Page 76 - Demo

%u062c%u0645%u064a%u0639 %u0627%u0644%u062d%u0642%u0648%u0642 %u0645%u062d%u0641%u0648%u0638%u0629 %u0640 %u0627%u0625%u0644%u0639%u062a%u062f%u0627%u0621 %u0639%u0649%u0644 %u062d%u0642 %u0627%u0645%u0644%u0624%u0644%u0641 %u0628%u0627%u0644%u0646%u0633%u062e %u0623%u0648 %u0627%u0644%u0637%u0628%u0627%u0639%u0629 %u064a%u0639%u0631%u0636 %u0641%u0627%u0639%u0644%u0647 %u0644%u0644%u0645%u0633%u0627%u0626%u0644%u0629 %u0627%u0644%u0642%u0627%u0646%u0648%u0646%u064a%u062976lOMoAR cPSD|10120753Chapter 8DECISION MAKING IN THE REAL WORLD8.1. IntroductionWe believe that investments in systems to support decision making produce better decision making by managers and employees in the firm, above average returns oninvestment forthe firm,and ultimately higher profitability. Unfortunately, in the real world, for some firms, investmentsin decision-support systems do not always work out this way for three reasons: data quality, management filters, and organizational culture.8.2. Information qualityHigh-quality decisions require high-quality information regardless of information systems. We consider seven dimensions of information quality when designingdecision-support systems:%uf0b7 Accuracy: Do the data represent reality?%uf0b7 Integrity: Are the structure of data and relationships among the entities and attributesconsistent?%uf0b7 Consistency: Are data elements consistently defined?%uf0b7 Completeness: Are all the necessary data present?%uf0b7 Validity: Do data values fall within defined ranges?%uf0b7 Timeliness: Are data available when needed?%uf0b7 Accessibility: Are the data accessible, comprehensible, and usable?When the underlying data are poor, the quality of decision making suffers. For instance, until recently, the United Kingdom%u2019s Royal Navy was plagued by inaccuracies and inconsistent datafor the 510,770 items of supply in its inventorysystems. It found 56,035 incorrect or missing