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Running head: INFO SYSTEMS AND SOFTWARE ESSAY
Information Systems and Software Applications
Edward Charfauros
Business Information Systems
BUS/219
Byron Kizzie
May 10, 2011
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This essay surrounds the important use of information systems and software applications
in business today driving strategies of cost efficiency, progressive revenue growth, and quality
improvements. Focusing the discussion around these organizational departments: Marketing,
Human Resources (HR), and Management.
Companies and organizations use of technology continues to be critical in remaining
competitive. Information systems and software applications play vital roles in the direction of
business. Monitoring and directing the majority aspect of company operations from managing
plans and emailing, to HR’s employee and history database, to Internet marketing, sales reports
and promotion statistics.
Information Systems Overview and Organization Relation
James Cash, Jr. and Poppy McLeod stated in Journal of Management Information
Systems, No. 4 (1985), the primary focus of computer and communication technology
application in some companies has shifted from efficiency/process improvement to strategic/
competitive uses (Abstract section, p. 5).
Anthony Hendrickson stated in Journal of Labor Research. Volume XXIV, Number 3
(2003), human Resource Information Systems (HRIS) can be briefly defined as integrated
systems used to gather, store, and analyze information regarding an organization's human
resources. An HRIS is not limited to the computer hardware and software applications that
comprise the ""technical" part of the system: it also includes the people, policies, procedures, and
data required to manage the human resources function (Introduction section, p. 381, para. 2).
Within the marketing landscape, Marketing Resource Management (MRM) is
implemented for business, according to Aquent and Unica (2011) includes best-in-class software,
process changes, and measurement tools having a profound impact on critical areas like

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planning, production management, workflow, and reporting. By automating and streamlining
day-to-day operations, an MRM solution helps marketing departments work smarter and more
efficiently (Introduction section, p. 3, para. 1).
Managers use, the Management Support Systems (MSS): an overall integrated systems
model of various entities to support decision-making. Presented are the decision support systems
(DSS), executive information systems (EIS), knowledge management systems (KMS), and
business intelligence (BI) (Jones, Armstrong, and Clark, Jr. (2007).
Software Applications Overview and Organization Relation
Several different software products meet the needs of Management, HR, and Marketing
Department. Four are mentioned here, for example, some small businesses use NetSuite: a one
all-inclusive program for all business needs using applications titled Business Intelligence, Client
Relationship Manager, and Ecommerce.
Microsoft Outlook and GroupWise are two email applications used by management for
daily activities by communicating through constructing and receiving e-mails.
Intellidesk SDC is a software application used by human resource departments for
example; hospitals utilize the application for alphabetizing employee name lists with department
of employment and contact information. Additionally, keeping record of staff entry and
departure times.
Conclusion
The world continues to evolve with technology, as business continues to grow dependent
on information systems and software applications to quicken efficiency and production.
Companies continually search for opportunities to gain a competitive edge over competitors
through innovation and new technological creations.

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The HR function quickly continues to close the gap between contemporary information
system technology capabilities and traditional HR functions.
Data is increasingly strategic amongst businesses in all categorical industries, as access to
data continues to progress toward being universal and seamless. Finally, people still remain as
company’s core resource, so organizations must remain people-centric while maintaining
functionality in business operation and productivity.

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References
J. I. Cash, Jr. and P. L. McLeod. (1985). Managing the Introduction of Information Systems
Technology in Strategically Dependent Companies. Journal of Management Information
Systems, Vol. 1, No. 4 (Spring, 1985), pp. 5-23. Published by: M.E. Sharpe, Inc.
Retrieved from http://www.jstor.org/stable/40397805
A. R. Hendrickson. (2003). Human Resource Information Systems: Backbone Technology of
Contemporary Human Resources. Journal of Labor Research. Volume XXIV, Number 3.
Iowa State University, Ames, lA 50011. Retrieved from
http://www.springerlink.com/content/7tf03c73eayku8gv/export-citation/
Aquent and Unica. (2011). The Business Case for Marketing Resource Management (MRM):
Increasing ROI Through More Efficient Use of Marketing Resources. Aquent
(aquent.com) and Unica (unica.com). Retrieved from
http://www.aquent.us/elqNow/elqRedir.htm?ref=/dotAsset/222482.pdf
M. C. Jones, C. P. Armstrong, and T. D. Clark, Jr. (2007). The Dynamic Structure of
Management Support Systems: Theory Development, Research, Focus, and Direction.
MIS Quarterly: Theory and Review, Vol. 31, No. 3. Retrieved from
http://www.aquent.us/elqNow/elqRedir.htm?ref=/dotAsset/222482.pdf

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References
J. I. Cash, Jr. and P. L. McLeod. (1985). Managing the Introduction of Information Systems
Technology in Strategically Dependent Companies. Journal of Management Information
Systems, Vol. 1, No. 4 (Spring, 1985), pp. 5-23. Published by: M.E. Sharpe, Inc.
Retrieved from http://www.jstor.org/stable/40397805
A. R. Hendrickson. (2003). Human Resource Information Systems: Backbone Technology of
Contemporary Human Resources. Journal of Labor Research. Volume XXIV, Number 3.
Iowa State University, Ames, lA 50011. Retrieved from
http://www.springerlink.com/content/7tf03c73eayku8gv/export-citation/
Aquent and Unica. (2011). The Business Case for Marketing Resource Management (MRM):
Increasing ROI Through More Efficient Use of Marketing Resources. Aquent
(aquent.com) and Unica (unica.com). Retrieved from
http://www.aquent.us/elqNow/elqRedir.htm?ref=/dotAsset/222482.pdf
M. C. Jones, C. P. Armstrong, and T. D. Clark, Jr. (2007). The Dynamic Structure of
Management Support Systems: Theory Development, Research, Focus, and Direction.
MIS Quarterly: Theory and Review, Vol. 31, No. 3. Retrieved from
http://www.aquent.us/elqNow/elqRedir.htm?ref=/dotAsset/222482.pdf