Groupware and Decision Joanna Marie M. Ramirez Aljon C. Rarang ANAROS ARNE de SILVA HCI Professor: Elizabeth St. Ana Groupware and Decision What is groupware? The Time/Space Matrix Classification by Function Email and bulletin boards Structured message systems Video conferences and communication Argumentation tools Meeting rooms Typical meeting room Issues for cooperation shared Applications and Artefacts Shared work surfaces
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Tracey Lindsey Week 1-Case Analysis Managerial Decision Making January 8‚ 2012 1. Define the decision problem. The decision problem is not having a location for the user’s conference due to Hurricane Katrina. 2. As part of defining the decision problem‚ the following questions should be addressed: o What is the general nature of the problem? The general nature of the problem is not having a location due to Katrina and having to make last minute adjustments on whether to continue
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Bad Decisions I have realized recently that friends should not have any affect at all on the decisions you make in life. It does not matter whether you are a middle school student‚ high school student‚ college student‚ or even a grown and mature adult. Making a wrong decision at the wrong time can have many negative affects on life‚ I know because I’ve been there. A wrong decision might only affect you temporarily or it could stay with you for the rest of your life. It could cost you a job
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Difficult Decisions In life‚ you will sometimes come across making some difficult decisions. One of my difficult decisions I had to make‚ was whether or not to keep a job‚ or to quit the job and be a full time student in college. The first process of my decision started in high school‚ I decided I wanted a job so I could experience the work force and to make a little side cash for myself. After school each day‚ I went to all kinds of places to apply for a job. Finally‚ in June‚ I got a call
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Every day we are faced with decisions. “Choosing meaning and making decisions creates the who we are becoming.” (Pilkington‚ Jonas-Simpson‚ p.9) Not all decisions are life changing but have significant meaning and impact the future of our lives. Whether the decision is as minute as what to eat for breakfast or life changing regarding intubation if in respiratory distress. These decisions can be based on fear‚ prior knowledge‚ gathered information‚ values‚ and the quality of life we choose to
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derived from several events‚ such as the Mabo Decision which was the long battle that lead to the recognition of Aboriginal land rights. Other events also contributed‚ such as the long process of reconciling the relationships between ATSI peoples and Australians‚ the Bringing Them Home Report which helped lead to the Apology. All of these events are important in Aboriginal culture as they all inspired change in the Australian community. The Mabo Decision was the goal to overturn the idea of Terra Nullius
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THE DECISION BOOK FIFTY MODELS FOR STRATEGIC THINKING Mikael Krogerus Roman Tschäppeler Translated by Jenny Piening WITH ILLUSTRATIONS BY PHILIP EARNHART First published in Great Britain in 2011 by PROFILE BOOKS LTD 3A Exmouth House Pine Street London EC1R 0JH www.profilebooks.com First published in Switzerland by Kein & Aber AG Zurich Copyright © Kein und Aber‚ 2008 1 3 5 7 9 10 8 6 4 2 Printed and bound in Italy by LEGOPRINT S.p.a. Lavis The moral right of the author
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The MBA Decision Getting an MBA is one of these decisions that people at one point thought of as a level of education only few are able to attain. In time that perspective has changed and in recent calculations the number of MBA graduates has increased by 250% (Articlesbase‚ 2006). In the closing case‚ we address the questions below to help Ben with his MBA decision. Question 1 How does Ben’s age affect his decision to get an MBA? Time plays a huge factor in Ben’s decision to get his MBA and to
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Programmed decisions . Programmed decisions are made in routine‚ repetitive‚ well-structured situations with predetermined decision rules. These may be based on habit‚ or established policies‚ rules and procedures and stem from prior experience or technical knowledge about what works or does not work in a given situation. For example‚ organisations often have standardised routines for handling customer complaints or employee discipline. Decisions are programmed to the extent that they are repetitive
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Contents INTRODUCTION 4 DECISION MAKING 4 Programmed Decisions 4 Non-Programmed Decisions 5 THE RESPONSIBILITY FOR MAKING DECISIONS 5 ELEMENTS OF THE DECISION SITUATION 6 - The Decision Maker 6 - Goals to be Served 6 - Relevant Alternatives 6 - Ordering of Alternatives 6 - Choice of Alternatives. 6 THE RATIONAL MODEL OF DECISION MAKING 8 Steps in the Decision Making process 8 Identifying an Existing Problem 9 Listing Alternative Solutions 10 Select the Most Beneficial Of These
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