Showing papers in "Interfaces in 1972"
TL;DR: The author has had enough bitter experience with the latter method, to find that it has no useful purpose other than for pelting adversaries at learned society meetings.
Abstract: This author has discovered the interesting fact from his experience that on many real world problems, people with experience can beat an elegant theoretical method all the time. If one were to accept this fact as truth, heresy though it may be, one would be driven to the even more embarrassing conclusion that maybe the way to do some things better is to ask the experienced people and then simulate them. Of course one must agree that this method flies in the face of all of the theory that says, “Work from the theory to the model to the world.” The author has had, however, enough bitter experience with the latter method, to find that it has no useful purpose other than for pelting adversaries at learned society meetings.
24 citations
TL;DR: A revised version of a talk given at the Management Science Conference in Mexico City, January 1970, sponsored by TIMS and the Department of Commerce is given in this paper, where the authors present a new version of their paper.
Abstract: A revised version of a talk given at the Management Science Conference in Mexico City, January 1970, sponsored by TIMS and the Department of Commerce.
21 citations
TL;DR: The authors examined the degree to which TIMS and its publication, Management Science, have carried out the Institute's stated mission; namely, to identify, extend and unify scientific knowledge pertaining to management.
Abstract: This article, based on a general-purpose citation indexing system for business periodicals, examines the degree to which TIMS and its publication, Management Science, have carried out the Institute's stated mission; namely, to identify, extend and unify scientific knowledge pertaining to management. The primary objective of the citation index is to illustrate Management Science's value-in-use to researchers in management and other business-related disciplines.
19 citations
TL;DR: The emergence of Systems Science does not constitute a rejection of traditional scientific and humanistic disciplines as mentioned in this paper, but supplements them with a new way of thinking that is better suited than they to deal with large-scale societal problems.
Abstract: The emergence of Systems Science does not constitute a rejection of traditional scientific and humanistic disciplines. It supplements them with a new way of thinking that is better suited than they to deal with large-scale societal problems. It offers us some hope of dealing successfully with such problems as poverty, racial and other types of discrimination, crime, environmental deterioration, and underdevelopment of countries. Systems Science may not only be able to assure man of a future, but it may also enable him to gain control of it.
17 citations
TL;DR: In an attempt to establish a dialogue involving the membership of this institute, I am presenting several observations on the factors that define the contents of our journals and a specific proposal for modifying those factors as mentioned in this paper.
Abstract: The value of management science is derived from the ability of its professionals to develop scientific knowledge that may be useful to management. This development does not occur in a vacuum. The continued health of the profession requires a viable information system involving the members of both the academic and business communities. The publications of this institute are important elements in this communication process.
In an attempt to establish a dialogue involving the membership of this institute, I am presenting several observations on the factors that define the contents of our journals. In addition, I am including a specific proposal for modifying those factors.
11 citations
TL;DR: In this paper, the authors develop some ideas about how operations research and management science may increase their effective participation in high level governmental decision making, and make use of the components of the gross national product as an aid in measuring the potential for using operations research as a resource allocation tool.
Abstract: The crucial thrust of this report develops some ideas about how operations research and management science may increase their effective participation in high level governmental decision making. The opportunity confronting operations research to participate actively in charting the future of our society is one of the greatest opportunities offered to any field of science today. This report will consider the components of the gross national product as an aid in measuring the potential for using operations research as a resource allocation tool, will enumerate briefly on a few of the high level governmental operations research positions, and will consider the discipline in legislation and planning. Several recommendations conclude the report. Two main problems to be considered are the following: 1. What are these large scale issues to which OR can make a contribution? 2. From what organizational base can OR have the greatest impact---both on policy and its implementation?
5 citations
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TL;DR: There is no way to master management except to think, and the effectiveness with which that end is achieved through the skillful application of accessible resources must be the final measure of management performance.
Abstract: The academic disputes between the “humanistic” and the “mechanistic” schools of management theory are essentially sterile because they both focus primarily on the arrangement of activities within an organization. They tend to move rather casually over the fundamental fact that any organization exists---or should be permitted to exist---only in order to produce an incremental social or economic value. The effectiveness with which that end is achieved through the skillful application of accessible resources must be the final measure of management performance. But this criterion demands a high facility in relating causes and effects, which is a rational process. There is no way to master it except to think.
4 citations
TL;DR: Ackoff as mentioned in this paper stated that the TIMS would not permit circulation of my platform for office with the ballot and therefore he decided to withdraw his candidacy for the office of president elect of TIMS.
Abstract: The memorandum to you of April 20, 1972, from Peter V. Norden and Sidney W. Hess on “Change of Slate for TIMS 1972 Election” stated, “Russell L. Ackoff, nominated as a candidate for the Office of President Elect of TIMS for the 1972–73 term … has withdrawn his candidacy for personal reasons.” This is not true. But I can understand the reasons for explaining my withdrawal in this way. It puts the matter to rest. I withdrew because the officers of TIMS would not permit circulation of my platform for office with the ballot. Reproduced below is the relevant letter which I sent to Peter Norden after the Nominating Committee, which he chaired, was kind enough to nominate me.
4 citations
TL;DR: This is the final column that I will be doing in the series because I find that I am not competent to deal with some of the technical issues that this column should discuss.
Abstract: This is the final column that I will be doing in the series. Because I am no longer primarily involved with computers, I find that I am not competent to deal with some of the technical issues that this column should discuss. I recently reviewed a proposal for Bristol-Myers that involved remote job entry. The last technical information that I had was several years old and indicated that remote job entry was not a reasonable tool for commercial jobs. When I checked my contacts for information about RJE, everyone told me that both the hardware and the software were there to support it, that many people were using it and that it should cause no problems. I feel that the editor of a column must have current knowledge.
3 citations
TL;DR: A humorous account about what hurts OR/MS departments, established in large organizations, most is given in this article, where a humorous account is given about what really hurts OR and MS departments.
Abstract: A humorous account about what hurts OR/MS departments, established in large organizations, the most.
3 citations
TL;DR: This paper proposes the use of a method which would not only address the problem of measuring the degree of achievement and the value to society of government sponsored programs but also provide a systematic way of tracking the performance of complex programs over a specified time period.
Abstract: The need for measuring, within a quantitative framework, both the degree of achievement and the value (i.e., benefit) to society of government sponsored programs is a major challenge and dilemma. The objective of this paper is to propose the use of a method which would not only address this problem but also provide a systematic way of tracking the performance of complex programs over a specified time period. For the purposes of this paper, a complex program is defined as one that contains a system of subactivities that by design purposefully interact, combine, modify or duplicate each other in order to achieve the overall goals of the program.
TL;DR: This article will attempt to analyze the implementation question in terms of a subjective taxonomy applied to two case studies within a single corporation, rather than the macro-analytical viewpoint adopted in many of the previous, broadly based studies.
Abstract: The purpose of this article is to provide additional commentary and suggestions concerning the implementation question. We seek to do so from a micro-analytical viewpoint, rather than the macro-analytical viewpoint adopted in many of the previous, broadly based studies. Thus, while we recognize the importance, value and research credibility of large sample surveys, we feel that there is much to be gained from an introspective analysis involving a single corporation. Thus, we will attempt to analyze the implementation question in terms of a subjective taxonomy applied to two case studies within a single corporation. It is hoped that the interested reader may be able to associate with these case studies in a more intimate fashion than might be possible in a more general broad-based survey.
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TL;DR: I understand and respect Russell Ackoff's conclusion that he should withdraw his candidacy after I refused, following consultation with other officers of TIMS, to permit circulation of his “platform for office” with the ballot.
Abstract: I understand and respect Russell Ackoff's conclusion that he should withdraw his candidacy after I refused, following consultation with other officers of TIMS, to permit circulation of his “platform for office” with the ballot. It may be helpful to readers of Dr. Ackoff's open letter on the subject, printed above, to have additional information presented here.
TL;DR: In a recent issue of INTERFACES, Dr. Ignizio discussed the algorithm selection problems that confront the Operations research practitioner and proposed a framework that will assist the evaluation of proposed techniques.
Abstract: In a recent issue of INTERFACES (November 1971), Dr. J. P. Ignizio (Ignizio, J. P. 1971. On the establishment of standards for comparing algorithm performance. Interfaces 2 (1, November).) discussed the algorithm selection problems that confront the Operations research practitioner. A set of recommendations were proposed, leading to the establishment of publication standards. There is high merit in Dr. Ignizio's proposal, for it is widely recognized that many in the OR community pride themselves for development of sophisticated algorithms, a pride that is justly deserved; but there is very little attention given to the matter of algorithmic practicality and workability. A framework is needed that will assist the evaluation of proposed techniques. Such a framework can only come about through the development of the standards that Dr. Ignizio proposes.
TL;DR: Theodore O. Yntema as mentioned in this paper is a member of the faculty of the School of Economics and Management at Oakland University, Rochester, Michigan and has served as a trustee or director of the University of Chicago and a number of foundations and corporations.
Abstract: Interview with Theodore O. Yntema. Theodore O. Yntema is a member of the faculty of the School of Economics and Management at Oakland University, Rochester, Michigan. He was a professor of statistics as well as of business and economic policy at the University of Chicago when he joined Ford Motor Company in 1949 as a vice-president, and was chairman of the Finance Committee and a director at the time of his retirement from Ford in 1965. Since then he has served as chairman of the National Bureau of Economic Research and as a trustee or director of the University of Chicago and a number of foundations and corporations.
TL;DR: An essay in the form of letters between the author and an alleged student, pursuing an advanced-degree career in operations research and asking a practitioner for advice.
Abstract: An essay in the form of letters between the author and an alleged student, pursuing an advanced-degree career in operations research and asking a practitioner for advice.
TL;DR: In this series of columns, it is explored ways in which various developments in behavioral science, not usually applied to management, may have useful implications for specific problems of management science.
Abstract: In this series of columns, we are exploring ways in which various developments in behavioral science, not usually applied to management, may have useful implications for specific problems of management science. In the last issue, we speculated about some interesting possible applications of the information-processing research of D. E. Broadbent. In this issue, we would like to focus on an equally creative behavioral scientist, D. E. Berlyne, and his studies of curiosity and arousal. The work was brought to my attention by two experimental psychologists who are publishing a complete account of their experiment based upon Berlyne's theory [Morrison, Bruce J., Marvin J. Dainoff. 1972. Advertisement complexity and looking time. Journal of Marketing Research 9(November) 396–400].
TL;DR: A data-based, non-polemic approach to the integration of the study of human behavior and management science ought to be feasible as discussed by the authors, but it is not always feasible.
Abstract: A data-based, nonpolemic approach to the integration of the study of human behavior and management science ought to be feasible. Yet, the proponents and propagators of such behavioral terms as Theory Y, open-systems, encounter groups, Motivator-Hygiene variables, the Management Grid, and others have often exhibited more management than science. In this column, we will try to put away the buzz-words and take a “Behavioral Science” perspective. By “Behavioral” we refer to any data collected from observations of human behavior, much of which is to be found in the fields of psychology, sociology, political science, and, upon occasion, that part of the field of economics which concerns itself with the real world. “Science” refers to serious attempts at objective inquiry, although controversy may exist as to satisfaction of the objectivity.
TL;DR: In this column, a series of articles which would examine data-based interfaces between behavioral and management science are examined, using some of the material recently published by the eminent English experimental psychologist D. E. Broadbent in his scholarly, research-oriented book, Decision and Stress (1971).
Abstract: In my first column (INTERFACES, May 1972), I promised a series of articles which would examine data-based interfaces between behavioral and management science. As an example, I am going to use some of the material recently published by the eminent English experimental psychologist D. E. Broadbent, in his scholarly, research-oriented book, Decision and Stress (1971).