises...&dquo; (p. 12). Faculty should focus on technical explanations and stress their expertise and authority. Quizzes should test a student’s comprehension of ideas. The student appreciates being &dquo;pushed&dquo; by an instructor who puts his &dquo;own opinions on the line.&dquo; °

Matching problem diagnostic tools to managers' decision styles: A contingency approach

In decision making with multiple objectives the optimal action depends upon the choice rule used to rank-order alternatives. This study with 36 college students determined that problem-solving ability is related to the selection of a choice rule.

DIFFERENCES IN ILL-STRUCTURED PROBLEM SOLVING ALONG THE ORGANIZATIONAL HIERARCHY

Managers were trained in the Kepner and Tregoe and the Fact Net diagnostic methods. Afterwards, subjects chose one method to diagnose a major problem which had occurred several years earlier in their organization. Diagnostic accuracy and time were the effectiveness measures. Both methods were equally effective. Problem solvers can choose either method to diagnose disturbance problems successfully.