Management of Technological Organizations - Introductions

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Management of TechnologicalOrganizations -
Introductions

• Catherine Smith
• Friday, January 25, 2008
• 950 AM to 1250 PM
• Thanks to Dr. Mohr and Dr. McInerney for course
  materials

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Todays Agenda

• Overview of the course and syllabus
• Quick fly-over of IT management and its
  importance
• Nominal Group Process (NGP) Pon defining
  management
• - Dales Cone of Experience
• Wrap-up and preparation for next weeks class

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The Need for Management Skills Is Evident

• Your timing couldnt be better!
• Given the current mortgage crisis, and other
  indicators.
• Theres a heightened awareness, of a need for
  good management.
• Skills for effective management for tech
  organizations can be learned and practiced.

1/25/08 PARIS (Reuters) - French bank Societe
Generale faced tough questions on Friday over how
it failed to spot the biggest rogue dealing fraud
in history, in which a single young trader
triggered a 7 billion loss under the noses of
top executives. The shaken bank organized a 5.5
billion euro (8.06 billion) capital increase
backed by its rivals, but analysts and newspapers
questioned how long France's second largest bank
would remain independent. The future of bank
chairman Daniel Bouton also looked uncertain
following the combined blows of trading
malpractice and substantial losses in the
sub-prime crisis, for which the bank said it had
taken a further 2.1 billion euro
writedown. Early editions of French newspapers
did not make pleasant reading for SocGen bankers
aiming to repair its reputation as home to some
of the world's most complex rocket-science
finance.
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A Start on Course Details

• Class process questions to address
• What does it mean to have two class sessions in
  one day?
• What are the barriers to learning?
• What can you do about it?

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A Start on Course Details (Contd.)

• How can you communicate in this course?
• In class contribute to discussion and actively
  participate in small groups
• E-mail Use your eden account unless its an
  emergency
• eCompanion threaded discussions
• No phone calls please!

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A Start on Course Details (Contd.)

• What resources are available?
• eCompanion
• Library indexes and databases
• Graduate Students
• Readings
• Web resources
• Business periodicals
• SCILS and other RU labs

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The flow of the semester

• Critical guide through the semesters work
• Please review all aspects of the syllabus.
• Keep a copy for reference and bring to class each
  week.
• Note any changes to the syllabus that will be
  given by email and archived in ecompanion.
• After reading the syllabus, present any questions
  at the next class session.
• Textbook and listing of other readings is
  essential for class preparation.
• Read and be prepared to discuss all the articles
  or websites listed under each course meeting date.

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Review Syllabus (Contd.)

• Source materials
• Texts McNurlin, B. C. Sprague, R. H., Jr.
  (2004). Information
• Systems Management in Practice (2nd
  Ed.).
• Upper Saddle River, NJ Prentice Hall.
  (Required)
• Publication Manual of the American Psychology
  Association
• (5th ed.). (2001). Washington, DC
  American
• Psychological Assoc. (Highly
  recommended as
• formatting guide!!)
• Course web Go to site (http//www.rutgersonline.n
  et) ?
• site use ID and password to be supplied by
  system admin.
• eCompanion to enter system ? Go to Class
  ? Academics

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Other Resources

• What technology resources are available?
• Microsoft Project
• Microsoft Access
• eCompanion electronic learning platform
  (similar to WebCT or Blackboard)
• Usual day-to-day tools (Word, Excel, e-mail,
  Internet, Library electronic resources, etc.)
• Make sure you know how to log in to the library
  from home or your campus residence.

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Work and Projects

• What work is required through the semester?
• Weekly reading comments posted to eCollege
• Preparation assignments posted
• Management duties for your team
• Focus on learning the basics of management and
  applying them in a context of project management
  in a team setting.

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Work and Projects

• Two major projects
• Case Study Project teams will research and
  report on IT environment of a real company.
• Individual Portfolio Project a project focused
  on a hypothetical organizations IT and database
  needs.
• Emphasis is on research, analysis, application
  of theories learned in class, communicating what
  you find

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Assessment
Assignment final grade
Participation and leadership (individual) 15
1. Semester analysis (individual) 3
2. Semester Gantt chart (individual) 3
3. Stakeholder analysis (team) 3
4. SWOT analysis (team) 3
1st Exam (individual) 15
5. Case Study Project (team) 15
6. Data Needs Analysis (individual) 6
7. E-R Diagram (team) 2
2nd Exam (individual) 15
8. IT Portfolio Project (individual) 20
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Assessment
Team Grades final grade
3. Stakeholder analysis (team) 3
4. SWOT analysis (team) 3
5. Case Study Project (team) 15
7. E-R Diagram (team) 2

TOTAL TEAM ASSESSMENT 23
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Assessment
Individual Grades final grade
Participation and leadership (individual) 15
1. Semester analysis (individual) 3
2. Semester Gantt chart (individual) 3
Exam 1 (individual) 15
6. Data Needs Analysis (individual) 6
Exam 2 (individual) 15
8. IT Portfolio Project (individual) 20

TOTAL INDIVIDUAL ASSESSMENT 77
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Assessment
Individual Grades final grade
Participation and leadership (individual) 10
Your participation grade includes Posted comments in the weekly threaded discussion areas Prep assignments Attendance Discussion during class (turn to page 3) Leadership and teamwork in the exercises None of these will be graded BUT they do count in your final grade Your participation grade includes Posted comments in the weekly threaded discussion areas Prep assignments Attendance Discussion during class (turn to page 3) Leadership and teamwork in the exercises None of these will be graded BUT they do count in your final grade
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Work and Projects (Cont.)

• Lets look quickly at the class schedule,
  syllabus and assignments

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Work and Projects (Cont.)

• Who is my teacher?

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Work and Projects (Cont.)

• What is this class about?

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What IS This Thing Called IT Management?

• Changing dimensions of the management of
  information technology (IT)
• Change from building applications to integrating
  solutions with emphasis on security,
  infrastructure, cross-organizational competency,
  standards(!)
• IT as part of the product or service
• Tighter integration of IT with the business, with
  all key decisions made with business partners
  (from Ross Weill, 2002)
• - Budgets and organizational expenditures on IT
  
• - Priority decisions on which processes to
  support
• - Which IT capabilities to deploy
• - Quality of service (QoS)
• - Level of security
• - Who is held accountable for successes and
  failures?
• Management of knowledge, not simply data
  and information
• Rapid change from computer-centric
  environment to network-centric

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What IS This Thing Called IT Management?
(Contd.)

• External factors influencing change (from
  McNurlin, B. C. Sprague, 2004)
• Globalization
• Domestic and international regulatory environment
  
• Digital economy
• Changing business relationships
• Accelerating pace of business cycles
• Knowledge-based economy rather than
  tangible-asset-based

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What IS This Thing Called IT Management?
(Contd.)

• Internal factors influencing change (from
  McNurlin, B. C. Sprague, 2004)
• Changing work environment with consequent
  information needs
• Group-based working (teaming) across spatial,
  temporal and cultural
• boundaries less hierarchical organizations
  
• Financial pressure to improve margins
• Strategic alliances, outsourcing
• Supply/push ? demand/pull (JIT) (just in time)
• Knowledge-based internal economy

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What IS This Thing Called IT Management?
(Contd.)

• Implications
• IT still has unique opportunity to provide
  differentiating advantage, but increasingly
  difficult to explain and justify
• - Commoditization of IT (from McNurlin, B. C.
  Sprague, 2004),
• - Outsourcing, margin pressures, response to
  threats
• Need to walk in the shoes of the business leaders
  and not simply deliver technology applications
  but integrated business solutions
• Ability to work collaboratively
• with multi-national external
• and internal strategic partners.
• Manage organizational
• knowledge as asset, not
• technology (applications,
• infrastructure) alone

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Work and Projects (Cont.)

• What will we study?

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Preview of Management Concepts

• Critical management process applicable in IT and
  general management
• Leadership and motivation Are leaders born or
  made? What is the difference between leadership
  and management? Why is this important to the IT
  field?
• Working with people How do you manage the folks
  on your team? Find the right talent? Motivate
  them?
• Decision making Are good decisions based on
  information, intuition or both?
• Change Process How does it happen?
• Strategic planning and implementation with
  leadership or management Where is the
  organization heading and howll it get there?
• Working with money How handle expenses and
  capital expense planning.

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Preview of Key Thought Leaders

• Business leaders, practitioners and scholars
  contributing to the field
• of study
• Frederick Taylor Scientific Management
• Abraham Maslow Needs theory
• Douglas McGregor Motivation (theory X and
  theory Y)
• Rosabeth Moss Kantor Change process
• Thomas Friedman The world is flat
• Peter Drucker The father of modern management
• Henry Mintzberg Decision making

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Work and Projects (Cont.)

• How will we learn it?

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A Model to Consider

• Dales Cone of Experience
• In 1946 Edgar Dale created a model based on the
  research he had done related to how well people
  retain information in order to learn.
• The model displays various learning activities
  and their effectiveness in retaining the
  information presented.
• The model can be useful in understanding how the
  learning process works.
• This model is presented at this point in the
  course to
• encourage everyone to use many different channels
• of learning in order to help remember the content
  of
• the course. It is also a useful model to
  consider when
• it comes time to discuss a topic with your
  colleagues in
• in a presentation setting.
• (Dale, Edgar. (1946). Audiovisual Methods in
  teaching. NY The Dryden Press.)

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A Model to Consider

• Dales Cone of Experience
• How much of what you read do you remember?
• How much of what you hear?
• How much of what you see?
• How much of what you see and hear?
• How much of what you say and write?
• How much of what you do?

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A Model to Consider (Contd.)
Pastore, R. S. (2003). Retrieved 15 Jan. 2007
from http//teacherworld.com/potdale.html Adapted
from Dale, E., (1969).
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Before we go on

• Side 1
• Your full name (as in the Rutgers System) and
  pronunciation
• The name you would like me to use, with
  pronunciation
• Number of semesters to complete for graduation
  (counting Fall 07)
• Number of semesters completed in the ITI program
  (not counting Fall 07)
• Indicate your highest level of experience with
  management
• Expert several years working as a manager of
  people or projects
• Support role I have provided support (e.g.
  administrative, technical) to a manager
• Familiar I have worked for a person who was
  designated as my manager
• Conceptual I have read about management theory
  and/or stories about managers and management
  ideas
• Limited or none this is my first experience with
  management
• Side 2
• How will I recognize you when I see you in the
  hallway at SCILS?
• How will I recognize you when I see you walking
  on College Ave.?

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Before we go on

• Take another card name optional
• I think this course will be
• Dull and boring
• Dull sometimes / Interesting at other times
• Interesting
• Exciting
• This course matches my interests and skills
• Not at all
• Just a little bit
• Somewhat
• Pretty well
• Exactly
• I am going to work hard to get a decent grade in
  this class
• Definitely not
• Probably not
• Maybe

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Before we go on

• My research and analysis skills are
• Expert
• Excellent
• Good
• Fair
• Non-existent
• I expect that the knowledge I gain in this course
  will be essential in my career.
• Definitely not
• Probably not
• Maybe
• Probably
• Definitely
• I think the work load for this course will be
• Less than any other ITI course I will take
• Less than for most ITI courses
• About average for an ITI course
• More than for most ITI courses

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Before we go on

• I am taking this course because (multiple
  answers allowed)
• It is required
• The material is interesting to me
• It fits my schedule
• I will need this knowledge in my professional
  career
• I havent decided whether to take this course
• AND ..
• The one most important thing the teacher needs to
  know about my expectations for this course is

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Any Questions?
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Class Two
Lets go down the hall See you in room
119 in 10 minutes
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What Is Management? Nominal Group Process

• Nominal Group Process (NGP or oftentimes NGT)
• Each person considers the question and thinks
  about it for a few minutes
• Each person writes down answer(s) to the
  question(s).
• The cards form a basis of discussion and will be
  collected to use after the session to see what
  people really may have thought
• Were going to use a variant of NGT

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What Is Management? Nominal Group Process
(Contd.)

• What are the advantages of using NGP?
• People have a chance to think about an answer.
• People generally write down what they really
  think without being influenced by others.
• People are more confident about voicing their
  opinion.
• People are prompted in the discussion through
  their own notes.
• A lasting record is created of opinions of those
  at the meeting.
• Its a good way to elicit comments from a large
  group without people having to risk talking in a
  large group.
• Each person has a say.

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What Is Management? Nominal Group Process
(Contd.)

• Answer the question What is management?
• What does it mean?
• What is its function?
• What level of managers are there?
• What is the difference between a manager and a
  leader?
• Take a few minutes to answer these questions on
  your own.

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What Is Management? Nominal Group Process
(Contd.)

• Answer the question What is management?
• What does it mean?
• What is its function?
• What level of managers are there?
• What is the difference between a manager and a
  leader?
• Now --- break into 5 or 6 groups.
• Answer the above questions as a group.
• Think of a good manager you have observed and a
  bad manager. Why do you categorize them the way
  you do?
• Readouts from each group in 10 15 minutes.

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What Is Management? Nominal Group Process
(Contd.)

• Discussion starting with readouts from each group
• What are the functions of management? Managers?
  Leaders?
• What are the biggest challenges for managers?
• What are the biggest challenges for managers of
  IT?
• What are the most important skills for todays
  managers?
• Do you think this list of skills has changed in
  the last 15 years? If so, why? If not, why not?
• Hand in your papers please.

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What Is Management? Nominal Group Process
(Contd.)

• Why would you make us do this exercise?

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Keeping Up

• Readings
• McNurlin Sprague chapter 1
• Taylor The principles of management chapters I
  and II
• (URL in syllabus)
• Maslow (supplemental)
• Reading comments due noon 1/31
• Assignment
• Prep A
• Find three IT organizational mission statements
  on the Web.
• Post links on eCollege Prep A area by midnight
  Thursday 1/31. Make a comment if you have
  something interesting to say!
• Look at what others have posted.

Be prepared to discuss