Management support systems and the components of successful ones are examined in a paper consisting of eight pages. Eight sources are listed in the bibliography.
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seen in terms of the manufacturing process, where inputs are the raw materials and labour, with the finished goods coming out the other end with outer outputs. Yet this is
not the only conversion process that occurs, there will also be a need to utilise knowledge and information, and here the better the input, theoretically the better the output in
terms of the decision made using that information and knowledge. Therefore, when we have tools that will aid with that decision making process is see as being the source of
a potential advantage. It is in this vein we can look at what management support systems ands what it is that makes a successful management support system (MSS). With these
tools becoming more and more popular and more companies considering their use (Smith, 2002), we can argue that any business intending to compete, and needing to ensures that there
are the right support systems in place for decision making, need to consider this type of tool, and in undertaking this they need to be able to understand what it
is that may make a successful MSS. However, before we define what a MSS is, and how it operates, we also need to remember, that as with any tool, its
use does not ensure success, it is only a tool, and the results will depend on inputs and usage (Van Bruggen and Wierenga, 2001). There are also different types
of MSS available, and therefore we need to argue for the MSS to be successful the right type needs to be used, and aimed at the right level of decision
making (Van Bruggen and Wierenga, 2001). To define a management support system we need to look to the job it undertakes, a