California State University, Fresno
MBA 214
jruiz408408
Below, please find the Study Guide for Test 3.
Some of the material on the test (and study guide) will be coming from outside your textbook (highlighted in yell
...
California State University, Fresno
MBA 214
jruiz408408
Below, please find the Study Guide for Test 3.
Some of the material on the test (and study guide) will be coming from outside your textbook (highlighted in yellow). They will be
coming from the following files posted on BB:
Management Reporting Systems
Decision Support Systems
Knowledge-Based and Expert Systems
Decision Making and Business Intelligence
structured/semi-structured/unstructured decisions; the 4 stages of decision making; high velocity automated decision making;
business intelligence; drill down; dashboard; DSS; data mining; data warehouse, data mart; sensitivity analysis, goal seek;
KPI; standard; symptom; presymptom; operational intelligence; location analytics; GIS; relational information; model;
mathematical model; dependent variable; independent variable; parameter; what-if analysis; goal-seek analysis; sensitivity
analysis; optimization; OLAP; slicing; dicing; rotating
Collaboration and Knowledge Management
tacit/explicit knowledge; knowledge management; knowledge management value chain; knowledge acquisition, storage,
dissemination, application; structured knowledge; knowledge discovery, artificial intelligence; expert systems; knowledge
base, inference engine, forward chaining; backward chaining; case-based reasoning; fuzzy logic; machine learning; neural
networks; genetic algorithms; intelligent agents; similarities and differences between knowledge-based/expert systems and
DSS; what has Julia Child got to do with knowledge management? the general structure of a rule; the difference between
knowledge-based and expert systems in terms of degree of structure and type of user interface; knowledge engineer; inference
engine; collaboration; social business; requirements for collaboration; time/space collaboration
Project Management
consequences of poor project management; project; project management; information system plan; portfolio analysis; scoring
model; costs/benefits of information systems; real options pricing models; dimensions of project risk; change management;
implementation; change agent; internal integration tools; Gantt chart; PERT chart; external integration
tools; counterimplementation
Required P.47-52 on BI Section CH12 1.1-12.2 Section 6.3
Required Reading: Section 12.3
Chapter Section 2.3 + Chapter 11
Chapter 14
Required P.47-52 on BI Section CH12 1.1-12.2 Section 6.3
Decision Making and Business Intelligence
Types of Decisions
Chapters 1 and 2 showed that there are different levels in an organization. Each of these levels has different
information requirements for decision support and responsibility for different types of decisions (see Figure 12.1).
Decisions are classified as structured, semistructured, and unstructured.
Unstructured decisions are those in which the decision maker must provide judgment, evaluation, and insight to
solve the problem. Each of these decisions is novel, important, and nonroutine, and there is no well-understood or
agreed-on procedure for making them.
Structured decisions, by contrast, are repetitive and routine, and they involve a definite procedure for handling
them so that they do not have to be treated each time as if they were new. Many decisions have elements of both
types of decisions and are semistructured, where only part of the problem has a clear-cut answer provided by an
accepted procedure. In general, structured decisions are more prevalent at lower organizational levels, whereas
unstructured problems are more common at higher levels of the firm.
Senior executives face many unstructured decision situations, such as establishing the firm’s 5- or 10-year goals
or deciding new markets to enter. Answering the question “Should we enter a new market?” would require access
to news, government reports, and industry views as well as high-level summaries of firm performance. However,
the answer would also require senior managers to use their own best judgment and poll other managers for their
opinions.
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