Executive Summary

This document considers the various points of correlation between human resources, management information systems, and supply chain management in relation to critical IBM concepts of managing an organization. It identifies how these three areas intersect and their long term value for organizations as a whole. Ultimately, they are vital aspects of operations in the contemporary business world.

Introduction

There are a number of eminent facets involved in the management of contemporary organizations. Encompassing a wide range of characteristics, the most notable of these pertain to information technology, resource allocation, and varying elements of procurement. Effecting competitive advantage today no longer requires simply being able to create superior products and services. Instead, there is a growing reliance on both operations and operational efficiency which influences an organization’s overall sustainability. Some of the key facets of operations include the prudent management of human resources, information systems, and supply chain. Organizations are not only tasked with overseeing these three areas individually, but also managing the inherent relationships existing between them. International Business Machines (IBM) has delivered a significant amount of insight into how to supervise these aspects of management in a manner that benefits the enterprise as a whole. This report will identify some of the more astute points for successfully managing human resources, information systems, and supply chains elucidated by IBM, as well as critical considerations for implementation.

Organizational Context Individuality is a significant part of most organizations today. It influences factors such as values, company culture, and other points of distinction among competitors. Nonetheless, there are certain similarities between organizations seeking to compete in today’s marketplace regardless of their particular vertical or line business. All of them need to streamline and increase operational efficiency to compete. Operations includes much more workflows and business processes with which organizations can derive value. It also involves keeping the company as a whole performing at optimum levels. Doing so requires refining methods related to human resources, information system management, and supply chain management. The organizational context of these three areas is that they are vital requirements for sustainable operations. Specifically, organizations must align their human resources with their information systems. They need the proper people to not only work such systems but also to do so in a way in which they are able to maximize business value. Supply chain management also correlates to information systems. The latter can impact the successful management of the former; additionally, supply chain management is a necessary component for ensuring that information systems are up to date. The enterprise must manage each of these areas to support... Moreover, it is inextricably linked to management information systems and supply chain management since it is ultimately an organization’s people which are responsible for its success (Gerstner Jr., 2008). There are a number of functions that human resources fulfills that are divided into two categories. The first pertains to sustainability; the second relates to competitive advantage. Compensation and benefits packages are required to keep the personnel working for an organization. Similarly, mandates for safety and employee relations are necessary to ensure that employees are able to work together harmoniously. These areas are related to, yet considered distinct from employee retention. Employee retention is based on keeping employees which are valuable to an organization. Human resources is also tasked with staffing and organization and suitably training that staff, which is key part of remaining competitive. Performance management in the form of reviews and feedback is also part of this codification.
One of the principal ways in which human resources correlates to management information systems and supply chain management is through the notion of strategic human resources management. Part of the strategic value found in human resources is allocating the resources needed to fulfill certain job functions and business needs. This requires both short and long term planning for various aspects of management information systems and a dependable supply chain to fulfill these objectives. Implementing strategic human resources management correctly involves determining a human resources value chain fed in part by human capital—which may loosely translate into quantifiable means. Thus, this element of human resources can align with the other needs for supply chain management and management information systems so organizations can ensure that each of these areas is well supported.

Management Information Systems Resources

Management Information Systems represents the nexus point between human resources and supply chain management. Regardless of how such a system is implemented, it provides valuable financial information for the management of organization wide resources for human resources and supply chain management. It serves to connect people, information and technology together so that managers can ascertain the most effective ways of dedicating those resources to the fulfillment of organizational objectives. In terms of information perspectives, management information systems contain a comprehensive summary of the resources—involving people, technology, and information—at its disposal. The most effective of these tools link this information together in a proverbial knowledge graph (Harper, 2017) that offers…