A GRAPHICS APPLICATION EXTENSION FOR A SIMULATED DECISION SUPPORT SYSTEM ENVIRONMENT Developments In Business Simulation & Experiential Exercises, Volume 19, 1992 227 A GRAPHICS APPLICATION EXTENSION FOR A SIMULATED DECISION SUPPORT SYSTEM ENVIRONMENT Charles K. Woodruff, Winthrop College ABSTRACT A procedure is described whereby a structured set of graphics produced by the Harvard Graphics personal computer software package was interfaced with the Business Management Laboratory (BML) business game simulation. BML was modified to produce data records for a data base schema of 108 variables which was maintained in both Lotus 1-2-3 and dBASE III Plus formats. An interface was developed to import data into Harvard Graphics from the Lotus 1-2-3 spreadsheet database to produce 28 graphs for a competitive analysis and 18 graphs for a firm analysis. The graph parameters (e.g., graph type, color/pattern selections, data ranges) were specified so that the graphs could be easily updated from the most current data changes contained in the database. Individual graphs then were displayed on a color monitor while hard copies could be produced by a variety of personal computer interfaced printers and plotters. TEACHING STRATEGIC MANAGEMENT ANALYSIS USING A BUSINESS GAME SIMULATION The author is a teacher of a graduate business policy course who wished to create a course environment which approximated the analysis and decision making conditions that a business manager might expect to encounter in a typical business firm. A decision was made to utilize a business game simulation to generate data to be analyzed and engender managerial decision-making. The Business Management Laboratory (BML) business game of Jensen and Cherrington which simulates a firm that manufactures stainless steel flatware and kitchen aids was selected as the underlying structure for the competitive environment of the course. Three functional areas encompassed included: (1) marketing and sales, (2) plant and production, and (3) finance and administration. BML was modified to produce a data record containing 108 variables for each of eight firms each decision cycle. These data records were used to maintain a database in both Lotus 1-2-3 and dBASE III Plus formats. Two major analysis projects were outlined for the students: (1) a competitive analysis and (2) a firm analysis. Identifying and assessing significant strategic factors that explain the nature of the competitive forces existing among the firms was the principal focus of the competitive analysis. From the data available in the database, a well- prepared analysis can clearly delineate the strategies pursued by each competing firm. The competitive analysis was performed after four of the eight total decision cycles. Strategic factors for the individual firms were the core of the firm analysis. The analysis procedure utilized the concepts upon which the well-known Dupont formula is predicated. The firm analysis was performed at the conclusion of the simulation. PROBLEMS ENCOUNTERED IN USING THE DATA BASE Two problems in particular emerged as students utilized the database. The first problem concerned the inability, both human and computer hardware, to focus on large quantities of data. Although the query capability of dBASE III Plus performed as specified, monitor displays tended to he somewhat burdensome to assimilate. The second problem concerned the difficulty in interpreting values of dependent or related variables as they changed from one decision period to another. For example, trend analyses tended to be difficult to assess from the data base queries. In addition, difficulties increased as the size of the database increased. This was certainly the situation for the two problems above. Maximum data base size for (he entire simulation was 108 variables for each of 8 firms for a total of 8 decision cycles. ROLE OF THE DECISION SUPPORT SYSTEM The evolving technology of decision support systems (DSS) offers: significant potential as a method to teach the fundamental tools of information management to business decision-makers; in this case, to business students. Primarily, the strengths of DSS lay in its capability to deal with semi-structured decision settings, settings characterized by the competitive environment of the game decision making as well as by the two analysis projects; a learning by doing approach. One may define the technical components of DSS in terms of a black box which is opened successively to reveal mutually supporting subsystems and their interconnections. The inside of the box typically contains a model base. a data base, and the software systems which provide the linkages to each by the user. For this student environment the model base software was provided by the STORM personal computer software package which offers numerous quantitative models, e.g., linear programming, investment analysis, forecasting, statistical tools, etc. What if scenarios were provided for by a Lotus 1-2-3 spreadsheet template developed especially for the BML constructs. Students were encouraged to utilize the DSS tools. Notwithstanding, the focus of this dialogue is on the design and operation of the graphics application and its interface with the database. PROVIDING GRAPHICS SOFTWARE CAPABILITY Graphics had been incorporated previously into both the competitive analysis and the firm analysis at the time the database was developed initially. However, since no provision was made for a direct graphics interface, prior students queried the data base for the needed data and conveyed such data to an independent means of producing graphics, e.g., manual, various outside computer graphics software packages with drivers for plotters, printers, etc. The graphing capability of Lotus 1-2-3 (version 2.1) was eliminated for several reasons. First, Lotus 1-2-3 permits a maximum of six data series (i.e., A, B, C, D, E, and F) while the maximum number of BML firms is eight; all BML firms could not be plotted. Second, Lotus 1-2-3 is limited to five graph types (i.e., line, bar, XY, stacked bar, and pie). Third, Lotus 1-2- 3 provides no color selection; it is difficult to distinguish individual line graphs that are clustered. Fourth, Lotus 1-2-3 does not permit mixed graph types (e.g., stacked bar mixed with line graphs). Two earlier attempts were undertaken to provide a computer graphics interface. The first attempt used the limited capabilities of the BASIC programming language to produce the individual graphs. The second attempt used a PASCAL programming language shell. Both attempts were abandoned due to the programming complexity and lack of flexibility when modifications were required for individual graphs. Harvard Graphics software was selected to be interfaced with the Lotus 1-2- 3 database. Selection was based on the capability of the package to produce the desired graphs, ease of providing and maintaining the interface with the data base, and the degree of user friendliness of the graphics package itself (e.g., ease of learning). Students were furnished a floppy disk (one for the competitive analysis, one for the firm analysis) which contained a chart record for each graph. The parameters in the chart record included such specifications as graph type, color/pattern selections, data ranges, titles and variable names, etc. Individual students were encouraged to supplement the specified graphs with customized graphs derived from the database for their competitive analysis and firm analysis. Computer generated graphics can significantly enhance the decision maker’s understanding of the numerous relationships reflected by the data typically captured in a data base from a business game simulation. This is certainly evident as the number of decision variables increases and the nature of the relationships increases in complexity. Table of Contents Volume 19, 1992 The Pedagogical Utility of a Management Simulation Game in a Business Policy Course Modeling Economic Environments in Business Simulations: Some Comparisons and Recommendations Experiential Learning and TQM Principles: Teaching Behavioral Science in a Business School The Use of Poster Presentations as a Final Project in the Business Policy Course The Device Business: A Management Simulation for Strategy Formulation The Advantages of Experiential learning in the Auditing curriculum A Framework for the Identification of Moderated and Mediated Performance consequences of Pedagogical Alternatives Simulating Qualitative Research Relating to Values and Lifestyle Segmentation A New Market Demand Model for Business Simulators Interactive Optimization Using the Method of Relative Improvement Preferences: Methodology and Empirical Evaluation The Service Trainer Simulation Benefits of Internet Computer Networks for ABSEL Members How Should We Measure Experiential Learning? An Assessment of Simulation Usage in Management Accounting Courses The Influence of Myers-Briggs Type and Group Dynamics on Simulation Performance Effective Leadership Behavior in the Desert Storm Arena: An Application of the Vroom-Yetton-Jago Model Installing and Consolidating Work-Team Values: The Effects of a Multicultural Outdoors Experiential Program Key Determinants and Decision performance in a Business Simulations and Experiential Learning environment Multi-Cultural Experiential Learning: A Computer Simulation in Indonesia Attitudes Toward and Emotions Related to Women as Managers: A Replication and Beyond Scenario Approach to Simulating Consumer Expenditures: A Cross-Cultural Analysis Insights into Ethical Decision making Activities and Organizational Performance: A Management Simulation Analysis of College Students and Managers Evaluating a Business Simulation Program for Joint Venture Negotiation and Management Teaching Business Interviewing Strategies with an Experiential Approach Cooperative Learning Across the Business Curriculum Modeling Total Quality Elements into a Strategy-Oriented Simulation Teaching Business Decision making using a Simulator Extending the Educational Utility of a Simulated Competition within the Confines of an Established Undergraduate Marketing Curriculum Expert Systems Versus Traditional Methods for Teaching Accounting Issues Confidence Extremes Diminish Quality Performance in a Total Enterprise Simulation Can Ethics Be Taught? A Simulation Tests a Traditional Ethics Pedagogy Through The Looking Glass, Inc.: Organizational Climate Research as Experiential Pedagogy The use of Cluster Analysis for Business Game Performance Analysis Power and Ethnicity: An Experiential Learning Exercise (How to Sensitize Students to Diversity) Directed Development of Critical and Creative Thinking Skills for Case Analysis Implementing Total Quality Management in a Computerized Business Simulation Product Quality in Business Simulations Use of Simulation for Ethics Education in Management Satisfying the University's Customers through Total Quality Management Instruction: A Case Study Personality Characteristics and Group Performance in Total Enterprise Simulations Concepts of Interval Estimation and Quality Control Charts via Computer Simulated Sampling An Examination of the Effect of Team Cohesion, Player Attitude, and Performance Expectations on Simulation Performance Results The Effectiveness of Inventory Management and Production Scheduling Training in a Total Quality Management Environment Peer Group Indicators of the External Validity of Business Games: A five-year Longitudinal Study Political Strategies and Personal Actions Does Practice make Perfect? Observations on Simulation Trial The Use of A Non-Business Computer Simulation to Teach Marketing Management BankPro Commercial Bank Simulation The Production Game Pursuing Excellence: Work Strengths, Assets and relevant Values (An Exercise) Test of a Short Outward Bound Experience for College Students What is it that we want Student To Learn? Using Two TQM Philosophies when Playing Blackjack The Lagged Effects of Decision Variables on Financial Performance Measures Used in Two business Simulations The Development of an Experiential Exercise for Career Planning and Effective Job search Performance Measuring Quality in Management of Business Pedagogy Exploring Quality and Productivity Improvement: Using and Experiential Process Toward a Generalized Architecture for Intelligent Reactive Management Systems The Quality Game TQX: Using Expert Systems to Improve Training in Total Quality Management A Simulation of the Effect of the Medicaid Payment Lag on the Financial Position of Community Pharmacies The Use of a Board of Directors to Evaluate and Validate Decisions in a Competitive Graduate Management Simulation Course The Impact of Academic Dishonesty on Business Simulations and Experiential Learning Activities Picture Project: An Experience of Icebreaking and/or Decision-Making An Effective Role-playing Exercise for Teaching Requisite TQM Supervisory Attitudes/Behavior Computerized Management Simulations and Some Correlates of Students' Satisfaction The Timing and Stability of Reactions to Market Structure in a Single Player Simulation Environment A Graphics Application Extension for a Simulated Decision Support System Environment Aspects of a Group Project Utilizing Actual Business data and a Computerized Accounting System The Role of Universities' Extended Learning Department in Assisting Organizations Implement Total Quality Management A three-dimensional Learning Experience to Develop Total Quality Management Skills Estimating Quality Costs by Computer Simulation Applications and Examples of Quality Control Software Assessing Business Pedagogy A Demonstration of an Experiential Process for Exploring Quality and Productivity Improvement Processes An Action-Ethics Dilemma: A Demonstration Org Sim Jr.: A 2-3 Hour Version of the 2-Day Blanchard/Murrell Organization Simulation Building Buildings: An Experiential Exercise in Organizational Structure, Communication, Leadership and Group Dynamics Expert Systems for Organization Design: A Demonstration A Demonstration of Product Quality in a Business Simulation: Version 2 of CEO Two Revolutions, Total Quality Leadership, and the Baldy: The Story of Milliken Total Quality after the Award - The Xerox Story Building a Competitive Advantage through Customer Satisfaction and Reengineering Human Resource Planning: Managing the Only Renewable Resource for a Competitive Advantage Using Simulations to Teach International Issues: An analysis of the Multinational Management Game's Learning Environment Quality Function Deployment: A Tutorial Care and Nurturing of Teams Making a Good Thing Better: Adding TQM to Participative management Empowering Organizations to Redesign and Transform Themselves - Eastman Chemical Using Simulations in Field Management Development of an International Life Insurance Company Reinforcing the TQ Environment via Simulation Transforming a Business College into a Total Quality College