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- ORGANIZATIONAL CHOICES - HR/SKILLS CONSIDERATIONS - MANAGING CHANGE - GLOBAL IMPLICATIONS. ORGANIZATIONAL CHOICES . NOTE: ORGANIZATION CHOICES FOCUSES ON REPORTINGIT GOVERNANCE FOCUSES ON DECISIONS. Organization Types. Central/DecentralGeographicSkill/FunctionAdhocracyFederated/HybridAsymmetricalNetworked.
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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