The main purpose of this paper is to contribute to the discussion about the design of computer and communication systems that can aid the management process. 1.1 Historical Overview We propose that Decision Support System can be considered as a design conception conceived within the computer industry to facilitate the use of computer technology in organisations (Keen, 1991). This framework, built during the late 1970s, offers computer and communication technology as support to the decision process which constitutes, in this view, the core of the management process. The DSS framework offers the following capabilities: . Access: ease of use, wide variety of data, analysis and modelling capacity. . Technological: software gel)eration tools. . Development modes: interactive and evolutionary. Within this perspective, computer and communication technologies are seen as an amplification of the human data processing capabilities which limit the decision process. Thus, the human being is understood metaphorically as a data processing machine. Mental processes are associated with the manipulation of symbols aOO human communication to signal transmission.

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Introduction and overview. Decision support systems: structural, conversational and emotional adjustments: breaking and taking of organisational care. Measures of ethicality: the calibration of corporate moral transformations. Structure and communications in the process of organisational change: East European experience and its general relevance. How right is wrong. Support as intervention in decision processes. CSCW - a challenge to certain (G) DSS perspectives on the role of decisions, information and technology in organisations? Management developed DSS and organisational transformation. The Organizational Relational model: proposal and results. Inter organizational systems as a backbone for organizational DSS: scope, impact, example. A strategic partnership is outsourcing: a public sector case study. Corporate Upsizing: the Evolving Role of DSS in mergers and acquisitions. The competiveness of the Hungarian managers. Organizational culture and modes of conflic behaviour. Systems logic for problem formulation and choice.