DSS, GDSS and ESS

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1. Decision Support Systems (DSS)

DSS generally take less time and money to develop than MIS.  They are interactive in the sense that the user interacts with the data directly, and are useful for solving semi-structured problems.

The generic DSS has 3 components (Laudon & Laudon, 1998):

• The database of a DSS is a collection of information often taken from the firm’s own internal transaction systems.
• The model base consists of the analytical tools used by the system. Perhaps this is the most critical difference between MIS and DSS.
• The easy to use software system - MIS generally have very simple analytical tools – averages, summations, deviation from plan, and the like. DSS however, have very sophisticated analytical and modelling tools, such as built-in spreadsheets, statistical analysis, and simulation.

One of the most widely used capabilities of DSS analytical and modelling tools is ‘what-if’ analysis – examining the impact of changes in one or more factors or values on outcomes. What if we raised prices by 10 percent – how much would profits increase? How much more would it cost to produce our product if the cost of employee wages rose by 15 percent? (Laudon & Laudon, 1998).

Apart from what-if analysis there are three other analytical modelling activities DSS are capable of:

• Sensitivity analysis
• Goal-seeking analysis
• Optimisation analysis

Distinguishing between MIS and DSS is not always easy. Generally MIS produce routine reports on a batch basis with regular schedule every day, week, or month. DSS produce reports, but they also permit the user to ask new and unanticipated questions and to intervene directly online to change the manner in which the data are presented.

DSS are designed to be ad hoc, quick response systems that are initiated and controlled by managerial end users. DSS are thus able to directly support the specific types of decisions and the personal decision-making styles and needs of individual managers.

For example: a MIS might provide a monthly report of profit by item, whereas, a DSS would store the profit by item for later analysis. The DSS would allow decision maker to decide whether s/he wants the analysis to be for individual products, groups of related products, or products in a particular region, etc (Stair & Reynolds, 1999).

Characteristics of DSS include:

• Handle large amount of data from different sources
• Provide report and presentation flexibility
• Perform complex, sophisticated analysis and comparison using advanced software packages
• Support optimisation, satisfying, and heuristics approaches

2. Group Decision Support Systems (GDSS)

DSS primarily support work of individuals. In an organisation there are many decisions that need to be taken by a collective group of people rather than one individual. Special Systems called GDSS have been developed in order to support such decision-making. A GDSS is an interactive computer-based system to facilitate the solution of organisational problems by a set of decision-makers working together.

2.1 Problems with Large Meetings

Some kinds of problems have always been observed that are associated more with large meetings than with small meetings. By large meetings we mean meetings with generally more than 15 participants, but can go much beyond that, for example: 40 or even 50. Some of the identified problems are:
• time consuming
• dominance over the meeting
• honesty and participation

2.2 Groupware

Software that helps groups of people work together more efficiently and effectively are generally known as groupware (Stair and Reynolds, 1999). They enable information to be shared by people collaborating on solving problems, and hence are also called collaborative computing software.

Groupware provide communication, collaboration, and co-ordination among groups. The software allows the members of the group to collaborate either synchronously or asynchronously. Software associated with groupware include: E-mail, calendar programs, video conferencing, document sharing, etc. Examples of groupware include: Lotus Notes, Novell Groupwise, Microsoft Exchange.

Groupware is often used with Workflow Management Systems (WFMS) for reengineering of companies (Bocij et al., 1999).

2.3 What is a GDSS?

A GDSS incorporates groupware technology with DSS technology. Additionally to a DSS, a GDSS also has hardware and software supporting group processes and facilitates meetings. The technology may include advanced presentation devices, computer access to various (internal and external) databases, capabilities for the participants to communicate electronically and software to summarise members’ ideas, to report votes, to calculate weights of decision alternatives and to anonymously record ideas. Basically, GDSS provides automated means to enter, record, and build on team members’ ideas. Usually a group facilitator co-ordinates the use of the technology in the process of conducting the meeting.

2.4 GDSS Software

GDSS software provide support both to the individual and to the group. At individual workstations editing, graphics, spread sheets, access to various databases, email, and various other groupware facilities are provided. For the group, in addition to information retrieval and presentation facilities provided include: capabilities of summarising, aggregating and collecting results, ranking or rating opinions, and prioritising tasks.

2.5 Characteristics of GDSS

GDSS must support both decisions making support and process support. Decision making features such as, access to decision making models and model management tools, access to data and database management tools, etc. have already been discussed under DSS. Apart from these GDSS must provide capabilities such as alternative generation (brain storming), issue interpretation, consolidation of ideas, parallel communication, electronic recording, etc.

2.6 Examples of GDSS

GDSS can be found in business applications such as:

• Negotiations
• Support teams involved in design work, quality control, research, etc.
• Training decision makers to deal with disaster situations or high risk situations
• Project management

3. Executive Support Systems (ESS)

ESS have been developed to serve the information needs of managers at the highest organisational levels. They combine data from both internal and external sources to help senior managers solve unstructured problems. Thus they provide executives with immediate and easy access to information about a firm’s critical factors, for example: key factors that are critical to accomplishing an organisation’s strategic objectives. In an ESS, information is presented in forms tailored to the preferences of the executives using the system.

ESS usually fall into one of three categories (Laudon & Laudon 1998):

• That which focus on executive communications and office work
• That which provides a more convenient interface to corporate data
• Those that focus on developing elaborate scenarios, applying statistical models to
  company forecasts

Although initially intended for top executives ESS are gradually becoming widely used by managers, analysts, and other knowledge workers that they are sometimes called ‘everyone’s information systems’. ESS are also known as Executive Information Systems (EIS), and Enterprise Information Systems.

The most common benefits of an EIS are improvement in the quality and quantity of information available to executives.

Executive decision making, especially that of strategic nature is complex and multidimensional. Conventional MIS are designed to cater for structured and much simpler problems. Since EIS are designed to cater for a much narrower user group they have the capability of information presentation which suits the decision style of specific users. Contrarily, MIS cater for a larger user group and therefore, providing such user specific presentation capabilities will be very expensive to implement.

A good EIS must offer a high-speed, non-technical way for managers to investigate business dynamics (i.e., to understand where and why things are happening so tactical changes and course corrections can be made). This is also a major area that distinguishes EIS from a standard MIS. Any summary coming up on an EIS screen must offer instant access to the supporting detail. The supporting detail must be meaningful (such as time series orientation with graphic and numerical content, written narratives from knowledgeable staff, or explanations provided by artificial intelligence techniques) (Stair & Reynolds, 1999).

3.1 Examples of ESS

One of the oldest and most successful EISs has been operation at Lockheed-Georgia since 1978. In 1990 the system was upgraded to Comshare's Commander EIS, a UK product (see: www.comshare.com).

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Reference(s)
	Book		Bocij, P., Chaffey, D., Greasley, A. & Hickie, S. (1999) Business Information Systems: Technology, Development and Management for the E-Business. 4th Edition. Financial Times Prentice Hall: United States of America (USA), New York (NY). [ISBN: 9780273638490]. [Available on: Amazon: https://amzn.to/3TTKFk1].
	Book		Laudon, K. C. & Laudon, J. P. (2007) Management Information Systems: Managing the Digital Firm. 10th Edition. Pearson Prentice Hall: United States of America (USA), New Jersey (NJ), Bergen, Upper Saddle River. [ISBN: 9780132415798]. [Available on: Amazon: https://amzn.to/3UhgqDH].
	Book		Stair, R. M. & Reynolds, G. W. (1999) Principles of Information Systems: A Managerial Approach. 4th Edition. Thomson Course Technology: United States of America (USA), Massachusetts (MA), Middlesex, Cambridge. [ISBN: 9780760010792]. [Available on: Amazon: https://amzn.to/3F8ncY4].

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Reference (or cite) Article
	Kahlon, R. S. (2012) DSS, GDSS & ESS [Online]. dkode: United Kingdom, England, London. [Published on: 2012-05-13]. [Article ID: RSK666-0000042]. [Available on: dkode | Ravi - https://ravi.dkode.co/2012/05/dss-gdss-ess.html].

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