ABSTRACT
This chapter describes the Westinghouse scheduling system, but, in general, experience tends to support the view that there are as yet few effective management-information terminal systems. It explores alternative decisions, so that manager can use his judgement to select the most appropriate of the alternatives. A common danger with reports made available to the senior managers of an organization is that it may not be possible to support the information contained therein by more detailed information lower in the organization. One will often find a small body of experts compiling information for the board and for senior management. The management structure of reports is restrictive rather than constructive. Accountants have developed a sophisticated discipline and set of rules which make them a reliable source of information on what has happened to an organization's money. A useful technique is the 'information request form', a form specifically designed for an individual functional manager, on which he has to specify what he requires.
