AUTHOR:
Adam Rogala-Lewicki
ABSTRACT:
Information is an integral part of the management sector. The increase of its importance derives from the increasing complexity of human civilization. Both shortage and excess of information is dysfunctional for the effective decision-making process. Inability to find, from the total mass of data resources those, that are relevant is destructive and costly. It’s not about the mere possession of large amounts of data but skillful aggregation and final selection of the optimal and most important ones. Thus, the need to improve management processes through qualitative and quantitative selection becomes increasingly clear. In the 60s of the twentieth century, the first electronic decision support systems was projected for managers. Systems (mainly implemented at the Carnegie Institute of Technology and the Massachusetts Institute of Technology) have reduced the risk of decision-making process and improve the effectiveness. DSS applications should have: a precision playback of the world, immunity, modifiability, interactivity and ease of use. DSS from the beginning have become popular in business, but not in state sphere. This is incomprehensible, especially when the complexity of policymaking is considered. Political decision must not only be intellectually justified but also have added value – be socially useful. The perspective of the use of decision support systems in the public sector is still valid.
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