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Trends in IT
Main usage is for data processing government & military Businesses: financial
automation Computers were costly
and large in size Not widely used
Cost & size decreased Use of PCs increased Business & IT staff
began to interact Technology issues
increased Networks, E-mail, and
Internet became necessity
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Role of IT
No longer just serves a business Integral in business strategy Impacts every area of business Complexity increases Responsible for the integration of
information
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How Technology Reshapes Organizations?
With rapid advances in telecommunication technology Businesses are able to:
• expand their operations• form alliances and joint ventures• restructure their assets for greater effectiveness
Organizations are using telecommunications to:• reduce the barriers of time and distance
• establish vital new relationships with suppliers and customers
How Technology Reshapes Organizations?
A new model of leadership: Contemporary leaders need to be more flexible
• competence: have overall business knowledge and skills• great communicator, individual coach, team player, technology
master, problem solver, foreign ambassador, change agent, lifelong learner
From hierarchy to collaborative work relationships structures that favor the use of self-managed teams
Increasing diversity in the workplace (globalization)
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The changes in organization is partly due to the introduction of various ICT applications: Electronic Applications Virtual Learning Telecommuting/Telework/SOHO Globalization/Borderless
i.e. to become global powerhouses, companies invest in Global e-business/e-commerce/other IT initiatives
How Technology Reshapes Organizations?
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Importance of Human Resource
Vital assets that contribute to business success
Organizational performance usually relates directly to individual performance
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Five categories of IT/IS personnel skills: Technical Project Management Business Domain Sourcing IT Administration
IT/IS Human Resource
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 13-10
Categories of IT Human Resource Skills
Fig 13.12
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 13-11
Fig 13.12 continued
Categories of IT Human Resource Skills
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Managing IT Human Resources
Recruiting, training and retaining Evaluating employee job performance Rewarding outstanding performance Setting salary and wage levels Designing career paths
Chief Information Officer (CIO)/ Chief Technology Officer (CTO) E-commerce architect Technical team leader Systems analyst
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Challenges scarcity of skilled employees & experienced
managers• Attracting, recruiting, & retaining
Essential people management skills Attitude & beliefs of good people manager Gaining employees’ trust & confidence
Managing IT Human Resources
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IT managers and their superiors must plan to cope with skill shortages
Organizations that fail to manage their present staff stand little chance of obtaining and retaining outstanding individuals
Scarcity of Skilled Employees
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Attracting, recruiting, and retaining qualified staff is a key responsibility for IS managers in collaboration with an organization’s HR staff
Some common practices that managers use to retain valued IS personnel include: Changing the work environment to be more
employee-friendly Increasing career development opportunities Providing community-building initiatives Establishing monetary or other employee incentives
Scarcity of Skilled Employees
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 13-16
Common Practices for Retaining IT Workers
Fig 13.13
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Essential People-Management Skills
manage the employees with sensitivity provide effective leadership engage the employees in a meaningful, self-
satisfying work that offers them a chance for self-development
respect for individual dignity understand each individual’s preferences
and motivations
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Ability to communicate across business disciplines
Ability to employ consulting skills Ability to influence decision making Understanding on the related business
process Understanding organizational philosophy Understanding the strategic goals and
objectives
Essential People-Management Skills
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Attitudes and Beliefs of Good People Managers
employees are honest and industrious and act with the firm’s best interests in mind Believe employees are intelligent and willing to
learn That they desire self-fulfillment
establish environments of high but reasonable expectations for their employees
management equals leadership
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Attitudes and Beliefs of Good People Managers
Assume responsibility to remove or reduce barriers to accomplishment
Expect employees to be thoughtful about their work, but they also expect action
Expect employees to solve problems for the firm, but they also expect them to prevent problems from occurring
Establish an environment of high productivity and good morale
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Increasing Employee Trust and Confidence
1. Maintain two-way communication with employees to understand their needs and desires and to share company information
2. Provide training and complete information so that employees can work effectively and efficiently
3. Inform employees of promotional and career advancement opportunities
4. Listen to employee suggestions for improving the work environment, and respond encouragingly to all suggestions
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1. Sponsor teamwork and cooperation among department members
2. Be available when employees seek consultation
3. Understand the amount and quality of each employee’s work
4. Use the knowledge of each employee’s work to grant fair salary increases and promotions
5. Lead the department enthusiastically toward achieving its goals and objectives
Increasing Employee Trust and Confidence
Assignment 1 (Group)
Question: Select an organization (government @ private), identify
three related IT positions in the organization. The positions should represent each level of the three management levels. For each position, identify its job specification and describe its responsibilities.
Report Format: Paragraph: TNR 12 & single spacing Pages: 3-5
Date of submission: 13 March 2012
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Assignment 1 (Group)
Question: Determine key skills, traits, and levels of experience
that enable a CIO to be successful. Report Format:
Paragraph: TNR 12 & single spacing Pages: 1-3
Date of submission: 6 March 2012
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