I need a review of the following article and the review must contain an overview, analysis, and conclusion parts.

12:12 File Details MIS-7910-201 Prob Mgmt Info... MANAGEMENT MISINFORMATION SYSTEMS B-149 was in one of its four versions: 100%, 67%, 33 %, or abstract. Each version of each article was read by two students. All were given the same examinations. The average scores on the examinations were then compared. For the above-average articles there was no significant difference between average test scores for the 100%, 67%, and 33% versions, but there was a significant decrease in average test scores for those who had read only the abstract. For the below-average articles there was no difference in average test scores among those who had read the 100%, 67%, and 33% versions, but there was a significant increase in average test scores of those who had read only the abstract. The sample used was obviously too small for general conclusions but the results strongly indicate the extent to which even good writing can be condensed without loss of information. I refrain from drawing the obvious conclusion about bad writing. It seems clear that condensation as well as filtration, performed mechanically or otherwise, should be an essential part of an MIS, and that such a system should be capable of handling much, if not all, of the unsolicited as well as solicited information that a manager receives. The Manager Needs the Information That He Wants Most MIS designers "determine" what information is needed by asking managers what information they would like to have. This is based on the as- sumption that managers know what information they need and want it. For a manager to know what information he needs he must be aware of each type of decision he should make (as well as does) and he must have an adequate model of each. These conditions are seldom satisfied. Most managers have some conception of at least some of the types of decisions they must make. Their conceptions, however, are likely to be deficient in a very critical way, a way that follows from an important principle of scientific economy: the less we undew stand phenomenon, the more variables we require to explairvit, Hence, the manager who does not understand the phenomenon he controls plays it ' 'safe" and, with respect to information, wants "everything." The MIS designer, who has even less understanding of the relevant phenomenon than the manager, tries to provide even more than everything. He thereby increases what is already an overload of irrelevant information. For example, market researchers in a major oil company once asked their marketing managers what variables they thought were relevant in estimating the sales volume of future service stations. Almost seventy variables were identified. The market researchers then added about half again this many variables and performed a large multiple linear regression analysis of sales of existing stations against these variables and found about thirty-five to be statis- tically significant. A forecasting equation was based on this analysis. An OR team subsequently constructed a model based on only one of these variables, tramc flow, which predicted sales better than the thirty-five variable regression equation. The team went on to explain sales at service stations in terms of the < Previous Dashboard Calendar Notifications Next Inbox