A Decision-Oriented Investigation of Air Force Civil Engineering's Operations Branch and the Implications for a Decision Support System.

Abstract

This investigation identified the decisions and the decision-making styles of the primary managers in Air Force Civil Engineering's Operations Branch. The managers considered were the Chief of Operations and the Chief of Resources and Requirements. Included with this investigation is a discussion of the implications that decisions and decision-making style has for a Decision Support System. The decisions were identified through the Crawford Slip Method and then categorized by decision type. The decision-making style was defined by the Jungian typology as measured by the Meyers-Briggs Type Indicator. The results determined that the types of decisions in the Operations Branch warrant the support of a Decision Support System. The results also indicated that the managers in the Operations Branch had predictable tendencies towards particular decision-making styles.

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Document Details

Document Type
Technical Report
Publication Date
Sep 01, 1984
Accession Number
ADA147065

Entities

People

  • M. W. Mastrangeli

Organizations

  • Air Force Institute of Technology

Tags

DTIC Thesaurus Topics

  • Air Force
  • Air Force Facilities
  • Civil Engineering
  • Control Systems
  • Data Analysis
  • Data Processing
  • Decision Support Systems
  • Engineering
  • Engineers
  • Fire Protection
  • Industrial Engineering
  • Information Processing
  • Information Systems
  • Judgment
  • Management Information Systems
  • Thinking
  • United States

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  • Software Engineering.