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Executive Support System

Executive Support System (ESS) is a reporting tool (software) that allows you to turn
your organization's data into useful summarized reports. These reports are generally used
by executive level managers for quick access to reports coming from all company levels
and departments such as billing, cost accounting , staffing, scheduling, and more. In
addition to providing quick access to organized data from departments, some Executive
Support System tools also provide analysis tools that predicts a series of performance
outcomes over time using the input data. This type of ESS is useful to executives as it
provides possible outcomes and quick reference to statistics and numbers needed for
decision-making. The exact reporting tools and outcome of an Executive Support System
completely depends on the ESS developer and it's intended industry use. For example,
Cambridge Systematics has ESS to support the investment planning process for the
Ministry of Transportation. The features and functions of this Executive Support System
are entirely different from the Executive Support System developed by Meditech, which
is useful to health care organizations. Several companies offer pre-designed Executive
Support System packages (usually suited to one particular industry), while others offer
packages which can be customized your your organization's needs.

Who We Are
At Executive Support Systems we understand how to achieve success through
technology. And more importantly we understand how to apply this knowledge to help
you create business solutions to benefit your company. If you need solutions that focus
on improving the efficiency and accuracy of your business processes, then we can help
you achieve success to positively impact your business and improve customer
loyalty.With more than 12 years of experience, we have been providing architectural
expertise and innovative products and services to address the needs of virtually every
segment of technology in corporations nation wide.Our goal is to help you transform your
business into a strategic tool that provides crucial information to your employees and
empowers them to make vital descisions.We provide our clients with the most qualified
trained industry professionals and present practical and effective solutions to improve
business performance and achieve a competitive advantage.

Software Development
We provide custom web and desktop application development services according to your
unique business needs. Our exceptional service and technical knowledge makes ESS a
smart choice for our customers.

• Systems Analysis and Design


• Application Development
• Network Configuration

Database Development

Network Services
Imagine trying to run a business without networked computers. For most organizations,
that's not easy. Network-based communications is the backbone of commerce and
communications. ESS provides communication and networking solutions that today's
businesses need, and provides a reliable and scalable platform that grows with your
business.

Reporting
Today's competitive markets demand that organizations efficiently and effectively share
corporate information with their field staff, customers, partners, and suppliers. ESS report
services enables organizations to transform data into powerfully shared information for
insightful and timely decisions at a lower total cost of ownership.

Training
Our extensive background in training allows us to help you with a wide variety of your
training needs. Our training services include all aspects of your business. Our capabilities
range from back office to front office operations and use a set of comprehensive
programs and training material.
Data Integrity
Continuous changes in operations may often create errors within your subscriber
management system. These errors can weaken customer satisfaction and loyalty. Billing
errors can be caused by data inaccuracies, billing code changes or inadequate training.
Incorrect charging to customers will have a negative impact on your overall operations
and bottom line.

Project Management
When planning an enterprise solution, it's important to remember that managing a project
is not a trivial issue. Our team is dedicated to helping you create and achieve all of your
project goals and milestones. Our knowledge, resources and capabilities gives you the
quality service, insight and support you need.

Usability of a hyperknowledge-based executive


support system for financial benchmarking
Hyperknowledge is a new, ideal computer-based environment for working, learning and
decision-making. In this environment, different and contrasting views of a domain of
interest are internalized by the user, enabling the development of a comprehensive
understanding of the domain. A financial benchmarking application has been created as a
part of an executive support system. It has been verified and validated that the application
is a functional hyperknowledge environment. However, the application cannot be
employed to its full potential unless it is highly usable, since otherwise the users would
spend too much of their time and cognitive capacity in learning to use the system instead
of in learning to better master the domain of interest. This paper therefore focuses on the
usability of the benchmarking application. The results show that the application has only
a few usability defects, is fairly easy to learn and remember, and is relatively efficient to
use.
Index Terms:
financial data processing; hypermedia; decision support systems; human factors; user
interfaces; hyperknowledge-based executive support system; financial benchmarking;
usability; working environment; learning environment; decision-making environment;
internalized user views; domain understanding; cognitive capacity
Citation:
H. Vanharanta, T. Kakola, K. Kangas, "Usability of a hyperknowledge-based executive
support system for financial benchmarking," hicss,pp.130, 28th Hawaii International
Conference on System Sciences (HICSS'95), 1995

Executive Support System

ESS
A ESS (or DSS more in general) is a software system under control of one of many
decision-makers that assists in their activity of decision making by providing and
organised set of tools intended to impart structure to portions of the decision making
situation and to improve the ultimate effectiveness of the decision outcome". Sharing the
same concepts of a DSS, an ESS focuses more in the end-user requirements of maximum
interactivity and user-friendlyness. An ESS can be understood as a friendly, fully
customised and interactive DSS to be mostly used by top executives and policy-makers to
get permanent and updated assessment in relation to key questions (information and
knowledge). While a complete DSS will have efficient links to external large databases
and advanced models, an ESS focuses only on interactive and executive assessment
tools, those which can be used personally by end-users. An ESS requires a previous
expert work filtering information and knowledge into meaningful indicators and tools.
Because of ESS definition, its design and implementation must integrate future users as
much as feasible, since a ESS represents both a challenge and an opportunity to improve
their working processes. Although software development play an integral role in any
Executive Support System design (and more in general in the Decision Support System
world) the analysis of ESS and DSS is about how people think and make decisions
Anyway a ESS will induce organisational changes which can not be succesful in complex
institutions unless they are clearly preceived and desired since the begining. Recent
developments on ESS and DSS tend to integrate the multiple decisions being taken by the
institution, so they become Organisational DSS. An ODSS is therefore a participative
process, instead of a mandatory product. In the figure, the green circle represents the
domain area of a typical Executive Support System.

Conceptual structure of an DSS (implications for an ESS)


Despite the particularities of each ESS, they share with more general DSS some
fundamental elements: -Information system: Databases with consistent structure -Models
to generate unknown information (e.g. Impacts of alternative decisions). In an ESS model
should ideally be interactive and their results linked to policy relevant indicators.
-Knowledge basis to put in a political context information and model's outcomes, and
evaluate them. Policy actions are the result of adding purposes and goals to knowledge.
-User-Interfaces The users of the ESS must ideally get friendly and customised access to
information, models and knowledge (policy relevant indicators), according to their
needs). Interactivity is a requirement to make "reinforcing learning" possible. Each
module, and the links between them, require specific software and hardware solutions,
which should be designed together by system’s experts and end-users.
Information component:

Giving structure to policy-relevant Data descriptors and indexes.

Models component:

Predicting impacts of policy actions in different overall scenarios to produce meaningful


and consistent indicators to evaluate alternative policy actions.

Knowledge component

ESS knowledge-base could integrate few major elements:

-Policy indicators monitoring the impacts and needs of EU policies (calculated in the
model base)

-Knowledge-based tools (e.g. Interactive models supporting policy evaluation).

-All other fuzzy knowledge elements which can not be encapsuled within strict "scientific
methods"

User-friendly interface component

User-Interfaces must be adapted to end- users:

-ESS for top decision makers (which require already-made analysis in a friendly manner,
but as well proper connections to other elements in the DSS)

-Experts (which requiere access to both data and models to carry on the analysis, but as
well links to modelling tools and raw data in order to check and understand models
formulation and data sources reliability). An ESS does not have "experts" as main target
user

EXECUTIVE SUPPORT SYSTEM FOR PUBLIC


HIGHER
EDUCATION INSTITUTIONS IN MALAYSIA
Abstract
Public higher education institutions in Malaysia are growing rapidly and increasingly,
interested in the use of fast and effective decision-making. Executives need the
knowledge
and information to be able to make these fast and effective decisions. This article
discusses
on the suggested executive support system framework that can be used by executives for
decision-making and analysis. This study will also investigate the level of strategic
decisions
in the public higher education institution of Malaysia. Using the information gathered
from
these investigations, an executive support system framework is identified. This
framework
can be used to support the education, research and administrative activities of a public
higher
education institution. It is divided into 3 sections that are interrelated. The first section is
the
support component of the framework. This section provides information and model that
will
aid executives in their analysis during decision-making. This section will also provide
executives with news and messages that can be use in a decision-making. Next, executive
knowledge analysis allows analysis to be experimented for each case of decision-making.
Finally, intelligent scanning agents will filter important information from the web as well
as
the database in order to formalized accurate solution as well as reasoning for each
problem
encountered.
Keywords: Executive Support Systems, Decision-Making and Strategic Decision-Making
=
1. INTRODUCTION
In recent years, limited expansions of resources, shifting enrollments and demands have
confronted public higher education institution (IPTA) with greater accountability for their
constituencies. The heavy burden increases, as the need for transformation of the local
public universities from mainly national education centers to an internationally
recognized body especially in the Asia Pacific region (Ministry of Education, 1998). It is
therefore important for each IPTA to restructure its policies and regulations with the aim
of attaining greater financial autonomy. In doing so, there is a need for a tool that is non-
technical to aid decision-makers in making fast and effective decisions.
Over the last few years, there has been significant increase in the use of computers in
almost all-large educational institutions. Software applications have been developed for
variety of areas such as accounting, personnel, registration and record, inventory
management, as well as library systems. The important section that needs to be looked
into is the use of computers by executives in its decision-making (Turban et al., 1988).
The concept of using computers to support decision-making has existed since the 1970s
(Keen et al., 1978). Executive support system (ESS) allows executives to collect, analyze,
process and disseminate information (Mintzberg, 1975) in an ever-changing business
environment 1168 (Watson et al., 1991; Turban, 1995; Watson et al., 1997). This concept
is enhanced to provide executive with current and reliable information from the web by
using intelligent agent (King et al., 1996; Cardenosa et al., 1998; Kuo, 1998). Besides
this, executives or decision-makers within an IPTA need relevant information to envisage
the future, support their decisionmaking or justify intuition-based decisions (Liu, 1998).
Currently, there has also been researched in the area of active decision support to provide
more advanced computer based analysis software for executives (Fazlollahi et al., 1997;
Carlsson et al., 1998; Feng et al., 1999). Currently, there is no ESS framework in any of
the public higher education institutions. Therefore the main objective of this study is to
develop an ESS framework that can provide executives with information, knowledge as
well as analysis for fast and effective decision-making. With respect to this, section 2 of
this article will investigate the strategic decision-making framework of an IPTA. This
investigation will proceed in identifying the levels of decisions in an IPTA. Meanwhile,
section 3 will discuss briefly on general framework of a decision support tool before a
further discussion on the suggested ESS framework for an IPTA. This framework is
divided into two components, which are the supporting components as discuss in the
general framework with slight modification. Followed by the main component, which
identify new components that are needed to create a more robust and sophisticated
system. These levels are as discussed below.
2
2. PRELIMINARY STUDY
One of the major processes in suggesting this framework is the process of determination
information required by executives. With respect to this, the development process
consists of a few steps including information gathering as the preliminary study
(Mohamed et al., 1999). Information gathering processes involves the identification of
management activities, responsibilities, critical success factor (Davis, 1982; Collins,
1985; Wetherbe, 1991) and its strategic business objective (Volonino et al., 1991) as well
as its end and means analysis. The techniques used to gather this information involved
interviewing, phone and questionnaire survey (Watson et al., 1992; Crockett, 1992;
Watson et al., 1993). Consequently, the process will provide insight to the organization
task, which is used to investigate the framework of strategic decision-making and the
level of strategic decisions in an IPTA. Later this information will be used to suggest an
ESS framework in an IPTA. This framework focuses on the decision-makers of an IPTA
(Mohamed et al., 1999). These decision-makers have been teaching and serve within the
organization for a number of years. There are also cases whereby the decision-makers are
from a different body such as semi-government organization with the ability of
management administration background. These decision-makers basically will have
different management activities. However, these management activities are inter-related.
Therefore, decisions made by each decision-maker might need assurances or information
from other unit within the institution. The next section will discuss briefly on the
preliminary studies discussed by Mohamed and Hamdan (1999).

Strategic Decision-Making in Public Higher Education


Institutions
The preliminary study (Mohamed et al., 1999) shows the process of strategic
decisionmaking in an IPTA consists of a few components. These components and its
relationship are shown in figure 1. Referring to figure 1, strategic decision-making in an
IPTA involves 1169 components such as the board of executives, external environments,
internal environments, JPT and critical success factors of the organization. These
strategic decisions must comply with the act and policies of the institution. External
environments in an IPTA include the news or documents collected on subjects such as
economics, politics, socials as well as response from agencies. These documents are
those that will influence the planning and development of the institutions. Basically, this
information is soft information, which is collected from documents, news, and
magazines. However, in current situation some of the information is able to access
through the web, e-mailing systems and so forth. Meanwhile, internal environment
involves three major units in an IPTA. These units represent the whole purpose or goal of
the entire institution. These units are academic, student affairs as well as research and
development of the institution. Units, centers and departments are among the components
that represent the organizations. Head, dean, professor or director represents each of this
unit, center or department. Decision-makers from each unit, head of bursar and registrar
as well as the head from each departments, centers and faculties are among the members
in the board of executives.

3. EXECUTIVE SUPPORT SYSTEMS OF AN IPTA


According to Sprague (1980), decision support systems are an adaptive system that
operates with participants and with technology that changes over time. This is supported
with a number of researches that try to improvise the system with the rapid increase of
demand and changes in technology (Franz et al., 1981; Dos Santos et al., 1989;
Piramuthu et al., 1993; Chuang et al., 1998). The same principles are adopted in an ESS.
ESS is a specialized decision support system that helps executives analyze critical
information and use appropriate model to address the strategic decision of an
organization (Mizoguchi et al., 1991; Belardo et al., 1994; Norbis et al., 1996; Sauter,
1997). Systems at executive level should be able to access information specified in a
format of interest to the executives, provide analysis as well as reasoning, explanation
and other intelligence properties. ESS systems are capable in providing the intelligent and
flexible features as mentioned in a number of studies (Beulens et al., 1988; Spengler et
al., 1997; Gallegos, 1999). These support tools are intended to help decision-makers
identify and access information that are useful in processing semi-structured or ill
structured problems (Liu, 1998; Kuo, 1998). Furthermore, it will aid decision-makers in
understanding problems, opportunities and possible solutions better. The next segment
will study the general framework of a support tool and eventually will be used and
modified to suit the decision-making environment of an IPTA. Some of the components
are separated due to its significance within the structure of a decision-making in an IPTA.
ASSIGENMENT
OF
M.I.S

TOPIC:- ESS

SUBMITTED TO:- SUBMITTED BY:-


MISS.GAURI SUKHWINDER SINGH
LECT.AT L.I.M CLASS:-B.B.A(5TH)SEM
614240851

(LOVELY INSTITUTE OF
MANAGEMENT)
BIBLIOGRAPY:-
WWW.GOOGLE.COM

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