bluuebunny/crossref_metadata_2025 huggingface dataset:
International Environmental Problems: Systems Approach Used to Identify Scientific and Political Perceptions and Responses
Authors: Matthews William H. , Gupta Shiv K.
Published: October 2008

The objective of this paper is to demonstrate how a systems approach can be used to contribute to the identification and solution of environmental problems by governments acting individually and collectively. In approaching complex environmental problems one must be concerned with far more than the sciences of environmental degredation and the technologies of pollution control; one must also understand the problems of development, national priorities and the cultures of the peoples of the world. The huge amount of data submitted for the United Nations Conference on the Human Environment was analysed and organized into a meaningful form for decision making by considering the technical, philosophical, ethical, political and emotional issues involved in preserving the environment. Before discussing the details of the analysis, a summary view of the U.N. Conference process will be presented.
Information Systems in Management Science
Authors: Vazsonyi Andrew
Published: October 2008

Harry Stern in his final column in this series (INTERFACES, Vol. 3, No. 1 (November 1972), pp. 18–22) concisely summarized what he has been saying in these columns for six years. Naturally, his final column was incomplete because he did not (and could not) say what a splendid job he had been doing. I read INTERFACES more regularly than any other publication, and I always found Harry's column illuminating. So before I take up the cause of Information Systems let me say: Thank you, Harry Stern.

In reality this is not my first column as in “Why Should the Management Scientist Grapple with Information Systems” (INTERFACES, Vol. 3, No. 2 (February 1973)), I tried to establish my position with regard to Information Systems and Management Science and the objectives of the column as I saw them. Now I would like to provide a little more background and specifics.
Laying the Groundwork for the Future Success of Management Science
Authors: Marmor Neil
Published: October 2008

A common industrial phenomenon appears to be the case of the manager who, by dint of a company training program, industrial seminar, or self-initiated study, has come to believe that “Management Science” may really be here to stay. Often without really understanding what a management scientist is, the manager becomes enamored of seemingly exotic terms like simulation, model, and statistical analysis. He then decides that, yes, that is just what his department needs. Whether or not this may sound naive, it exists, more often than many practitioners of management science might care to admit. The resulting situation for the department’s new hire, the Management Scientist (the “MS individual”), is fraught with danger. The deck is stacked against his success. From the ill understood motivation of the manager who hired him to the probable recalcitrance of his co-workers, the MS individual is in a difficult situation. How well he reacts to it will not only determine his own success, but, quite often, the future standing of management science in the department for years to come. The management scientist is really an emissary of his profession who must be skilled in many areas in addition to those of his technical competence.
Management Science in Marketing: The State of the Art
Authors: Aaker David A.
Published: October 2008

The author identifies areas within marketing in which management science efforts should be highly productive in the coming decade. Some of these areas involve the solution of problems that are inhibiting progress. Others entail extensions to productive lines of previous research. Still others consist of new opportunities which have not previously been given much attention.
Information Systems in Management Science—Semantic Pollution in Information Systems
Authors: Vazsonyi Andrew
Published: October 2008

In an earlier paper (INTERFACES, Vol. 3, No. 2 (February 1973), p. 1) I discussed the three levels of the semiotic structure of communication—syntax, semantics and pragmatics. In these next columns I shall discuss each of the levels separately, beginning here with semantics.
Behavioral Science—Questioning the Meaning of “Democratic” Management
Authors: Braunstein Daniel N.
Published: October 2008

Just as in the 1930s and 40s, the world is still experimenting with many autocratic forms of administration. Currently, not all of these autocrats are human. Some of them involve a “one best” model of accounting, information systems, and decision-making. The need for behaviorists to demonstrate the existence of alternative forms is just as great now as it was when Levine and others began their work on the importance of group dynamics to formal organizations thirty years ago. Many managers still have the concept that information flows up the organization and decisions flow down. But an acknowledgment of the existence of alternative organizational systems does not have to be sugar-coated with the term democratic.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

In this series of articles we have assumed technical expertise, a professional approach, and applications experience. But unfortunately, we know only too well that these alone will not secure the benefits for management that management science is truly capable of. Added to these must be the ability to sell management science to management. We in the management science field have long since learned that building the better mousetrap is not enough; we cannot assume that management will beat a path to our door; we must be prepared to sell our wares to management.
Reliability of Models in the Social Sciences
Authors: Churchman C. West
Published: October 2008

A model is a device for helping man to think rationally. Sometimes it takes a very simple form, as when we say that an assertion A cannot be both true and false. Sometimes it takes a more subtle form, as when we construct rules for thinking about risky situations.

Sometimes men build physical models to help them think about reality. A wind tunnel or the model solar system one sees at the planetarium are examples. These physical models are designed to have many of the properties of the real objects. Furthermore, one can manipulate the models and determine the consequences of certain changes if they were to occur. One fascinating exercise of planetaria consists of taking the audience through thousands of years of astronomical history. In this way, they can think more adequately about the stellar environment in which they live.

Some models strip away large parts of the real event and display only the characteristics of interest. A so-called “communication map” of a company is an excellent example. Such maps display by arrows how messages and other means of communication are transmitted in the company. The map does not show anyone talking to anyone else, and yet one can easily determine from the map which persons communicate with each other. The map helps us think about communication system and possibly helps us to think how we should modify it.

Finally, there are models that are expressed in terms of a very rich language that enables us to discuss reality in a precise way and to use fantastically ingenious methods to predict the consequences of proposed changes in the real world. It is these so called mathematical models that will concern us in this chapter.
Behavioral Science—Current Issues in Psychology: Implications for Management Science
Authors: Braunstein Daniel N.
Published: October 2008

I reached two major conclusions from this casual review of convention topics and new textbooks in psychology: First, it is becoming quite clear that multivariate research, involving the interaction of two or more predictors, and, quite possibly, two or more interacting criteria, is becoming the rule rather than the exception. More appropriate, and explicit, theoretical models are being offered in order to organize this research. Secondly, even though current economic conditions have not seriously eroded the market for behavioral scientists, they are aware of changing demands by their clients and are paying more attention to contemporary societal issues. Thus, there seems to be some reconsideration and adjustment of traditional personnel practices.
Information Systems in Management Science—How to Do Away with Semantic Pollution in Information Systems
Authors: Vazsonyi Andrew
Published: October 2008

In earlier columns we discussed the three levels of semiotic structure of communication (syntax, semantics, pragmatics), semantic problems arising in information systems and traps into which we are prone to fall. Now we shall discuss principles which may help to avoid these traps. The first of these is based on the work of the mathematician and management scientist, Lewis Carroll.
A Novena to St. Jude, or Four Edifying Case Studies in Mathematical Programming
Authors: Woolsey Robert E. D.
Published: October 2008

In this author's opinion, the two most basic reasons for failure in the field of mathematical programming have nothing to do with modeling ability or technical expertise. The two reasons are: (1) Failure because the modeler does not realize that the method (mathematical programming) is a means to an end (the problem) rather than an end in itself, and (2) Failure because a wrong answer is extrapolated from what appears to be the right method. The case studies here have been selected because they seem to exemplify these two reasons rather well. Two were problems in which this author was personally involved; therefore the models have been altered somewhat to preserve the innocent (and the guilty) from the sneers of their fellow workers (who would, of course, never do anything like what is presented here). The other two case studies have been repeated to this author in various bars at various O.R. conventions for some years. The only thing the author has contributed in these cases is the considerable time it took to find out what really happened.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

—“Fiscal Impact Assessment Methodology for Land Development”;

—“Operation and Development of a National Water System”;

—“Energy Modeling—Art, Science, Practice”;

—“Energy Models—State of the Art Review”;

—“TIMS XX—Israel”;

—“News from Brazil”;

—“News Release from Carnegie-Mellon University”;

—“Seen Elsewhere: (1) Heroin Epidemics: A Quantative Study of Current Empirical Data by Leon Hunt, (2) Software and Its Impact: A Quantative Assessment by Barry W. Boehm, (3) Data Management for a Penny a Byte by Stuart McIntosh and David Griffel, (4) A European Bibliography of Corporate Planning 1961–1971 by P. J. Kettlewell, and (5) The Use of Systems Analysis in New Product Development by Raymond C. Zoppoth”;

—“Bulletin Board”.
Must We Revolutionize Our Methodology?
Authors: Raitt Robert A.
Published: October 2008

Concern has been widely expressed at the current state of the management sciences, both by practitioners and their clients. Some critics claim that management scientists, and particularly operations researchers, often work in isolation from the world of practical affairs, give priority to the esoteric objectives of their profession and remain more interested in the rigor of their models than in finding workable solutions to real problems. Perhaps more seriously, it is held that these disciplines have demonstrated their value in solving only a narrow range of problems which exhibit specific characteristics, for example the existence of a clearly defined objective function, and to which their portfolio of techniques applies. The capability of the management sciences to contribute significantly to today's social and political problems or to the design of our institutions is open to serious doubt. Yet, many practitioners feel that their discipline could and should make such a contribution. Moreover, many authors have expressed their expectation that this is the direction in which the profession will develop over the next ten years. Failure to achieve such a development, it is contended, will herald the decline of the management sciences, for they will have ceased to be relevant to the critical problems of the day.
TIMS in Perspective 1954, 1964, 1974; 1984?
Authors: Charnes Abraham , Cooper W. W. , Kozmetsky George
Published: October 2008

The title of this talk is intended to indicate the dates (approximately) on which we have been, or may be, reporting to TIMS audiences in meetings such as this one. The first three are past history, naturally, while the last one refers to “futurology”, as practiced by George Orwell and perhaps others who, like us, are also eager to influence the futures that can materialize from ingredients presently at hand.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

It has been the practice in recent years for management scientists and, to some degree, managers to question the effectiveness of management science in the business organization and to seek means for increasing this effectiveness. We have been particularly concerned with “bridging the gap” between the management scientist and the decision making manager. An especially poignant article on this subject was written by Dr. C. Jackson Grayson, Dean of the School of Business Administration of Southern Methodist University, and for a period of sixteen months, Chairman of the Price Commission in Phase II of the Economic Stabilization Program. The article is essentially critical of management scientists for their failure to meet the needs of decision making executives. It points out that the total impact of management scientists has been small, that they are operating in a world which is far removed from the real world of most managers, and that they describe and structure non-existent management problems, tackle relatively minor problems with overkill tools, omit real variables from messy problems, and build elegant models comprehensible to only their colleagues. Further, he states that when confronted with these facts, the management scientist lays the blame largely on the manager himself.
Corporate Viewpoints—Interviews with Top Managers: Interview With Alan Kiepper
Authors: Neidell Lester
Published: October 2008

Interview With Alan Kiepper. Alan F. Kiepper is MARTA general manager; he is responsible for all operations and activities of the Authority and its contractors; directs all assistant general managers and assistants. He was appointed by and reports to the MARTA board of directors. He is former Fulton County manager, and city manager of Richmond, Virginia.
Information Systems in Management Science—Mathematical Modelling for Management
Authors: Eilon Samuel
Published: October 2008

Mathematical modelling has made an immense contribution to management—it has helped to convert muddled thinking and amorphous deliberations into an orderly analysis, allowing crucial issues to be highlighted and purposely debated. It has taken the mystique out of some managerial tasks. It has allowed for many programmable decisions to be programmed and has shown how certain analytical tools cut across conventional boundaries between types of managerial functions, or even industries.

But the present shortcomings of mathematical modelling and the blind belief of some modellers in the infinite power of mathematical analysis have led to a backlash. The criticisms range from accusations that most analysts address themselves to the wrong problems, to suggestions that analytical models are inappropriate for solving managerial problems. It is important for us to recognise the various shortcomings and limitations of the present state of the art in order to appreciate the true contribution that can be made and in order to combat the total rejection advocated by a growing number of sceptics.
Behavioral Science—“Oh Harvard” (Business Review)
Authors: Braunstein Daniel N.
Published: October 2008

One of the major concerns of most behavioral scientists who study the management of organizations is that their “public” understand the general nature of the theory they are trying to develop and have sympathy with the research methods used in developing this theory. Yet, I have the strong suspicion that the leading publication, by far, in terms of influence with the management public, the Harvard Business Review, has not responsibly informed its readers of current Behavioral Science developments. In fact, on the basis of informal data I have collected, I suspect that the Federal Trade Commission might want to consider HBR in violation of the “truth-in-labeling” act!
A Comparison of Operations Research and Management Science Based on Bibliographic Citations
Authors: Back Harry B.
Published: October 2008

The references that appear in footnotes and bibliographies have been used extensively as an “unobtrusive measure” of scientific communication. By analyzing large numbers of bibliographic citations, investigators in many fields have been able to discern significant sociological and historical patterns. For example, studies of citations have revealed the structure of scientific disciplines and the linkages between various subfields; the extent of collaboration, cooperation and interpersonal communication within research specialties; and the history, growth and impact of research areas and methodologies.

In this paper, bibliographic citations are used to explore in depth the similarities and differences between the journals Management Science (MS) and Operations Research (OR). Specifically, references were analyzed in order to obtain answers to the following six questions: (1) Do OR and MS differ in the rate at which they introduce topics that have not previously received significant coverage in these journals? (2) To what extent do OR and MS treat related subject areas? (3) Is the concentration of subspecialties in OR different from those in MS? (4) Do the topics treated in OR have the same time perspective as those treated in MS? (5) Is there a difference in the extent to which OR and MS serve as sources and receivers of information? and (6) In which journal have the more outstanding papers appeared?
Book Reviews—What's the Purpose? What's the Use?: A Review of a Management Science Special Issue on “Urban Issues II”
Authors: Brewer Garry D.
Published: October 2008

In recent years, professional journals have occasionally issued a number devoted to a specific topic. Given a tendency toward increased specialization and fragmentation of many professional disciplines, this practice is as inevitable as it is understandable. However, it places specific burdens on a reviewer, burdens shared to a lesser extent by the reader, to determine what purposes the special issue serves and to venture some speculations about the principles used to guide the selection of contributions in the issue. There are some general procedural clues.

A special issue could be used to provide an overview, a historical background, or a summing up of some specialized field. Unfortunately, the concept of “urban issues” is so vast and ill-defined that this purpose is probably as inappropriate as it is impossible to fulfill.

Perhaps the issue could be devoted to a thorough presentation of the state of the art in some area or field, which would also provide clues about further, needed developments. But could the state of the art of urban issue analysis be contained within 135 pages of a single journal? At best one might hope that a few selected aspects would be detailed to indicate, even if partly, what the state of one or a few procedures, theories, or techniques might be.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

—“Operations Research Education In Japan”;

—“A Business Economist Looks at Mathematical Models”;

—“Operations Research in High Schools: An Experimental Program”;

—“A Computerized M.I.S. for Law Enforcement Agencies”;

—“Second Industrial Engineering Conference in Monterrey, Mexico”;

—“News: Conference on Hospital/Medical Systems”;

—“News: Interface with the Future”;

—“News: Research on Municipal Informations Systems”;

—“News: Center For Futures Research”.
Principles of Operations Research—6. The Screwdriver Syndrome
Authors: Machol Robert
Published: October 2008

The following is the sixth in a series of articles on the principles of operations research by Robert Machol, past president of ORSA, which were formerly published on a regular basis in OR/SA Today. As the ready will note, these are somewhat different from similarly titled subjects in the usual textbooks. In this text the Screwdriver Syndrome—another term for a solution looking for a problem—is discussed.
Behavioral Science—Organizational Development: What's in a Name?
Authors: Braunstein Daniel N.
Published: October 2008

In the foreword to an article on organizational development written by two highly respected psychologists, Edgar F. Huse (of Boston College) and Michael Beer (of Corning Glass), the statement is made that “some of the most exciting management methods during the past 20 years have been those going under the label of ‘organizational development' ” (Huse, E. F., M. Beer. 1971. Eclectic approach to organizational development. Harvard Bus. Rev. (September–October) 103–12.). I would add that some of the most depressing methods have been going under that label as well. Huse and Beer go on to suggest an eclectic approach, one appropriate to a particular environment and set of goals, as opposed to a narrow definition of “O.D.” In this column, I would like to strengthen their suggestion by pointing out that O.D. should go far beyond the limited techniques used by some well-known practitioners of the field (i.e., the sensitivity trainers or the “T-groupers”), and thus could be defined as the constant application of all behavioral change theory to an operating organization's problems.
Information Systems in Management Science—Pragmatics: Rational Approach to Irrationality
Authors: Vazsonyi Andrew
Published: October 2008

In earlier columns we dealt with the three levels of the semiotic structure of communication (syntax, semantics, pragmatics) and discussed in some detail the semantic problems arising in information systems. Now we aim to create controversy over pragmatics, that is, the receiver's reaction to the sender's intentions. (Later we will conclude our trilogy by discussing syntax.)
Fourier Management
Authors: Wright Richard E.
Published: October 2008

There is a new approach to the management of complex organizations: the Fourier Technique. This essay illustrates the Fourier Technique and spells out its principles as they are conceived by a small, but growing, number of practitioners.
Characteristics and Reading Habits of TIMS Members
Authors: Gupta Ashok , Simon Leonard S.
Published: October 2008

In the fall of 1973 a mailed survey was conducted to learn more about the audience of TIMS journals and co-incidentally about the membership of TIMS. The questionnaire was designed to develop profiles of the readers on several dimensions, to find out the readership habits of the population, to determine the usefulness of TIMS journals vis-a-vis journals of other professional societies, and to try to uncover changes desired in the TIMS publications.
International Aspects of Operations Research and The Future of Our Industrial Society
Authors: Jensen Arne
Published: October 2008

Operations Research is, in its elementary form, going to be as widespread as mathematics and physics nowadays. But only IF we meet the challenge and are willing to communicate to the surroundings not only the proper use of our own remedies, including management sciences, but also remedies, such as information processing and automatic control. Operations Research for laymen in the post industrial society will require deep and exciting research, and we are in the lucky situation that we, through the work heretofore carried out, are in possession of quite a number of results suitable for this type of communication with our surroundings.

The Operations Research process is a combination of logic and creativity.

With our youth behind us, we can hope that in the future our science as a melting-pot for new developments—for the benefit of mankind—is going to be even more valuable. We are going to take part in the choice of the futures of our industrial society.
Addendum to “Management Science in Marketing: The State of the Art”
Authors: Aaker David A.
Published: October 2008

Addendum to Aaker, David A. 1973. Management science in marketing: The state of the art. Interfaces 3 (4, April) 20.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

One of the most urgent considerations confronting management scientists and operations researchers today is the placing of a value on the management science activity and the measurement of its contribution to the business/industrial organization. At the TIMS/ORSA meetings in Boston this spring, concern for this question seemed recurring in the minds of many of those attending. There is little question among those in this field that the contribution is real and that the value to the firm is great. The major concern is how to measure it and how to prove it, first to oneself and then to others. It seems to me appropriate that we address this question directly in this column.
Management Science and the Gas Shortage
Authors: Erikson Warren J.
Published: October 2008

It is probably safe to assume that there is no one unaware of the recent gasoline shortage. The debates still go on regarding whether or not the shortage was “real” (government and/or oil company conspiracies, etc.) but one thing is sure: The lines at the gas pumps were real.

It is easy to find individuals proposing solutions, and it is equally easy to find individuals who claim that each of these solutions won't work. Frequently any analysis to show why a particular solution will or will not work is missing. This paper contains an analysis that focuses on the problem as seen by the average driver. The key issue is: “What can be done to shorten ridiculously long lines at the pumps?”
Principles of Operations Research—7. The Optimum Optimorum
Authors: Machol Robert
Published: October 2008

This is the seventh of a set of articles on principles of operations research. As the reader will note, these are somewhat different from similarly titled subjects in the usual textbooks. We continue to spend most of our time in schools learning (or teaching) optimization methods, but the practising OR people do not use them very much. Partly, this is because the problem is rarely defined enough to know an optimum when we see it. More importantly, we are expected in most cases to give an evaluation of a certain course of action and not to reformulate the initial problem.
The Structure of Management Decision Systems
Authors: Frischknecht Federico
Published: October 2008

The informatic approach looks at human thinking, organized activity, electronic data processing and management as symbolic phenomena, whose behavior is regulated by a multiplicity of models and programs, all of them instances of information systems; of course they differ because of the diversity of the hardware employed, and even more because of the enormous variety of problems encountered [Newell, Allen, Herbert A. Simon. 1972. Human Problem solving. Prentice-Hall, Englewood Cliffs, p. 870]. The symbolic solution to problems must be therefore understood along three lines [Newell, Allen, Herbert A. Simon. 1972. Human Problem solving. Prentice-Hall, Englewood Cliffs, p. 789]: (1) Description of problems presented by the task environment; this is the typical area of Operations Research, (2) Description of the man-machine processor, be it a group or an institution; Behavioral Sciences study the human processors, which may be significantly influenced by computer technology, and (3) Description of the program which is gradually compiled by the social processor to adapt itself to a task required by the environment. This is the enormous endevour to be undertaken by Management Science.
Kastens' Law
Authors: Kastens Merritt L.
Published: October 2008

It is widely appreciated that the larger an organization is the longer it takes to get things done. Yet one of the most common errors of judgment by CEO's is to underestimate the time lag involved before their decisions can take effect. The result is frustration, ill-advised efforts to forcefully accelerate an organizational response, and—most damaging—an inappropriate time perspective in approaching the responsibilities of senior management. An empirical formula about the duration of the response lag is proposed.
Challenges and Problems in the Evaluation of Governmental Programs
Authors: Staats Elmer B.
Published: October 2008

No one doubts the practical difficulties of assessing the cost and benefits of social programs and of evaluating the impact of these programs in many situations. Those people responsible for program formulation and evaluation system design at all levels of government must work at solving the problem of clearly defining objectives and measurement criteria so as to provide program managers with the information necessary for critical evaluation. Else, success and determination of whether approaches or funding levels need to be revised cannot be intelligently assessed. We in the GAO are continuing to work on new evaluation methods and techniques to improve our ability to estimate effectiveness and enable us to continue to deliver meaningful information to the Congress.

In the final analysis, the hard choices will be political choices but political leaders and the public need increased awareness of the arguments, pro and con, concerning the choices that must be made. Those who want to do right should at least be equipped with good information.
Pert and Parkinson's Law
Authors: Krakowski Martin
Published: October 2008

Everybody knows Parkinson's Law. Nearly everybody quotes favorite cases to warn, amuse, or arouse. The Parkinson phenomenon is recognized by managers and newsmen, by bureaucrats and their critics. The readers, even the youngest ones, can't help knowing about PERT. Some taught it, others studied it; some practiced the art, others were practiced upon. Parkinson's Law and PERT were launched internationally, and indepently, in 1957. Few afficionados of either know that Parkinson and PERT address the same subject. This close kinship deserves a popular exposition. As the two recede into history and merge into the common stream of managerial lore the perspective gained makes this task urgent.
Motivation, Model Perversion, and The Management Science Team
Authors: Ramsing Kenneth D. , Moberg Dennis J.
Published: October 2008

Throughout the development of management science, there have been complaints that staff people in this field have been insensitive to the overall goals of the organization. The focus of management science people has been largely that of model development and construction. In short, this has led to the conclusion that management science teams are composed of “model perverts.”

If this is true, then there are some important motivational considerations that must be kept in mind. An understanding of these considerations is crucial to assuring that management science will be both effectively utilized and well integrated with the goals of the organization.
Principles of Operations Research—8. The Burns Balance
Authors: Machol Robert
Published: October 2008

This is the eighth in a series of articles on the principles of operations research. As the reader will note, these are somewhat different from similarly titled subjects in the usual textbooks.

The late Robert Burns, a radio comedian of a generation ago, was distinguished from the poet of the same name by the nickname “Bazooka”, from the home-made musical instrument which he played and made famous. Many of his stories centered around Arkansas, and one in particular described a technique for weighing hawgs which he had observed there: Select a perfectly symmetrical plank, and balance it across a sawhorse. Place the hawg on one end of the plank, and pile rocks carefully on the other end until it has just returned to an equilibrium position. Then guess the weight of the rocks.
Principles of Operations Research—9. The Hawthorne Effect
Authors: Machol Robert E.
Published: October 2008

This is the ninth of a set of articles on principles of operations research. As the reader will note, these are somewhat different from similarly titled subjects in the usual textbooks.

Everybody knows about the Hawthorne Effect. Some 40 years ago some experiments were carried out at the Hawthorne plant (near Chicago) of the Western Electric Co. to determine the effect of the environment on productivity. Each change in rest period, lighting levels, and so forth was associated with an increase in productivity. Finally, they changed everything back to the way it had been in the first place and productivity increased by still a further increment. The workers reacted not to the variables which were supposed to be the subject of the experiment, but to the experiment itself.
Behavioral Science—Relating the Logic of Management Science to Executive Decision-Making
Authors: Braunstein Daniel N.
Published: October 2008

Recently I have had some pleasantly positive responses from working managers in profit and non-profit organizations, as well as colleagues and readers of this column, to the effect that it is worth teaching scientific process as a very practical approach to general management problem-solving. That is, the operating manager can use aspects of scientific method as a convenient strategy for making decisions and evaluating the impact afterwards. If this seems rather obvious to many readers, they must realize that it is not obvious to many managers (perhaps a large majority). Furthermore, it is only recently that even a sizable minority of faculty teaching in Business schools has subscribed to this point of view.
The Systems Approach: A French Experience
Authors: Chinal Jean P.
Published: October 2008

The Systems Approach has become an increasingly familiar way of attacking various problems in engineering, management and, possibly, other areas. As a new viewpoint it can be detected today in three ways: in its applications, in the disciplines associated with its development and, in the various sources, some outside engineering and management, which can be ascribed to it.

In what follows we describe a French experience to express and teach systems engineering at ENSAe France, since 1970. It is shown how from the experience of aerospace systems projects and from a reflection upon the school's own curricula in related fields of control, computer and electrical engineering, the decision was made to develop a new, separate program, based upon a pragmatic concept of systems, as evidenced in the French aerospace and defense industries. This five-year experience is then commented upon and summary of opinions of students, course alumni and industry systems engineers on the concept of the systems approach and teaching is presented.
On Putting Holism in MS: A Response to Raitt's Characterization of Systems Thinking
Authors: Mitroff Ian I.
Published: October 2008

Robert A. Raitt has recently written an interesting and challenging article concerning the limitations of OR/MS and the systems approach [Raitt, Robert A. 1974. Must we revolutionize our methodology? Interfaces 4 (2, February) 1–10.]. I take little exception with what Raitt has to say about OR/MS. Indeed, I applaud his outspoken and perceptive observations. OR/MS have not developed much beyond the burst of creative activity surrounding their birth some twenty odd years ago. OR/MS have limited themselves to a range of narrow problems, methodologies, and interests. Where I do take exception is regarding Raitt's characterization of the systems approach. In my view, Raitt has seriously misconstrued some of the fundamental philosophical premises underlying the systems approach. These premises are so fundamental that it is important to correct Raitt's misinterpretation of them. At the very least, it is important to respond to Raitt's view of these premises.
How Widely are Cash Management Optimization Models Used
Authors: Daellenbach H. G.
Published: October 2008

Over the last ten years more than twenty optimization models for short-term cash management have been proposed in the professional journals in OR, finance, and economics. Short-term cash management is here defined as those activities of top or middle management executives connected with the periodic (daily or weekly) review and control of cash balances, short-term loan balances and short-term marketable security holdings. The objective is to maintain adequate cash balances to meet future disbursements, i.e., eliminate idle cash balances (e.g., by reducing short-term loans or buying treasury bills) or cover potential cash shortages (e.g., by selling treasury bills or increasing short-term loans).
The Fifth Column—The Measure of M.S./O.R. Applications or Let's Hear it for the Bean Counters
Authors: Woolsey Gene
Published: October 2008

An essay about various meanings of the phrase “M.S./O.R. applications” in different contexts and according to different people. Basically, the same term is used for both applications of a theory of the highest level of abstraction to another theory of slightly lower level of abstraction, as well as to applications of a method to resolve particular managerial problems in a manufacturing plant.
Facilities Expansion Model
Authors: Drayer Wayne , Seabury Steve
Published: October 2008

The Operations Research Department was requested by the Tubular Products Division to assist in determining the production capabilities for their new facilities. This was a crucial management decision not only because substantial capital had to be committed but the production capability of the new facilities would greatly affect the division's ability to compete in the expanding specialty tubing industry.

A linear programming model of the existing and the proposed facilities was developed to evaluate alternative facilities. The forecasted annual shipments for seven major material grades were broken down into six hundred product categories based upon historical size mix patterns. The model assigned these product categories to existing and proposed facilities taking into consideration the operating capabilities, efficiencies, and capacities of the facilities in order to minimize the total operating costs. Eighteen proposed facilities were evaluated under varying market forecasts. In addition, the model was used to evaluate phasing out older facilities, different locations for new facilities, and different startup dates for the new facilities.

The production capabilities for the new facility chosen by division management was identified by the model. Division management felt that the new facilities would substantially increase their ability to compete in the specialty tubing industry plus reduce annual operating costs by several million dollars.
Improving the Deployment of New York City Fire Companies
Authors: Ignall Edward J. , Kolesar Peter , Swersey Arthur J. , Walker Warren E. , Blum Edward H. , Carter Grace , Bishop Homer
Published: October 2008

How many fire companies does New York City need and where should they be located? Given a fire alarm of unknown severity, how many companies should be dispatched to it? These two questions are fundamental issues in the deployment of the City's fire-fighting resources.

Since 1968, the New York City Fire Department and The New York City-Rand Institute have carried out a joint project to improve the delivery of Fire Department services in the face of skyrocketing demand. In November 1972, two historical deployment changes were implemented: (a) six of the 375 fire companies in the City were disbanded and seven other companies were permanently relocated; and (b) in high fire incidence areas of the City, an adaptive response policy was implemented. Under adaptive response, fewer companies are initially dispatched to potentially less serious alarms. This is in contrast to the traditional dispatching policy where the same number of companies are dispatched to each alarm.

The joint Fire Department-Rand Institute project and the analyses which led to these and other improvements and the wide range of mathematical models used are described. The changes have resulted in savings to the Fire Department of over $5 million per year, a reduction in the workload of fire companies and a more equitable distribution of fire companies throughout the City.
Behavioral Science—Meaning in Measurement and Management Science
Authors: Braunstein Daniel N.
Published: October 2008

In his 1974 Presidential address to the Division of Evaluation and Measurement of the American Psychological Association, Samuel Messick points out that “in evaluating the efficiency of programs, it is not sufficient simply to gauge the size of effects or to appraise input-output differences relative to costs. In addition, one should seek evidence about the nature and meaning of the processes that produced the effects, for an understanding of these instrumentalities is necessary for a full and proper judgment of the value of the outcome.”
The Development of Managerial Ability: A Mathematical Analysis
Authors: Patz Alan L.
Published: October 2008

The now famous “Peter Principle” asserts that every manager has a unique executive ability potential and that this ability ceiling or upper limit leads to an inevitable growth in the gap between an organization's demands and the ability of any executive to meet them. In fact, this assertion is shown to be misleading after a formal analysis of two deceptively simple questions. First, how does executive ability develop over time as a manager ascends the leadership ladder; and second, how does this ability compare with an organization's demand for ability at any given time? The result of this analysis is a demonstration that executive ability does increase with the growth in organizational demands, but the increase is cyclical rather than uniform. Additional results are noted concerning the value of executive development programs and the relationship of personal or self problems to organizational problems.
The By-Line Dilemma
Authors: Reisman Arnold
Published: October 2008

While some in the profession and/or discipline of OR/MS are developing methodologies, others are solving real world problems. Many of the real world problems being tackled are complex. Their solutions generally require a team of people. These teams are often multi-disciplinary, and at times, multi-institutional. They normally include seasoned operations researchers/management scientists, seasoned line managers, and in our case, graduate students.
Implementation and the Process of Adopting Managerial Technology
Authors: Wolek Francis W.
Published: October 2008

Recent research and continued experience in practice has highlighted the fact that much of our difficulty in achieving implementation of management science is due to the complexity of the problem. Complexity is not a simple matter of the number of issues subsumed under one label; rather, complexity is a function of a lack of structure for systematically thinking about a problem. The purpose of this paper is to present such a structure, that is a paradigm of the process of adopting managerial technology which has been adapted from recent work on the diffusion of technological innovations.
The Fifth Column—On Doing Good Things and Dumb Things in Production & Inventory Control
Authors: Woolsey Gene
Published: October 2008

After years of waiting, Operations Research finally printed an article on inventory control that could meet the standards of the journal of the American Production and Inventory Control Society. I suggest that Mr. Bishop's article, [Bishop, Jack L., Jr. 1974. Experience with a successful system for forecasting and inventory control. Oper. Res. 22 (6) 1224–1231.], “Experience with a Successful System for Forecasting and Inventory Control” be made required reading for anyone who still is teaching the square-root formula for the Economic Order Quantity with a straight face.

Also presented is an example of doing some dumb things first in production and inventory control, where amazing improvements in operating methods could have been achieved by asking simple questions that nobody in the plant would dare to ask.
Perspectives on MS Applications—All Around the Model: A Tale of Two M/S Groups
Authors: Shycon Harvey N.
Published: October 2008

An essay about two management science groups—one dealing with theoretical considerations and the other concentrating on solving particular problems, not pretending to have a greater mission.
The Legitimacy of Management Science
Authors: Schultz Randall L.
Published: October 2008

One of the problems of management science is keeping the needs of management in balance with the requirements of science. Management needs to solve problems and, more fundamentally, to make decisions. Science requires not only rigorous methods, but also, more important in this context, the finding of some measure of “truth.” The purpose of management science is to improve decision making in the direction of organizational goals. The most general activity of management science is the building of models to achieve this purpose. The argument of this note is that: (1) improved decision making implies changed decision making, but not all changes in decision processes are improvements; (2) the definition of improvement is a matter of science; and (3) goal congruence between organizational and model objectives is a necessary condition for improvement.
Behavioral Science—Some Current Issues in Organizational-Industrial Psychology (II)
Authors: Braunstein Daniel N.
Published: October 2008

Seven Interfaces issues ago (November, 1973), I reviewed in this column some then current psychological issues, and discussed their implications for management science. In preparation for this column, I independently reviewed some issues discussed in The Industrial-Organizational Psychologist, which is sent quarterly to all those affiliated with that Division of APA. Later, after deciding to summarize three areas of discussion in this column, I looked back to 1973. Perhaps it is not surprising, but the issues were the same! Covered are the following areas: (1) The meaning of work and work productivity, (2) Organizational Assessment: Human Resource Accounting, (3) Equal Employment Opportunity, and (4) Hawthorne (Really) Revisted!
Principles of Operations Research—Gresham's Law
Authors: Machol Robert
Published: October 2008

This is the eleventh in a set of articles on Principles of Operations Research. As the reader will note, these are somewhat different from similarly titled subjects in the usual textbooks.
Practice of Management Science—Patient States and the Technology Matrix
Authors: Burton Richard M. , Damon William W. , Dellinger David C.
Published: October 2008

This paper describes the procedure used to estimate transition probabilities from a combination of expert judgment and empirical evidence using a Bayesian model. The matrix of transition probabilities (called the Technology Matrix) represents the Markovian process by which changes in states (Patient States) occur in the target population subsequent to receiving a specified treatment (Service Package). The overall model in which the Technology Matrix is embedded is described briefly. The data collection process and limitations on data are outlined and the Bayesian procedure is developed. Results obtained from initial observations are used to illustrate the procedure.
Harnessing Other People's Databanks
Authors: Darrow J. W.
Published: October 2008

Computer users rely on outside sources of machine-readable data because information costs more to produce than to reproduce. Users must know what they want to do and what databanks are available before they can use these outside sources profitably. Two checklists in this article are offered to help users decide how best to apply other people's data to their own needs. To supplement the checklists with a glimpse of the actual problems in using external databanks, the remainder of the article surveys the uses and hazards of financial databanks.