BT-450 A IT ORGANIZATION HR Instructor: Rajeev Dwivedi rdwivedistevens Phone: 201-216-8508 Desk-7A, Library Admin

3. ORGANIZATIONAL CHOICES

4. Organization Types

9. Traditional IT Functional Organization

10. Functional Organization

11. Functional Organization Consulting

12. Functional Organization Development 1 of 3

13. Systems Development Organized by Skills 2 of 3

14. Systems Development Organized by Type of System 3 of 3

15. Functional Organization Service

16. Centralized IT (Shared Resources) Organization Model

17. Decentralized IT: Product Line of Function IT Organization Model

18. Functional Business Unit Structure

19. Divisional Structure

20. Strategic Business Unit Structure

21. Emerging Ad-Hocracy Process-Oriented IT Organization

22. VIRTUAL ORGANIZATION ORTHE EXTENDED ENTERPRISE ORCONFEDERATION ORSYNDICATE

23. Fitting IT Structure to Business Needs

25. Federal (Federated) Model

26. FEDERATED IT

29. How would you describe your IT organization

30. IT Organization

31. Shifts of emphasis are shaping the organization of the future:

32. During Restructuring:

35. ACQUISITIONS OFTEN FAIL Share-holders of the acquired firms often earn above-average returns from the acquisitions but that shareholders of the acquiring firms earn returns, on average, close to zero (Michael Jensen) Approximately 60 percent of the acquisitions examined failed to earn returns greater than the annual cost of capital required to finance the acquisitions( McKinsey) 23 percent of acquisitions were successful (McKinsey) 30-45 percent of acquisitions are later sold and often at prices producing a loss on the investment (multiple studies) Common for low performing acquired businesses to be spun off into independent companies (e.g., the NCR spin-off by AT&T) Stock values of the 15 largest acquisitions for 1995 through 1999 averaged 9 percent below the S&P 500 (CommScan LLC) Do you think that economies of scale are achieved?

37. HR/SKILLS CONSIDERATIONS 

38. 2005 Top �10� IT Management Concerns

40. Managers Misunderstand What Workers Value

43. 2004 IT Workforce: Job Categories as a Percentage of Total IT Workforce (1 of 3)

44. Computer software engineers lead in employmentas a percentage of IT workers 2 of 3

45. How IT staff time breaks down for 100 companies 3 of 3

46. Where The Losses Were

55. 2005 IT Head Count In Comparison to 2004 (Actual)

56. Percent of New Hires for 2005 (Actual)

57. 2006 IT Head Count In Comparison to 2005 (Projected)

58. Percent of New Hires for 2006 (Projected)

59. Climbing Back

74. Most IT workers are male U.S. citizens;They are fairly equally distributed around the country

75. Business and Technical Skill Development of the IT Professional 1 of 5

76. What Skills Do Companies Need for Successful IT 2 of 5

84. First Level Managers should consider the following: Pitfalls to Avoid Trying to be �popular� instead of effective. Failing to ask for advice. Overlooking the role of supportive problem solver. Failing to keep employees informed. Micro-managing by overemphasizing policies, rules, and procedures. Acting like �the boss� rather than a coach. Training Suggestions Network with other FLMs. Identify a potential mentor. Participate in FLM development workshops and seminars. Register for FLM courses at local colleges and universities. Subscribe to periodicals and FLM training journals and magazines. Basic Success Strategies Admit mistakes rather than attempting to cover them up. Show consideration. Provide details to all members of the team. Exhibit confidence and belief in your team members. Provide ongoing feedback, praise and recognition.

89. How IT Talent is Recruited

93. Top 6 Vehicles For Retaining Your IT Staff

94. It isn't the money...

95. ...It's the Technology Leadership.

96. Importance of work issues to IT professionals

97. Perceptions of Employee Turnover

100. Eliminate Burnout Through Staffing and Time Off Staff to meet objectives, renegotiate service levels, co-opt user support or increasingly outsource after-hours premium support Offer time-off to employees who have put in long hours for an extended period of time. Poll Employees Ask for employee satisfaction data once a year. Use a 360-degree review process for managers to better understand hoe their staffs perceive them and the work environment. Implement �skip-level lunches� to gain insight into regional or departmental problems. Hire the Appropriate Profile Everyone wants aggressive go-getters, but these people are most likely to �go get� the next best opportunity Understand a person�s cultural fit within the organization and the role for which he or she might be best suited in the long term. Open Career Paths Do not place artificial boundaries on career ladders. Allow an IT professional to grow in compensation and influence within his or her chosen career path. Allow people to have the opportunity to build process management skills, even if they are not suited for people or project management jobs. Elements of a Retention Program (2 of 2)

102. Very High Impact: High Impact: Medium Impact: Low Impact:

103. Career Path Choices

108. Methods Used to Understand the Needs and Desires of IT Employee

113. Rev up sputtering employee loyalty Do I understand what is expected? Have I received proper training? Are refresher and continuing education courses offered? Do I have room to grow in my job? Is there room to exercise judgment? Have I been exposed to other functional areas? Has my boss discussed possible routes of advancement? Do I have good working conditions? Are they safe? Well-equipped? Is the boss reasonable? Does he regularly ask for my feedback? Does the boss ever tell me I�ve done a good job?

114. PLANNING AN EFFECTIVE ORIENTATION A genuine, warm welcome from supervisors and co-workers (there should be room for fun and celebration) Preparation of co-workers (at least a telephone call in advance of introduction) Introduction to co-workers and other employees in the organization Overview of job setting including tour of facility Assigning a volunteer mentor Providing an employee manual/handbook - enough information without overload: Brief history of organization Organizational overview Other items included by personnel department List of specific job requirements: Job responsibilities New employee�s position in organization Work values Work expectations of the employees Critical facilities (e.g., restroom, copy machine, parking,etc.) Working hours and breaks Pay and performance appraisal policies

117. Staying Motivated

119. IT lifestyle indicators On average, IT professionals go to bed at 11 p.m. and get 6.4 hours of sleep per night 20% are night owls who usually retire after midnight 57% haven�t read a book of fiction in three months 45% don�t read a newspaper every day IT workers on vacation 61% interrupt a vacation to call in to work 50% have worked during a vacation 35% take a laptop or a handheld computer 26% take a cellular telephone 25% take a pager 29% have forfeited earned vacation days they couldn�t use

120. Workplace Demographics

123. Is IT burnout a serious issue at your company?

124. Does your company offer skill-development opportunities to alleviate IT morale issues?

131. Monster.com Futurestep HotJobs.com Headhunter.net Dice.com Flipdog.com StepStone BrassRing CareerBuilder JobPilot Jobline International Techrepublic.com Airsdirectory.com Recruitersonline.com E-recruiting providers

133. Recruiting Sites

134. IT SALARY WEBSITES

135. Tips on asking for a raise

137. Key Training Issues