The pace of change in today's business environment continues to accelerate. New managerial requirements, new capabilities and responsiveness in an organization's ability to provide services required by internal and external customers justify the need for change. Nowhere is this more apparent than in technology based businesses and organizations. Rapid and continuous change creates a challenging environment for senior managers and the teams that support them. Changes that were traditionally handled through manual decision making processes have proven to be unreliable and ineffective. New alternatives for change management must be adapted by businesses and organizations to ensure they remain effective and efficient in pursuing their organizational objectives. Relationships among change management, the effects of bounded rationality, an organization's ability to analyze change from a systems perspective and how a Decision Support System could support the change environment are considered in order to understand the far reaching impacts of organizational change. Organizational decision making, decision making processes and how they currently support the business environment are investigated. Identification of decisional bottlenecks and their impact on organizational efficiency are analyzed in order to mitigate their effects through improved decision making processes. The benefits Decision Support Systems have provided by improving organizational change management and decision making processes are investigated as a part of this research. Best practices on the use of decision support systems to improve change management are recommended. Key Case Studies associated with decision support management are used to provide qualitative examples on the current state of change management in technology based organizations. The intent of this research is to determine through a systems perspective how to improve change and decision making processes through a correctly applied decision support system or other decision support processes that will also account for the effects of bounded rationality.
|Advisor:||Gelatt, James P., Edwards, Kathleen F.|
|School:||University of Maryland University College|
|Department:||Doctor of Management Program|
|School Location:||United States -- Maryland|
|Source:||DAI-A 73/05, Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Change management, Decision support, Knowledge management, Organizational decision making, Systems thinking|
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