X. Differences of information and decision support capabilities. There are various differences that exist between the two support systems; the following are the most famous differences. MIS system focuses on the decision support as well as the analysis, whereas the DSS majorly focus on the processing of information. The users of the MIS are the analysts, managers, and the professionals that is by means of intermediaries, whereas in DSS the server or users are mainly users from the lower levels, middle, and on some occasions the senior executives. The MIS support system is usually applied in areas where diversified decisions regarding management are made, while DSS support is mostly applied in the financial evaluation in human resource management, in the sales forecasts, and in production control. Basing on the decision support abilities the MIS is based on the semi-structured as well as decisions that are unstructured majorly ad-hoc, however sometimes basing on repetitive decisions. While in the DSS support system, decision support capabilities are based on either direct or indirect support systems, relying on the standard operations, focuses majorly on the structured routine problems, research and other various models. In MIS the nature of computing packages relies on large computational capabilities, applications and the DSS generators as well as languages modelling and also simulation. Whereas in DSS support systems the computing packages depends on the performance reports, strong reporting capabilities, financial management science designs, standard statistical, application oriented, and the accounting. 1 The MIS can sometimes be programmed into details whereas the DSS there is inflexibility of information or reports, and they are not able to access the supporting details faster MIS ANNALYTICAL REPORTING ALTERNATIVE TABLE MIS supporting system offers the users information in terms of reports as well as output resulting from the simulation by the aid of mathematical models. Category Demand Reports and Responses Exceptional Reports Periodic scheduled Report Example Information on demand Periodic Reports which only contain information on a specific event. Weekly sales analysis, monthly financial statements PUSH Report This is a feature that allows one to access various transaction reports on a daily basis automatically. These reports may be in terms of transaction views, Reconciliation, or financial history. 2 Example of Push Report for VTA Company Vintage Television Advertising Stations Breakout Report Monday July 06 2014- Sunday July 12, 2014 Spend Vintage core stations total ANC 1888 Total ANC 1889 25 23 11 355 2 121 10 488 8 12 GHF 5 6 3 26 JJUT 28 47 31 34 MaxDia l Total Mon Tue Wed Thurs Fri-sun 404 Price per call $ 22.00 Cost per call $ 11.65 $ 15, 995.00 $ 4,000 $ 3,000 $$$$$$$- 206 251 267 245 43 13 3 1 1 2 0 1 1 64 17 0 1 1 2 1 1 0 72 22 0 0 0 1 1 1 1 55 24 0 0 0 1 0 0 1 84 41 O 2 2 1 0 0 0 $ 22.00 $ 22.00 $$$$$$$- $ 12.58 $26.64 $$$$$$$- $$$$$$$$ 2,000.00 3 0 1 0 0 1 0 14 5 4 0 1 6 2 1 25 3 3 0 1 4 1 0 16 3 2 0 1 4 4 0 16 5 6 6 1 4 1 0 28 $$$$$$$$ 20.20 $$$$$$$$ 20.20 Decision Support System 3 This kind of support system offers a varying analysis with few programming effort and it is usually directed to the organizational managers or to non-technical users or servers. This system plays a critical role in the managerial roles within an organization as it gives guideline in the making of decisions by the managers and other executives. Below is an example of an Analytical table of business functions offered in DSS planning & design 4 Information Requirements Management Level Information Use Top Management Useful in goal setting Useful for the long-range plans External Information such as competitor actions, government regulation, economic factors, resource availability It is a vital strategy Internal Information for instance, financial reports, and key exception reports Long term trends Conjoint analysis that is what if- analysis Middle Management Essential for the definition of objectives Need for the internal information Useful for medium range plans Requires short term trends Essential for the tactical decisions Requires some conjoint analysis Lower Management Useful for the achievement of the companies objectives Used for the short term plans Internal information such as current historical information, detailed operational reports, and the appropriate exception reports Useful for supervision 5 What if Analysis \"What if Analysis\" is also known as the sensitivity analysis applies existing data alongside the estimated data points in order to determine a range of possible outcomes. This information enables a marketer to make more proper decisions, therefore useful in obtaining solutions when having a limited set of data. Example of what if analysis Supposing one is planning to launch a new product and in this light needs to project the profit margin for this product, the fixed costs are known, but the variable costs relies on many factors that are not defined or known. A what if analysis will take the known factors for instance the fixed price and the estimates of the unknown factors for this case the variable costs like the raw material costs, the sales, and the producing pricing and the analyze the profit margins. This information is immensely important in deciding whether the launched the product will offer desirable margin so that further investment can be justified. 6 References Altiok, T., & Melamed, B. (2007). Simulation modeling and analysis with Arena. Amsterdam: Academic Press. Barki, H., & Hartwick, J. (2001). Interpersonal Conflict and Its Management in Information System Development. MIS Quarterly, 25(2), 195. Retrieved on 13 February 2016 from: http://dx.doi.org/10.2307/3250929 Mas, A. (2012). Software process improvement and capability determination. Berlin: Springer. Chan, S. (2009). The roles of user motivation to perform a task and decision support system (DSS) effectiveness and efficiency in DSS use. Computers In Human Behavior, 25(1), 217-228. Retrieved on 13 February 2016 from: http://dx.doi.org/10.1016/j.chb.2008.09.002 El-Gayar, O., Deokar, A., & Tao, J. (2011). DSS-CMM. International Journal Of Decision Support System Technology, 3(4), 14-34. Retrieved on 13 February 2016 from: http://dx.doi.org/10.4018/jdsst.2011100102 7