Question: Group decision support system (GDSS) is a class of electronic meeting systems collaboration technology designed to support meeting

and group work. GDSS are more focused on task support. Explain with the help of example that how can a firm implement GDSS to improve their decision making.

Group decision support system (GDSS)

A GDSS is an interactive computer-based system that facilitates the solution of unstructured problems by a set of decision makers working together as a group. GDSS have been developed in response to the growing concern over the quality and effectiveness of meetings.. A GDSS includes features such as presentation material, commenting and brainstorming, voting and evaluation of decisions. A GDSS helps to improve the efficiency and effectiveness in the decision making process. The use of a GDSS is an emerging trend rather than a common practice in business.

Three elements of GDSS

Hardware, software tools, and people are the three GDSS elements. Hardware includes the conference facility itself (room, tables, chairs) that is laid out to support group collaboration. It also includes electronic hardware such as electronic display boards as well as audiovisual, computer, and networking equipment. Software tools include electronic questionnaires,

electronic brainstorming tools, idea organizers, questionnaire tools, tools for voting or setting priorities, stakeholder identification and analysis tools, policy formation tools, and group dictionaries. People include the participants, a trained facilitator, and the staff to support the hardware and software.

Competitiveness increasingly depends on the quality of decision making.

So naturally,

companies often rely on their own history and their past transactions and activities to make future decisions. When businesses make decisions, it is usually helpful to use a decision-

support system and firm-wide data. These systems can automate certain decision procedures, and they can offer information about different aspects of the decision situation. They can also help managers question existing decision procedures. It can be useful to explore the outcomes of alternative organizational scenarios. And, of course, using GDSS can improve how groups make decisions, and also improve the decision that might have been made by an independent person. The size of the corporate information base is increasing at the rate of 400 percent every three years. Until recently, the idea of analyzing years of accumulated transaction data in a single pass seemed expensive and unachievable. In addition to the difficulties caused by data format

incompatibilities, the computational requirements would have consumed much of the company's data processing capacity for days or even weeks. Analysis has been limited to fairly simple queries run after hours against relatively small subsets of data. In recent years, scalable

hardware and software technologies have fueled data warehousing, enabling decision makers to unleash the power of analysis provided as a result. On the other hand, remember that these systems do not automatically lead to better decisions unless the decision problem or situation is clearly understood and the systems are appropriately designed.

Examples of Firms Using GDSS

Organization using GDSS are Air Force, Murrayville School District Bus, International Business Machines and Hewlett-Packard. Air Force

GDSS is the system used in air force to create and disseminate airlift and tanker mission plans to all Mobility Air Force (MAF) users. Records, and disposed of in accordance with the Air Force Records. Planners use the Notes tab in the mission details in GDSS and In another instance, the US Air Force used GDSS with facilitators for their strategic planning process.

International Business Machines (NYSE: IBM)

One example of implementation of GDSS is at IBM. They, as well as many other corporations, initiated GDSS to improve group meetings. A specific case involved a plant manager not being able to identify the cause of problems with shop floor control. After having a meeting for two hours with plant personnel all that resulted was arguments and bad feelings. So after meeting with the company's GDSS facilitator, the manager decided to have ten plant employees, himself, and two junior analysts participate in a GDSS program. They would use electronic brainstorming and voting to resolve the shop floor control problem. The manager and the facilitator decided the topic would be "What are the key issues in improving shop floor control?" After brainstorming for 35 minutes and compiling 645 lines of suggestions, ideas and comments on how to improve shop floor control, the manager found that he had gotten useful information about the issue for the first time. A list was compiled of the comments and then the members of the group ranked them in order of importance. The results were displayed and a discussion occurred for ten minutes. The manager thanked the participants and was given a printout of all the discussion and results of the group vote. Hewlett-Packard Another example is. Their human-factors engineers work at locations all over the world. And they meet in person only once a year. The rest of the time, they have frequent, ongoing meetings to discuss professional and company issues. But they have these discussions through an electronic conference and final decision making is done with the aid of GDSS.

The combination of communication, computer and decision technologies supports decisionmaking include: Communication technologies used: electronic messaging, teleconferencing, and store and forward facilities. Computer technologies used: multi-user operating systems, fourth generation languages, graphics facilities. Decision support technologies: Agenda setting, decision modeling methods (e.g. decision trees, risk analysis. Decision models can be developed to predict market share, sales penetration, overall profitability), structured group methods (e.g. Delphi approach - enables effective feedback among dispersed members of the group. Brainstorming - offering ideas off the top of their heads. Group consensus approach forces the group to reach an unanimous decision. Nominal group technique allows each member to participate but decision is based on voting) and rules for directing group discussion (e.g. parliamentary procedure). (Information from (2) Group Decision Support Systems) Levels of Communication The level 1: aims at removing common communication with technical features barriers such as: large screens for instantaneous display of ideas voting solicitation voting compilation anonymous input of ideas electronic message exchange between members Technology is purely a communication medium at level 1. E-mail systems and computersupported conference rooms are excellent examples. Level 2: is when the facilities are being provided in level 1, GDSS provides greater structure to the group through: decision modeling techniques

group decision techniques

The budget allocation models, utility and probability assessment models, social judgment techniques are the examples for level 2. One good example is if a meeting is taking place on provisions in the Law of the Sea. Models of sea-floor mining can be used to make negotiates easier. Level 3: is when GDSSs ability to "filter and structure information exchange with the help of group communication patterns and expert advice on selecting and arranging rules to be applied during interaction" ((2) Group Decision Support Systems). An example of level 3 is usage of the structured group methods such as Nominal Group and Delphi techniques and the rules for directing group discussion. ((2) Group Decision Support Systems)

Advantages of GDSS
The usual purpose of a meeting is to generate ideas and make suggestions. If everyone were allowed to make suggestions, it would take far too long to hear the suggestions and then organize the results. The result of the traditional meeting could be viewed as an enormous waste of time. We do need to have a "productivity" meeting for everyone. Larger groups, with between seven and thirty-six members, may be more likely to benefit from the technology than small groups. GDSS may be a more ideal technique than traditional techniques for harder tasks, but less effective on easier tasks.GDSS offers several major advantages over traditional oral meetings: Anonymity Anonymity increases group member participation because they no longer need to fear criticism or political ramifications because of their comments. Without the ability to be identified, many people feel less compelled to conform to the group's opinion, and as a result, more diverse suggestions are elicited. Anonymity can lead to better decisions across the board. No production blocking (Parallel communication) In traditional oral meetings, participants have to take turns speaking, and a few individuals can monopolize the available time. Through the use of a GDSS, everyone can exchange ideas at the same time via the computer network. Again, this increases participation, which can lead to greater productivity and better decisions. Automated complete record keeping The information loss problem may be solved by including stenographers, audio tape recorders, or videotape, which may be used to record the

group minutes, but this tends to be expensive. Less expensive alternatives including cut and pasting of group chat sites, which may be automated. A GDSS records on disk all comments, votes, and other information input by a group. This is an important feature because it is no longer necessary to take notes. Without the benefit of notes, it is almost impossible to remember the details of what was covered. A GDSS eliminates this problem altogether Instant feedback on voting and multiple methods for aggregating the group preference The vote can take place in one meeting. There are multiple methods such as Delphi, Brainstorming, Group consensus approach, and Nominal group technique. Ability for non-collocated (virtual) meetings With hardware, software, and people, GDSS is possible. The supporting computer system hardware and software can be inexpensive and portable. Participants in the group need not be computer literate or have special expertise.

Conclusion
Group Decision Support Systems provide a number of tools to help groups enhance group synergies and reduce group losses. The systems rely heavily on LAN and WAN technology and bandwidth. The GDSS is a proven, effective tool for group decision-making in spite of some disadvantages associated with it. If the technology becomes less expensive and more widespread, the use of GDSS tools could increase. Keep in mind, the hardware and software components of a GDSS do not replace human interaction, but provide methods of gathering information automatically, determining suitable alternatives and making rational decisions. GDSS can improve group performance, but some people may view it as counterproductive. A GDSS is best suited for complex decision-making.

Future Trends in GDSS

The future of the GDSS is considered good despite the disadvantages. "One of the most important concerns to be addressed before a GDSS can be used within an organization is the need to integrate GDSS techniques into the existing framework of the organizational culture" (Hoaglund, Peeters, and Rinetti, 1997). The GDSS brings changes, and those changes must be managed for GDSS to be fully successful. Sometimes, GDSS can either change or threaten

existing power bases within an organization. Future studies and greater organizational use of GDSS technology should address this concern. Other considerations include: Rule-based Features and the use of Heuristics

Future versions of a GDSS will incorporate such advanced technologies as Artificial Intelligence and Expert Systems. This will allow the GDSS to actually "learn" and become proficient in making decisions that supplement the GDSS process. Decreasing cost of GDSS Technology

As communication and hardware technologies decrease in cost, more companies will reap the benefits of a GDSS. Until the costs decrease to a point that the GDSS becomes more widely available, many companies are renting time at local universities or other companies who provide GDSS services. Increasing Customer Involvement

GDSS technology allows companies to introduce its customers to decision-making meetings, while still ensuring control over the exchange of ideas. Customers can voice their needs in a nonthreatening environment and the company derives the added benefit of the goodwill created with the participative nature of the GDSS. Virtual Organization

The organization of the future will be flatter and leaner, with individuals making fewer decisions and groups making more decisions. Online/Internet

With the advent of telecommuting, the merging of huge multinational corporations and the continued globalization of industry, decision-makers are often scattered throughout the organization and across the world. This decentralization will necessitate the development of an online GDSS, perhaps combining video conferencing technology with the Internet/WWW.

(Information from Hoaglund, Peeters, and Rinetti, 1997)

References
Group (Decision) Support Systems." West Virginia University. Online. http://wolfe.mang.wvu.edu/classes/gdss.htm "Group Decision Support Systems." Alfred University. Online. http://business.alfred.edu/duserick/csawebsite/csa567/Spragu20.HTM "Group Decision Support Systems." West Michigan University. Online. http://lab2.cc.wmich.edu/kayany/orgtech/lectures/lec10.html Druckenmiller, D. A. "Face-to-Face Group Decision Support Systems: A Partnership between Traditional Group Process Mythologies and Computer Technology." Journal of Information Systems Educational Volume 3, Number 2 1991. Online. http://www.gise.org/JISE/Vol1-5/FACE.htm September 1991. Hoaglund, S., Peeters, D., and Rinetti, M. "Group Decision Support Systems and Their Organizational Use."Illinois State University.1997. Online. http://odin.cmp.ilstu.edu/~marinet/termgdss.html 5 August 1997.

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