의사결정분석학에 근거한 운영자주축형 그룹 의사결정지원 시스템

Abstract

The increasingly complex and turbulent business environment of these days frequently require greater specialised knowledge pertaining to the issues, which are usually beyond that of any individual. Therefore, group works are becoming more complex, more frequent, and more important. Group decision making is, however, like a double-edged sword. it can have positive and negative effects on both organisations and its members. Over the years social scientists have studied ways in which to avoid some of the liabilities of group meetings and thereby take better advantage of groups as human resources of organisations. With recent advancements in computers, telecommunications and management science techniques, researchers and practitioners have made serious efforts to use advanced technologies to improve group works. An example of such attempts is the development of a Group Decision Support System (GDSS), an application of information technology to support the work of groups. However, there is little agreement in the literature about what constitutes a GDSS. Disagreements may arise in the notion of work and in how that work is best supported. Some designers assume that the most fundamental activity of the work of groups is interpersonal communication and the effectiveness of the group works is largely dependent upon equal participation of group members. So, they assert that the primary goals of a GDSS are to make meetings more productive through improving group communication activities by encouraging equality of participation and increasing the efficiency of that participation. Others assume that the nature of work of groups is mostly to create and explore options, to consider uncertainties, to formulate preferences, to generate judgements and to produce plausible options for the leader to take decisions. So, the goals of a GDSS are generation of plausible perspectives about the problem, shared understanding, production of convincing options for the leader, and when desirable and necessary, commitment to action. One common example of the latter type GDSSs is the Decision Conferencing (DC), which combines the use of decision analytic softwares to incorporate the differing(and, sometimes competing) perspectives of the participants with group facilitation techniques. Three ingredients are harmonised in a DC to help a group to build a sense of common purpose among participants: group dynamics, multi attribute decision theory, and information technology, Here, we illustrate the process with the case history that how these three factors together help an organisation to solve its "messy", but crucial problems.