Fitting in the Management Science Specialist

Abstract

Fuller and Atherton discuss the relationship between management science specialists and managers. Management science specialists have developed expertise in the complex quantitative techniques available to aid in decision-making. Managers on the other hand, are expected to have a good understanding of the total organizational picture. The conflict arises when managers become overwhelmed by the technical expertise of the staff specialists. A limited understanding of quantitative tools encourages managers to evaluate situations on technical factors (i.e., model sophistication, computer time, quality of output) instead of on the broader perspective of the needs of the organization as a whole. Also, some specialists have developed expertise in a small set of techniques, increasing their tendency to generalize a familiar tool to apply to all situations. The authors suggest that managers become more familiar with management science techniques so as to be able to recognize the appropriate tools for each situation and to be able to analyze the results of their use. Similarly, staff specialists can be asked to participate in strategic planning sessions or can be assigned temporary line jobs in order to develop a better understanding of the total organizational picture. In addition, outside experts can perform audit-like functions to determine if appropriate technological/quantitative alternatives were investigated in the process of reaching a particular decision or planning approach.