Page 77 - 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%u062977lOMoAR cPSD|10120753entries for the attribute %u2015Packaging Code%u2016 alone. Management could not make accurate decisions on what items needed to be ordered or how many items should be kept in inventory(Data Warehouse Institute, 2004).8.3. Management FiltersEven with timely, accurate information, some managers make bad decisions. Managers (like allhuman beings) absorb information through a series of filters to make sense of the world around them. Managers have selective attention, focus on certain kinds of problems and solutions, and have a variety of biases that isolatethem from reality. They filter by turning off information theydo not want to hear because it does not conform to their prior conceptions.For instance, Cisco Systems Corporation, one of the most advanced users of online decision support systems, nevertheless was forced to write off as a loss $3.4 billion in excess inventory in2001. Cisco%u2019s managers built inventory in response to theoutput from the company%u2019s online salesorder entry system, which throughout 1999and 2000 showed exceptionally strong orders. Unfortunately, Cisco managers did not pay attention to the quality of those orders. Customers, perceiving a shortage of routers and other networking equipment, were placing orders with multiple manufacturers, awarding the business to the first one who could deliver, and canceling other orders. Cisco%u2019s systems were recording high levels of order cancellation, but management ignored this %u2015bad news%u2016 and emphasized the %u2015good news%u2016: new orders were piling up (Laudonand Laudon, 2003).8.4. Organizational InertiaOrganizations are bureaucracies with limited capabilities and competencies foracting decisively.When environments change and businesses need to adopt newbusiness models to survive, strong forces within organizations resist making decisions calling for major change. Decisions taken by a firm often represent a