INFORMATION SYSTEMS IN MANAGEMENT V - SGGW

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updating in permanent intervals of time – base on Excel worksheet or data bases. Thanks to periodical process of monitoring, we have constant control of this process. Status of process may be monitoring by colour visualization mechanism – red, yellow, green, which show all details about the aim. Inspection of indicators by colour visualization allow to control all monitoring in this process indicators too. REFERENCES 1. J. Brilman, Nowoczesne koncepcje zarządzania, PWE, Warszawa 2002 2. M. Pęciłło, Improvement of OSH management processes in an enterprises, Bezpieczeństwo pracy – nauka i praktyka, nr 1 (402) Styczeń 2005. 3. H. Shmit, P. Finger, Business Process Management The third wave, Tampa, Meghan- Kiffer Press, 2003. 4. M. Hammer, Reengineering work: don’t automate obliterate, Harvard Business Rev., 4, 104, 1993. 5. T. H. Davenport, Process Innovation, Reengineering work through information technology, Harvard Business School Press, Boston, MA, 1993. 6. J. Becker, D. Khan, Der Prozess im Fokus, in: J. Becker, M. Kugeler, M. Rosemann, Prozessmanagement, Springer, Berlin, Heidelberg 2005. 7. K. P. Mc Cormack, W. C. Johnson, Business Process Organization, Gaining the E- Business Competitive Adventage,St Lucie Press, London 2001. 8. H. J. Schmelzer, W. Sesselmann, Geschäftsprozemanagement inder Paris, Carl Hanser, München, Wien 2003. 9. R. Nafkha, D. Strzęciwilk, Metody identyfikacji i modelowanie procesów biznesu, Systemy informatyczne w zarządzaniu, wyd. SGGW, Warszawa, 2007, s.71 10. D. Strzęciwilk, R. Nafkha, Assistance in managing business processes in IT system, in: Information Technology in Business – ITIB 2006, Warsaw Agricultural University, Warsaw 2006, Poland 11. D. Strzęciwilk, R. Nafkha, Process methodologies by applying IT systems optimizing business processes, Information Systems In Management II, SGGW, Warsaw, 2008, p. 155 12. R. Nafkha, D. Strzęciwilk, Business Process Modeling and Simulation In the Adonis System, in: Computer Algebra System in Teaching and Research, Mathematical Physics and Modeling, Finance and Education, University of Podlesie, Siedlce 2009, p.161- 170. 13. D. Strzęciwilk, R. Nafkha, Assistance in managing business processes in IT system, in: Information Technology in Business – ITIB 2006, Warsaw Agricultural University, Warsaw 2006, Poland 58
COMPUTER SIMULATION AS A DECISION MAKING SUPPORT TOOL Anna Szopa Faculty of Management and Social Communication Jagiellonian University Abstract: When designing systems that are complex, dynamic and stochastic in nature, computer simulation is recognised as one of the best design support technologies, and a valuable aid in the strategic and tactical managerial process. The aim of the article is to describe computer simulation as a useful tool which provide an unique opportunity to support decision-making process. To provide a good framework for reviewing problem there will be presented an exploration of its strengths, weaknesses, opportunities and threats. Key words: computer simulation, decision making process. 1. INTRODUCTION Nowadays businesses face increasing competition in local, international and global markets where responsiveness to the decision making process within these markets is the key to success. However decision makers are faced with the difficult task of choosing an appropriate management strategy convincing various parties that the choice is desirable. It is important to stress the fact that a central component of leadership is the ability to make effective decisions in a wide variety of situations.[Griffin, 2001, p.40-41]. As a result, decision making is frequently viewed as a prescriptive process focused on discrete choices at a single point in time [Czermiński,Czapiewski,1995,p.18]. According to Zeleny: “Decision making is a dynamic process: a complex search of information, full of detours, enriched by feedbacks, from casting about all directions, gathering and discarding information, fueled by fluctulating uncertainty, indisticint and conflicting concepts – some sharp, some hazy. The process is an organic unity of both predecision and postdecision stages overlapping within the region of partial decision making. Man is just a reluctant decision maker, not a swiftly calculating machine” [Zeleny,1997,p.86]. There is no doubt that humans are poor at decision making when there are significant uncertainties and complex interactions. Paul C. Nutt in his 20-year research on the decision making process found that over 50 per cent of the decisions made by the corporate leaders he interviewed failed. His study further indicated that the decisions failed because the decision makers imposed, rather than explored, the problem and the course of action [Nutt, 2002, p.245-248]. The 59
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WARSAW UNIVERSITY OF LIFE SCIENCES
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PREFACE Applications of information
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TABLE OF CONTENTS BOLEK M., KARWOWS
Page 8 and 9: O - Overtime - lack of systematic m
Page 10 and 11: tion of work, establishing a new br
Page 12 and 13: 12 � finding a balance point for
Page 14 and 15: 2-6-III-09 - Testing and signed Sof
Page 16 and 17: 16 Project launch: 16-III-09, Deadl
Page 18 and 19: different methods of management. In
Page 20 and 21: all phases of the enterprise, while
Page 22 and 23: phase. Additionally, the specificat
Page 24 and 25: the enterprise level: knowledge is
Page 26 and 27: INTEGRATED MANAGEMENT SYSTEM FOR UN
Page 28 and 29: � system should enhance the avail
Page 30 and 31: additional application Ksantypa ded
Page 32 and 33: strengths. The main advantage is th
Page 34 and 35: and Materials Management (MMI), Pay
Page 36 and 37: 36 A SYSTEM FOR COMPUTER AIDDED INT
Page 38 and 39: 38 Figure 2. An IBS tool for farms:
Page 40 and 41: 7. STARTING POINT Every journey sta
Page 42 and 43: 10. AgroXML(2009): www.agroxml.de,
Page 44 and 45: Curry and Moore define information
Page 46 and 47: 46 � applying and implementing e-
Page 48 and 49: izational entities of the financial
Page 50 and 51: 50 PROCESS MONITORING IN IT SYSTEMS
Page 52 and 53: should use scientific methods, whic
Page 54 and 55: Processes map in the first stage of
Page 56 and 57: nisms: tolerance, range, position r
Page 60 and 61: developments in the information and
Page 62 and 63: y inputting real world decisions an
Page 64 and 65: REFERENCES 1. Barteczko K., Bocian
Page 66 and 67: � quality (means its completeness
Page 68 and 69: interrelationships could be extorte
Page 70 and 71: 3. THE INFLUENCE OF INFORMATION TEC
Page 72 and 73: outside and inside a company. Other
Page 74 and 75: � creating condition to continuou
Page 76 and 77: cerning the steering theory and sys
Page 78 and 79: are missing, such IT systems as PES
Page 80 and 81: 80 y2 - state budget expenditure in
Page 82 and 83: and next we can obtain knowledge ab
Page 84 and 85: 84 and matrix C and D: C = [ 1] and
Page 86 and 87: 86 THE IMPLEMENTATION OF E-LEARNING
Page 88 and 89: - The criterion for advancement of
Page 90 and 91: What is the percentage of jobs prov
Page 92 and 93: 92 Sw = n ∑ x n i= 1 n ∑ i= 1
Page 94: REFERENCES 1. Edvinson L.,Malone M.
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