group names:1. Muhammad Indra (1401164257)
2. Muhammad Hafizal (1401164274)
3. Budi Arya K (1401164437)
4. Larasati Rizqia R (1401164488)
5. Fauzi Ahmad (1401164633)
6. Mahardika Adiputra S (1401164355)

1. There are three different levels of decision making in organization, they are Strategic, Operational and Management. Each of those level has different types of decisions and information requirements, which makes them have different specialities in decision making. Decisions are classified as structured, semistructured, and unstructured. Structured decision involve a definite procedure for handling them so that do not have to be treated each time as if they were new. Meanwhile, the semistructured where only part of the problem has a clear cut answer provided by accepted procedures. Unstructured decision maker must provide judgement, evaluation, and insight to solve the problem. There are four stages in decision making: intelligence, design, choice, and implementation. Systems to support decision making do not always produce better manager and employee decisions that improve firm performance because of problems with information quality, management filters, and organizational culture.

  1. In the classical model of management, early writers described the five classical functions of managers as planning, organizing, coordinating, deciding, and controlling. The classical model describes formal managerial functions but does not address exactly what managers do when they plan, decide things, and control the work of others. Then it shift to behavioral models state that the actual behavior of managers appears to be less systematic, more informal, less reflective, more reactive, and less well organized than the classical model would have us believe. In their information role, managers act as as the nerve centers of their organizations, receiving the most concrete. up-to-date information and redistributing it to those who need to be aware of it. Managers are therefore information disseminators and spokespersons for their organizations.

  2. Business intelligence and analytics promise to deliver correct, nearly real-time information to decision makers, and the analytic tools help them quickly understand the information and take action.

  • Business intelligence is a term used by hardware and software vendors and information technology consultants to describe the infrastructure for warehousing, integrating, reporting, and analyzing data that comes from the business environment, including big data. Business analytics is also a vendor- defined term that focuses more on tools and techniques for analyzing and understanding data.

  • Elements of a business intelligence environment:

  1. Data from the business environment: Businesses must deal with both structured and unstructured data from many different sources, including big data.
  2. Business intelligence infrastructure: The underlying foundation of business intelligence is a powerful database system that captures all the relevant data to operate the business.

  3. Business analytics toolset: A set of software tools are used to analyze data and produce reports, respond to questions posed by managers, and track the progress of the business using key indicators of performance.

  4. Managerial users and methods: Business intelligence hardware and software are only as intelligent as the human beings who use them.Managers impose order on the analysis of data using a variety of managerial methods that define strategic business goals and specify how progress will be measured.

  5. Delivery platform—MIS, DSS, ESS: The results from business intelligence and analytics are delivered to managers and employees in a variety of ways, depending on what they need to know to perform their jobs. MIS, DSS, and ESS deliver information and knowledge to different people and levels in the firm—operational employees, middle managers, and senior executives.

  6. User interface: In today’s business people are no longer tied to their desk. People often learn quicker from a visual representation of data than from a dry report with columns and rows of information. Today’s business analytics software suites emphasize visual techniques such as dashboards and scorecards.

-Analytics functionalities provided by BI systems
1. Production reports: These are predefined reports based on industry- specific requirements.
2. Parameterized reports: Users enter several parameters as in a pivot table to filter data and isolate impacts of parameters.

  1. Dashboards/scorecards: These are visual tools for presenting performance data defined by users.

  2. Ad hoc query/search/report creation: These allow users to create their own reports based on queries and searches.

  3. Drill down: This is the ability to move from a high-level summary to a more detailed view.

  4. Forecasts, scenarios, models: These include the ability to perform linear forecasting, what-if scenario analysis, and analyze data using standard statistical tools.

  • There are two different strategies for adopting BI and BA capabilities for the organization: integrated solutions versus multiple best-of-breed vendor solutions.The hardware firms want to sell your firm integrated hardware/software solutions that tend to run only on their hardware (the totally integrated solution). It’s called “one-stop shopping.” The software firms (SAP, SAS, and Microsoft) encourage firms to adopt the “best of breed” software and that runs on any machine they want. In this strategy, you adopt the best database and data warehouse solution, and select the best business intelligence and analytics package from whatever vendor you believe is best.
  1. There are 3 levels of constituencies in organization, which are lower supervisory (operational) management, middle management, and senior management (vice president and above). Each of these management groups has different responsibilities and different needs for information and business intelligence, with decisions becoming less structured among higher levels of management. Operational and middle management charged on support for semistructured decisions. Meanwhile for senior management, they are in charged of balanced scorecard and enterprise performance management methods. The results from business intelligence and analytics are delivered to managers and employees in a variety of ways, depending on what they know to perform their jobs. MIS,DSS an ESS which deliver information and knowledge to different people and level in a firms. Management information systems (MIS) producing routine production reports are typically used to support this type of decision making. For making unstructured decisions, middle managers and analysts will use decision-support systems (DSS) with powerful analytics and modeling tools, including spreadsheets and pivot tables. Senior executives making unstructured decisions use dashboards and visual interfaces displaying key performance information affecting the overall profitability, success, and strategy of the firm. The balanced scorecard and business performance management are two methodologies used in designing executive support systems (ESS). The leading methodology for understanding the really important information needed by a firm’s executive.

  2. Group decision-support systems (GDSS) help people working together in a group arrive at decisions more efficiently. GDSS feature special conference room facilities where participants contribute their ideas using networked computers and software tools for organizing ideas, gathering information, making and setting priorities, and documenting meeting sessions. How it provides value for a business ? provide tools and technologies geared explicitly toward group decision making.

result of discuss about progress of dolibarr :
we have make a company name and our warehouse that is tofuliciouSMD