Business Decision Making, Management and Information Technology B.PRADEEP KUMAR JOHN SELVAM V.S.MEENAKSHI Manipal University ICFAI BUSINESS SCHOOL ICFAI BUSINESS SCHOOL BANGALORE BANGALORE BANGALORE deeps_929@yahoo.co.in s_johnselvam@yahoo.co.in meenakshi.vs@rediffmail.com K.KANTHI A.L.SUSEELA V.LALITH KUMAR Avinashalingam deemed University Wipro Technologies ICFAI BUSINESS SCHOOL BANGALORE BANGALORE kanthivzm@yahoo.com lsattili@yahoo.co.in vlkeee@yahoo.co.in "Information technology is no longer a business resource; it is the business environment." His statement is not far from truth. Ongoing advances in information technology (IT), along with increasing global competition, are adding complexity and uncertainty of several orders of magnitude to the organizational environment. Information technology management (or IT management) is a combination of two branches of study, information technology and management. This aims at achieving the goals and objectives of an organization through computers. Also called IT management, this name is a common business function within corporations. Strictly speaking, there are two incarnations to this definition. One implies the management of a collection of systems, infrastructure, and information that resides on them. Another implies the management of information technologies as a business function. The first definition is the subject of technical manuals and publications of various information technologies providers; while the second definition stems from the discussion and formation of the Information Technology Infrastructure Library (ITIL). The ITIL has been in practice throughout regions of the world mainly conducted by IT service providers consulting companies. The relative paucity in the use of the best practice set can be attributed to lack awareness among IT practitioners. However the lack of ready-to-use tools also presents a significant barrier. Some organizations that value such practices tend to engage consultants to introduce the practice. Such implementations can conflict with the home-grown culture due to a lack of internal buy-in. Other organizations implement the practices by spending resources to develop in-house tools. Most in-house developed tools tend to focus on one or a few specific areas where the organizations feel the most pains. To reap the full advantages, tools will need to be integrated with the organization's IT data in the center. One notable mention is a relatively small but integrated tool on the market that seems to be developing in this direction Introduction In the field of business decision support, more and more recent research has been concentrating on the human side of the person-technology relation in decision making. It has been shown in a variety of works that business decision making environment is a unity of decision makers’ experience, beliefs and perceptions on one side, and decision support tools and techniques – on the other side. The information environment surrounding business activities and decisions is getting increasingly complex due to growing volumes of information of potential relevance to certain business activities; increasing number of sources of such information; and multiplying technologies for accessing and handling data and information. The expected role of information technologies (IT) is to filter and direct relevant information flows and to provide reliable and flexible support. At the same time, every case of decision making for a