All kind of information about business intelligence, data warehousing, big data and business analytics.
Monday, December 12, 2011
Managers are often disturbed, have a preference for live action and deal with problems as a network of connected problems
Managers are very frequently interrupted by sub-ordinates and others (Mintzberg, 1973). Interruption causes the manager to focus his attention on another issue and therefore when the manager returns to the business intelligence system, whatever the time between, the business intelligence system should always remain in the state which it was in when the manager left it. If the manager was engaged in a planning task, the business intelligence system should refresh itself with the planning window. It should even give managers information about the completion of the sub tasks and provide them with the opportunity to proceed with the task. To decide to give an overview or not can be based on the time the manager was away. If the manager will complete with the task within a few hours, the system can present such an overview. If he succeeds within minutes, such an overview would not be convenient.
Saturday, December 3, 2011
Work characterized by brevity, variety and fragmentation
Brevity, variety and fragmentation further characterize the work of the manager. On average, their telephone calls last for 6 minutes, desk work for 15 minutes and scheduled meetings, the most time consuming, last for an average of 68 minutes (Mintzberg, 1973). In addition, the job of the manager demonstrates little routine and the tasks they perform are often not repetitive. They rarely face the same decision or situation twice.
Saturday, November 26, 2011
Managers have a considerable workload
In their work, managers display some typical characteristics that are significant and relevant in relation to the design of the business intelligence systems they use. Other people, situated in the lower regions of the organization require also business intelligence systems but such systems are different in several ways. The type, the structure and the nature of managerial tasks as well as the working environment can play a significant role in relation to the user interface design of business intelligence solutions.
Sunday, November 6, 2011
Risks of information acquisition and processing
I have briefly described the decision making process and decisional and information retrieval behavior. Now, in addition to information retrieval behavior, I will examine and research the way in which people can make mistakes when processing and interpreting information. It is important that business intelligence software solutions keeps track (and makes visible) of which data and attributes a manager has been monitoring (Borgman, 1994). An important variance between people at the operational level and senior managers at the strategic level is that the latter demands more different and non-routine information in order to make decisions. Thus, information is more difficult to interpret and to internalize.
Saturday, October 29, 2011
Information retrieval behavior
The “need” for information can be caused by four types of modes (Vandenbosch, 1997). When managers have no intention or specific purpose to find anything and are just viewing some data it is called undirected viewing or scanning which is often the case in the first sub phase of the decision making process. This is similar to undirected surfing on the internet. At the extreme other end of the continuum, we find the formal search mode which is “a deliberate effort to find a piece of information” (Aquilar, 1967). This is also referred to as focused searching.
Sunday, October 23, 2011
A general task model of the decision making process
The succession of steps that managers perform when they are engaged in the intelligence phase (see Turban, 1993) using a business intelligence system, can be generalized as a set of strategies that make up a general task model of the senior manager when involved in a decision making process. This general task model of the decision making process accommodates the procedure discovered by Borgman. That procedure shows that managers are engaged initially in broad and systematic browsing (the checklist scanning approach) and focus, in a later stage, based on the results of the scan with large conceptual distances between successive queries (Borgman, 1994). This checklist scanning approach can be extended and translated into the following successive steps.
Thursday, October 13, 2011
Decision making
In order to be a successful “driver of the car”, the manager should make deliberate and accurate decisions. Such decisions should be undertaken when the organisation is not running properly in any way. The manager should “steer the wheel” and ask himself continually “Should I turn left now, or can I drive the car forward for a while and then turn to the left? “. These questions remind us that making no decision will also be a decision. To make proper decisions, managers ask for current and reliable management information.
Saturday, October 1, 2011
The basic cycle of the management process
The management process is performed within a generic cycle of five steps (Mintzberg, 1975):
- Planning, budgeting and setting norms;
- Organizing;
- Coordinating;
- Deciding;
- Controlling.
What managers actually do
These steps tell us little about what managers are actually doing and how they are doing it. Without such concrete information, we are not able to design and build planning or information systems that are dedicated to managers (Mintzberg, 1975); neither are we able to define a knowledge-based system that assists in building the interface of such systems. Although this cycle is very unspecific it deserves clarification and discussion related to the user interface of business intelligence systems.
Saturday, September 24, 2011
General responsibilities of management
In his book ‘Management, tasks, responsibilities and practices’ Peter Drucker describes that “management and managers are the specific need of all institutions, from the smallest to the largest. They are the specific organs of every institution.
Sunday, August 14, 2011
Management & decision making
Managers perform their tasks and responsibilities within cybernetic systems called organizations. They are the proposed users of business intelligence systems. In order to design interfaces for business intelligence systems fully dedicated to the needs and world of the manager, we should gain more insight into their work.
Tuesday, August 2, 2011
Variations between structure and process
In the previous blog, I have mentioned two major significant, interrelated distinctions that may vary according to the data the manager requests. The manager sometimes wishes to look through glasses that reveal the process oriented view and at other times, he wants to view the data in a more structural way (Tideman, 1993).
Monday, July 25, 2011
Processes and business intelligence systems
Organizations accomplish their goals within the organizational structure by processing input into output in order to generate business and fulfill the needs of their customers . An organizational process is a collection of activities that is performed in order to reach a certain organizational goal or business objective (operational, strategic, tactical).
This transformation process adds a margin of value (referred to as the value chain model), enriches input and processes the input in a way that the output is more valuable compared to the input (Porter, 1985).
This transformation process adds a margin of value (referred to as the value chain model), enriches input and processes the input in a way that the output is more valuable compared to the input (Porter, 1985).
Wednesday, July 20, 2011
Business Intelligence & Organizational structures
Structure follows business intelligence strategy. To accomplish goals, an organization needs a formal and informal structure. People perform their work within an organizational structure, “the total amount of ways how work is distributed in different tasks and the way how, after that coordination, between those tasks is realized” (Mintzberg, 1983).
Tuesday, July 12, 2011
Different types of organizations
Different organizational goals lead to different type of organizations. Not every organization sells products. Some organizations offer services and some do both. Products are physical goods or are at least physically perceivable. Services, such as cleaning, are less tangible and they represent an activity or process.
Friday, July 8, 2011
Production and production capability
Cybernetic or open social systems do have nine features in common (Nadler and Tushman, 1995). These are in the table below and are subdivided into production and production capability aspects.
Wednesday, July 6, 2011
The organization as cybernetic system
Managing is a complex process that can be compared to driving a car. We use a car to get us to work and we use the steering wheel, the accelerator pedal, the brakes and the gears while taking care that the motor system keeps working properly. At the same time, we pay attention to other traffic users in order to anticipate quickly on situations that might bring us otherwise in trouble.
Tuesday, July 5, 2011
Definitions: organizations and goals
An organization is a steady, formal and social structure that takes resources from the environment and processes them to produce output (Laudon, 1997).
Monday, July 4, 2011
Variations in the user interface of business intelligence systems
In the first series of blogs, I discuss and explore the ‘world of the manager’and the business intelligence systems they use to make proper decisions and I relate those aspects to (intelligent) user interface design. My primary goal is to determine if and how knowledge-based systems are useful for the partial or complete automatic generation of the user interface of reports and dashboards.
Saturday, July 2, 2011
Where Business Intelligence meets Artificial Intelligence
In this feasibility study, the potential role that knowledge technology can play in the area of business intelligence solutions, organizations and senior management, intelligent human computer interaction, and their interaction has been researched. The main objective of this study has been to gain more insight into the world of the senior manager and the way he manages the organization in order to discover variations in the domain of discourse (e.g. the area of interest).
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