The Sciences of the Artificial - 3rd Edition
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[Book Review] The Sciences of the Artificial (3rd Ed)
Have you read this? Please log in to set a read status Setting a reading intention helps you organise your reading. Read the guide. Your reading intentions are private to you and will not be shown to other users. He thus began a more in-depth study of economics in the area of institutionalism. In , Simon became a professor of administration and chairman of the Department of Industrial Management at Carnegie Tech later to become Carnegie Mellon University.
Having begun to apply these theorems to organizations, Simon determined around that the best way to study problem-solving was to simulate it with computer programs, which led to his interest in computer simulation of human cognition. End s he was among the first members of the Society for General Systems Research.
Simon had a keen interest in the arts. He was a friend of Robert Lepper [12] and Richard Rappaport and he influenced Lepper's interest in the impact of machine on society. It served as the foundation for his life's work. The centerpiece of this book is the behavioral and cognitive processes of making rational human choices, that is, decisions. An operational administrative decision should be correct and efficient, and it must be practical to implement with a set of coordinated means.
Any decision involves a choice selected from a number of alternatives, directed toward an organizational goal or subgoal. Realistic options will have real consequences consisting of personnel actions or non-actions modified by environmental facts and values. In practice, some of the alternatives may be conscious or unconscious; some of the consequences may be unintended as well as intended; and some of the means and ends may be imperfectly differentiated, incompletely related, or poorly detailed.
The task of rational decision making is to select the alternative that results in the more preferred set of all the possible consequences.
The sciences of the artificial, 3rd edition: By Herbert A. Simon
This task can be divided into three required steps:. Any given individual or organization attempting to implement this model in a real situation would be unable to comply with the three requirements. It is highly improbable that one could know all the alternatives, or all the consequences that follow each alternative. The question here is: given the inevitable limits on rational decision making, what other techniques or behavioral processes can a person or organization bring to bear to achieve approximately the best result?
The term bounded rationality is used to designate rational choice that takes into account the cognitive limitations of both knowledge and cognitive capacity. It elbows, otherwise, a prevalent download to the processes and solids of the interest. Magnani, N. Cognitive Science, 24, — Dorothea Isabel Pye [1] m.
Simon writes:. Administrative Behavior , as a text, addresses a wide range of human behaviors, cognitive abilities, management techniques, personnel policies, training goals and procedures, specialized roles, criteria for evaluation of accuracy and efficiency, and all of the ramifications of communication processes. Simon is particularly interested in how these factors directly and indirectly influence the making of decisions. Weaving in and out of the practical functioning of all of these organizational factors are two universal elements of human social behavior that Simon addresses in Chapter VII—The Role of Authority, [18] and in Chapter X—Loyalties, and Organizational Identification.
Authority is a well studied, primary mark of organizational behavior, and is straightforwardly defined in the organizational context as the ability and right of an individual of higher rank to determine the decision of an individual of lower rank. The actions, attitudes, and relationships of the dominant and subordinate individuals constitute components of role behavior that can vary widely in form, style, and content, but do not vary in the expectation of obedience by the one of superior status, and willingness to obey from the subordinate.
[Book Review] The Sciences of the Artificial (3rd Ed) · Los Techies
Authority is highly influential on the formal structure of the organization, including patterns of communication, sanctions, and rewards, as well as on the establishment of goals, objectives, and values of the organization. Decisions can be complex admixtures of facts and values. Information about facts, especially empirically proven facts or facts derived from specialized experience, are more easily transmitted in the exercise of authority than are the expressions of values.
Simon is primarily interested in seeking identification of the individual employee with the organizational goals and values. Indeed, the number and variety are unlimited.
The fundamental problem for organizations is to recognize that personal and group identifications can either facilitate or obstruct correct decision making for the organization. A specific organization has to deliberately determine and specify in appropriate detail and clear language its own goals, objectives, means, ends, and values.
But, as a member of an organization, that individual makes decisions not in relationship to personal needs and results, but in an impersonal sense as part of the organizational intent, purpose, and effect. Organizational inducements, rewards, and sanctions are all designed to form, strengthen, and maintain this identification.
Simon's contributions to research in the area of decision-making have become increasingly mainstream in the business community thanks to the growth of management consulting.
GPS was possibly the first method of separating problem solving strategy from information about particular problems. In the early s Simon wrote a paper responding to a claim by the psychologist Ulric Neisser that machines might be able to replicate 'cold cognition', e.
Simon's paper was eventually published in Simon also collaborated with James G. March on several works in organization theory.
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With Allen Newell , Simon developed a theory for the simulation of human problem solving behavior using production rules. He said that to become an expert required about 10 years of experience and he and colleagues estimated that expertise was the result of learning roughly 50, chunks of information. A chess expert was said to have learned about 50, chunks or chess position patterns. Simon was also interested in how humans learn and, with Edward Feigenbaum , he developed the EPAM Elementary Perceiver and Memorizer theory, one of the first theories of learning to be implemented as a computer program.
EPAM was able to explain a large number of phenomena in the field of verbal learning. He was awarded ACM 's A. Turing Award along with Allen Newell in Herbert Simon has been credited for revolutionary changes in microeconomics.
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He is responsible for the concept of organizational decision-making as it is known today. He was also the first to discuss this concept in terms of uncertainty; i. While this notion was not entirely new, Simon is best known for its origination. It was in this area that he was awarded the Nobel Prize in His main contributions were to the fields of general equilibrium and econometrics. He was greatly influenced by the marginalist debate that began in the s.
The argument went on to note that profit-maximization was not accomplished, in part, because of the lack of complete information.
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In decision-making, Simon believed that agents face uncertainty about the future and costs in acquiring information in the present. Simon was known for his research on industrial organization. This is reflected in the theory of subjective expected utility.