Management Information Systems Prefinal Reviewer

Tactical Information System

A type of information system that supports management decision-making by providing various types of reports, such as regular summary reports, exception reports, ad hoc reports, and other types of recorded information

Tactical Information System

It helps managers to control their areas of responsibility better, as well as allocate their resources efficiently in order to pursue organization goals

Tactical Accounting and Financial Information Systems

Types of budgeting information systems that permit managers to track and compare actual revenues and expenses in order to produce estimates for expected revenues and expenses

Cash Management System

This system produces cash flow reports, which show the estimated amount of incoming and outgoing cash for a specific timeframe (usually monthly)

Capital Budgeting System

This system focuses on producing information for the acquisition or disposal of assets for a given timeframe. Using evaluation tools and the system’s data, a manager can compare information from current and previous timeframes in order to evaluate possible plans of asset acquisition and disposal

Investment Management System

This system produces reports that allow a manager to oversee an organization’s investments in stocks, bonds, or other securities as a separate, but nevertheless important aspect of cash management.

Tactical Marketing Information System

It is a type of information system that also has the ability to generate reports, but also the capacity to create expected and unexpected output, such as comparative and descriptive information, summarized data as opposed to detailed data, data sources, and information processed from subjective and objective data

Tactical Marketing Information System

Usually work in tandem with operational information systems for marketing and finance through various means, such as processing of operational data.

Sales Management System

This system allows managers to assess the productivity of a sales force, the profitability of certain locations, and the success of the products further categorized by salespersons, locations, and target demographic. It keeps track of activities, sales, orders, and customer activity, which allows a manager to identify points of interest in terms of location, performance, and demographics

Advertising and Promotion System

Governs advertising and promotional tactics in order to achieve sales goals set by upper management. Managers must decide with which advertising media and promotional devices to use to reach the selected market segments to use to reach the selected market segments when to use these media and devices, and what overall mix of promotional activities to deploy to achieve sales goals

Pricing System

This system provides information to managers that allows them to set prices for products and services. Managers can employ marketing strategies to determine sales volumes and profitability margins based on market volatility

Distribution Channel System

Provides information on cost for using various distribution channels, information may include timeframes for deliveries, time lags caused by use of certain channels, reliability ratings for channels based on delivery efficiency, and the market segment situation provided by the channels. These data can be used in tandem with demand and inventory of items across all levels of all channels so that the manager can anticipate shortages or oversupply of items

Competitive Tracking System

Ensures an organization’s marketing strategy can continue to satisfy customers by monitoring market volatility, specifically by gathering and processing information about major competitors and their activities. This allows managers to create a marketing strategy that matches a given market’s needs and wants, which in turn allows an enterprise to avoid falling behind the competition in a given market

Strategic Level Information System

Designed to be goal-oriented, this means that these types of systems are designed to support overall goals and directions of an organization, based on forecasted and/or researched information

Strategic Marketing Information System

Is an information system that handles strategic marketing activities, such as segmentation of the market based on target demographics and criteria, selection of preferred market segments, the planning of products and services to meet demands, and forecasting of sales based on market segments of products

Sales Forecasting System

Creates different applications according to the type of marketing aspect they handle sales, to forecasts of market segments. These forecasts are further categorized using the preferred criteria.

Marketing Research System

Handles marketing research, whether for research departments for large organizations or via consultants for smaller enterprises. Regardless of how the function is completed, the results of marketing research provide important input to both tactical and strategic decision making

Product Planning and Development System

Is to make information about consumer preferences obtained from marketing research systems, and from customer inquiries available, the information is then used to develop new products with specifications that meet the criteria from the output information of the system

Strategic Production Information System

A type of system that provides support for production decisions, such as designing and lay-outing of production facilities, as well as the selection for the facilities’ technologies, policies, and personnel

Site Planning and Selection System

This system relies on a variety of internal and external sources of information. The information needed is mostly external and is relatively objective and quantitative in nature, such as availability and cost of manpower, labor, delivery systems for both raw materials and finished products.

Technology Planning and Assessment System

This particular system allows top managers to make better or more informed decisions on which production technologies should be used for a product or service. The system can identify new technologies and assess them for their strategic advantages, which can help top management in other aspects other than production

Process Positioning System

Handles process positioning, or vertical integration, which as processes that are to be performed for any given product or service. Processes such as part production from raw materials, assembly or outsourced pre-fabrication and labor are included as information that allows top management to formulate decisions based on costs, production duration, and demand

Facility Design System

This system processes information for decisions concerning proposed facilities, information for this system includes facility design and layout, proposed technologies, personnel, expected completion dates, transportation, and ultimately the costs of materials for construction and maintenance.

Sales Forecasting System

These forecasts are usually based on more than just historical data, as they are also based on assumptions concerning possible factors such as activities of other enterprises, government actions and policies, economic and demographical trends and demans, and other pertinent factors, including even the weather

Human Resource Information Systems

Developed to assist managers in managing human resources. Its applications contain personal information about the employees of an organization, as well as the organization’s resources in terms of labor and manpower

Tactical Human Resource Information System

Supports HR managers in handling aspects of the acquisition, allocation, and maintenance of an organization’s workforce. Includes the creation of jobs for a specific goal/purpose/process, employee acquisition, training and capacity-building, and budget allocations for jobs and positions.

Job Analysis and Design Systems

These systems create jobs or positions required by an organization. They involve tasks such as writing job descriptions, designation of purposes, tasks, duties, and responsibilities for a job or position, specifying the conditions and performance standards that are required to qualify for these jobs or positions, and processing of information from guidelines and external data sources such as labor unions, competitors, and government agencies.

Recruiting Systems

These systems handle functions that provide an organization with a pool of qualified applicants that may fill vacant positions identified by position control systems and/or job analysis and design systems.

Compensations and Benefit Systems

These systems allow HR managers to support the creation of compensation and benefit plans for employees. Using relevant data such as budget allocations and job descriptions, they provide a variety of tactical HR decisions for payment plans and benefits available for certain employees and certain job hierarchy levels based on internal information

Employee Training and Development Systems

These systems handle decisions, for employee development, usually via capacity-building.

Capacity-Building

Is facilitated by finding potential employees that meet certain criteria and creating training and development plans that will allow interested and qualified individuals to benefit these plans

Succession Planning Systems

These systems ensure that replacements for key positions in the organizations are available at all times. This is to ensure that these positions do not become vacant in the event of death, debilitating injury, retirement, position/demotion, or other reasons

Strategic Human Resource Information System

A type of information that manages the organization’s workforce as a whole. It allows an HR manager to formulate workforce plans and labor negotiations to ensure that the enterpise has the appropriate conditions for the appropriate personnel

Workforce Planning Systems

These systems facilitate strategic long-term workforce planning and management using relevant data, such as those from other information systems. Using forecast estimates, it can create workforce plans that can achieve set organizational objectives.

Labor Negotiations Systems

These systems gather data from other HR information systems, as well as information from financial accounting systems and external sources, in order to help create negotiating terms between the organization and labor unions. They mostly use generated ad hoc reports that allow the organization to see their and a labor union’s positions from industrial and economic standpoints.