Information Systems And Decision Making Effectiveness-case Study Ofn'gaous Company For Preserves

Résumé: The aim of thisstudyis to determine the extent to which information systemscontribute to the decision-makingprocessthroughdifferent stages, as each stage requires a different type of information and support. In theory, itwasfoundthat information systemsdid not make the decision-makingprocess but provided the information thatwouldcontribute to the correct decision-making. It wasalsofoundthat the quality of the information provided by thesesystemsdifferedaccording to the level of technologyinvolved. For example, decision support systems and expert systems have betterresultsthanlessdevelopedsystems. In order to determine the impact of information systems on the decision-makingprocess in the Algerian companies, the case of N’GaousCompanywasstudied as one of the institutions operating in it. The studyrevealedthatit has implemented one of the mostadvancedsystemscalled Enterprise Resource Planning(ERP). Therefore, the studytookanotherapproach, whichis the impact of the ERP system on the decision-makingprocesscompared to the systemsimplemented by the N’GaousCompanypreviously.The interview wasconductedwithmost of the company's managers, in addition to distributing a questionnaire on the 20 employeesthatused the system.Eighteen questionnaires wereretrieved and the data wasprocessedusing SPSS. The studyfoundthat the information systems, whethertraditional or modern (ERP), positively affect the decision-makingprocess as a whole. At the detailedlevel, itwasfoundthat the shift to the ERP system has contributedbetter in the first phase (identifying the real problem) by providing more timely, convenient and accurate information, but did not contribute to the second phase (providing alternative solutions to problems) due to the nature of the system becauseitis not a decision support system. For the third stage (selecting the best alternative), the system has contributedpositively to thisbecause of the information itcanprovide. As for the fourth phase (implementation and evaluation), the general manager of the company and his assistant confirmedthat the system isconsidered an excellent follow-up toolbecause of its control nature. However, the results of the questionnaire distributed to the workersshowed the opposite because of the resistance of the workers to the idea of continuous control, as well as because of the novelty of its application and therefore not yetascertaineditseconomicfeasibility

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