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By Maryse Salles
The objective of this e-book is to query the relationships occupied with determination making and the platforms designed to aid it: determination aid structures (DSS). the point of interest is on how those platforms are engineered; to forestall and view the inquiries to be requested during the engineering method and, particularly, in regards to the effect designers’ offerings have on those systems.
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Within which the action decisions are made. The former can be called meta-decisions as they are decisions concerning other decisions. It is not always easy to draw a distinction between these two types of decisions. Simon [SIM 97] stresses that objectives, constraints and resources are positions that move and interchange over the course of the management process. e. ). In the context of DSS design, we maintain that it is advisable to draw a distinction (as far as is possible) between decisions that define the management system and decisions that implement it.
New categories emerged besides the socio-professional categories. Market segmentation, therefore, became a key factor for enterprises: markets were broken down into increasingly smaller markets (which later became “niche markets”). Environment analysis mostly focused on consumer behavior and their evolution. In the third period, which started in the 1980s and is currently ongoing, there has been a shift from a logic of integration (or quasiintegration) toward a logic of outsourcing, which is accompanied by a pronounced financialization of strategies (particularly for large groups).
That said, these categories have remained relatively stable over the past few decades. Anthony [ANT 65] and then Ansoff [ANS 88] presented the categories of different types of decisions, which have since been very widely used. We will now present Ansoff’s description of the levels. Ansoff mostly reiterates Anthony’s categorization of levels 2 and 3, although his definition of strategic decisions deviates from Anthony’s. For Anthony, the strategic level exclusively involves defining the management system, whereas for Ansoff it primarily involves defining the enterprise’s relationship with its economic environment: 28 Decision-Making and the Information System 1) strategic decisions mostly concern the – external now rather than internal – activities of the enterprise and more specifically the choice of products they will produce and the markets where they will sell; 2) administrative decisions whose objective is to manage resources so as to obtain the best possible results.