Showing papers in "Interfaces in 1971"
TL;DR: One of the most frustrating tasks encountered by the OR practitioner is that of attempting to select an existing algorithm for application to an immediate real world problem.
Abstract: One of the most frustrating tasks encountered by the OR practitioner is that of attempting to select an existing algorithm for application to an immediate real world problem. For purposes of illustration only, consider the OR analyst who is faced with having to solve a large zero-one integer programming problem. Being a member of ORSA, TIMS, SIAM, and other organizations, he realizes that a considerable number of publications have been addressed to this topic and thus he might be able to use one of these to solve the problem at hand. This is sometimes his first mistake. Let us assume that he has surveyed the literature and found “n” publications presenting algorithms which deal directly with his particular problem. At this point in his search he will begin to discover that the mere existence of pertinent algorithms in the literature is not nearly sufficient.
17 citations
TL;DR: In management, a severe strain exists between the promises of scientific methods and the realities of practice as discussed by the authors, and friction should be expected in the relationship between the practitioners of the art and the advocates of the new scientific knowledge.
Abstract: In management, a severe strain exists between the promises of scientific methods and the realities of practice. At a time when management is becoming more scientific, friction should be expected in the relationship between the practitioners of the art and the advocates of the new scientific knowledge. The practicing manager in the field is told that his ways are outdated and inadequate, that knowledge unfamiliar to him now points to a better way. The process by which progress in MS/OR is transferred into management operating practices is the cause of widespread uneasiness in the MS/OR profession. Over the last ten years a large body of proverbial lore has been built up about the “practicality gap” or “interface between MS/OR and management.” Yet no overall structuring of the relationship between the practice of management and MS/OR has been accepted, although many intuitively sound suggestions have been forwarded.
11 citations
TL;DR: The structure of information storage and access mechanisms that governs attempts to effectively control and use the ever-growing archives constituted by libraries, company reports, government documents, business correspondence, and so forth are described.
Abstract: The “information explosion” is a continuing crisis to which most of us have developed a tolerable degree of accomodation. It is not a new problem nor is it likely to ease in the foreseeable future. In this note we describe the structure of information storage and access mechanisms that governs attempts to effectively control and use the ever-growing archives constituted by libraries, company reports, government documents, business correspondence, and so forth. Most of the examples to be presented below refer to library information collections for which it is relatively easy to assemble reliable statistical evidence, but the structural model that this evidence supports is of perfectly general applicability.
9 citations
Journal Article•
8 citations
TL;DR: An essay about frontiers of management science presented in the form of an interview with Russell L. Ackoff is presented in this article, where the authors present a collection of interviews with management scientists.
Abstract: An essay about frontiers of management science presented in the form of an interview with Russell L. Ackoff.
7 citations
TL;DR: The use of psychological attributes to explain consumer behavior has proved helpful as mentioned in this paper and perhaps it should influence the study of managers and their associates, and implementation problems can be examined in terms of the interacting life styles of managers.
Abstract: The use of psychological attributes to explain consumer behavior has proved helpful. Perhaps it should influence the study of managers and their associates. Thus, implementation problems can be examined in terms of the interacting life styles of managers and management scientists. This viewpoint provides some interesting perspectives. Not facetiously, we might learn something about carrying a project through to completion by studying various categories of attitudes. In such terms, we could attempt to relate and match the mind of the management scientist (called the model builder) with that of the manager. Many appealing possibilities are found in the literature.
7 citations
TL;DR: Simulation may or may not involve the use of Monte Carlo techniques, but the prime thought here is that models are time dependent and may be used to study the effects of decisions made in one time period on behavior in subsequent time periods.
Abstract: Simulation is a tool made practical by the capabilities of the modern highspeed computer, a tool which may be used by enlightened decision makers in the public and private sectors to gain insights into very complex situations. The advent of meaningful simulation models to help understand and contemplate large complex systems is relatively new. At present there is no universal agreement on the meaning of the term. In my own view, simulation implies a concern with dynamics—that is, the use of any mathematical or physical model which may be moved through time. Simulation may or may not involve the use of Monte Carlo techniques, but the prime thought here is that models are time dependent and may be used to study the effects of decisions made in one time period on behavior in subsequent time periods.
3 citations
TL;DR: In this paper, the authors discuss the impact of developments in the external and internal environments on management science and operations research in finance, the relationship of management science to management information systems and to the managerial process, and the outlook for future developments in management science relevant to finance.
Abstract: In assessing trends in the intellectual and technological aspects of management science and operations research, it is useful to consider major developments in the environment, both external to the firm or organization and to the operations research or management science departments. Changes in the legal environment, the tax structure, the social or cultural environment will have important influences in shaping the future. This paper discusses the impact of developments in the external and internal environments on management science and operations research in finance, the relationship of management science to management information systems and to the managerial process, and the outlook for future developments in management science relevant to finance.
3 citations
TL;DR: It is useful, every now and then, to think about the variety of ways markets are segmented, and the very sophisticated techniques used to derive complexly defined but highly discriminating market segments.
Abstract: It is useful, every now and then, to think about the variety of ways we try to segment markets. Consider the analytical groups of general market surveys: current users, past users, heavy users, light users, luxury brand users, economy brand users, brand loyal users, brand switchers, those who never used, etc. Every one of those analytical groups defines a market segment, but we're not often happy to leave things so coarsely segmented. No, we go on to check each analytical group on how it intersects with a lot of other segments. Not only do we check how one kind of analytical group intersects with another (e.g., heavy users by past users), but we usually think up some more segments to relate to the analytical groups. For instance, most large surveys relate demographic segmentation to the groups. Many use “psycho-graphic” measures like “venturesomeness” or “hypochondriasis.” Some use very sophisticated techniques of multi-dimensional scaling to derive complexly defined but highly discriminating market segme...
3 citations
TL;DR: The Institute of Management Sciences has asked educators and employers of management science professionals to respond to the question raised in the title of this paper as mentioned in this paper, and several eminent educators have expressed their views in the October 1970 issue of Management Science.
Abstract: The Institute of Management Sciences has asked educators and employers of management science professionals to respond to the question raised in the title of this paper. Several eminent educators have expressed their views in the October 1970 issue of Management Science. As a supervisor of management science professionals and a professional in this area myself, I should like to offer comments on those aspects of the problems which are of greatest concern to me.
3 citations
TL;DR: A questionnaire about the definition of a management scientist was sent out by the Institute of Management Sciences (IMS) to a randomly selected sample of the membership of the MIS Society.
Abstract: Early in November, approximately 2,000 questionnaires were mailed to a randomly selected sample of the membership of The Institute of Management Sciences. The stated goal of the questionnaire was to accumulate data from which a discussion could commence about the definition of a management scientist. Each of the questions was of an attitudinal nature and dealt with the individual's perception of himself and/or his professional colleagues who considered themselves management scientists. A copy of the questionnaire is provided in Exhibit I. The statements focused on three areas, namely the person's viewpoints on the training necessary to be a management scientist, the job characteristics of a management scientist, and the contribution of the management scientist to his organization. There were several statements related to each area, but these were randomized in actual presentation of the questionnaire.
TL;DR: In this paper, the authors make some comments from the unusual standpoint of a team concerned with both education and employment in management science/operational research in the October 1970 issue of Management Science (Application Series).
Abstract: We read with interest the statements on the teaching of management science/operational research in the October 1970 issue of Management Science (Application Series). No doubt these will elicit contributions from those who employ the products of the various university courses. We would like to make some comments from the unusual standpoint of a team concerned with both education and employment.
TL;DR: An essay about excessive amount of new products brought to the market, where the differences between them are minute, or even hard to discover is given in this article, where the difference between them is discussed.
Abstract: An essay about excessive amount of new products brought to the market, where the differences between them are minute, or even hard to discover.
TL;DR: By techniques of definition, I mean those techniques such as writing scenarios, “brain-storming,” or decision theory, which encourage the problem solver to provide the decision maker with alternative solutions rather than a simple optimal solution.
Abstract: Mathematical optimization is a collection of techniques for finding the highest ground in a well-defined region. There are a number of good computer systems available for linear programming, as well as integer, mixed-integer, and nonlinear programming. Furthermore, there are simulation languages which allow the user to search a region for near-optimal solutions. Although these techniques are valuable, I feel that no matter how interesting they prove to be, they are less important than techniques for defining the regions of interest. By techniques of definition, I mean those techniques such as writing scenarios, “brain-storming,” or decision theory, which encourage the problem solver to provide the decision maker with alternative solutions rather than a simple optimal solution. Because of their importance to management, I feel that they deserve a great deal more attention than they have gotten.
TL;DR: The professional in operations research and management science has the thankless task of constructing a bridge between two virtually disjoint activities: science and management as mentioned in this paper, and to understand the nature of the problem faced by the professional, we must examine the two principal factors underlying this disjunction of the two activities: the irrelevance of science and the irreverence of management.
Abstract: The professional in operations research and management science has the thankless task of constructing a bridge between two virtually disjoint activities: science and management. To understand the nature of the problem faced by the professional, we must examine the two principal factors underlying this disjunction of the two activities: the irrelevance of science (from the point of view of management) and the irreverence of management (from the point of view of science).
TL;DR: In the fall of 1958, Krawitz came to the Metropolitan with a three-week contract as a consultant on stage production and labor problems and stayed on to become one of Rudolf Bing's most valued assistants.
Abstract: Interview with Herman Krawitz. Born in New York and educated at City College (where he majored in philosophy), HERMAN KRAWITZ spent the first five years of his professional career building and managing summer theatres. In the fall of 1958 he came to the Metropolitan with a three-week contract as a consultant on stage production and labor problems and stayed on to become one of Rudolf Bing's most valued assistants. In addition to his duties at the Metropolitan, Mr. Krawitz commutes two days a week to Yale University where, in the Graduate School of Drama, he teaches courses and holds seminars in professional theatre problems.
TL;DR: The age of consumerism marches on as discussed by the authors, and the FTC has now suggested that three manufacturers ought to spend a quarter of their advertising budgets for a year explaining that their prior advertising was misleading.
Abstract: The age of consumerism marches on. The FTC has now suggested that three manufacturers ought to spend a quarter of their advertising budgets for a year explaining that their prior advertising was misleading. These three cases raise some very difficult legal issues regarding the nature of deception and what is a reasonable atonement for advertising sins. But underlying the hoopla is a very real problem that must plague marketers and certainly provides opportunity for management scientists. It is a problem that has little to do with the law.