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Management of Technological Organizations - Introductions

Management of Technological Organizations - Introductions. Catherine Smith Friday, January 25, 2008 9:50 AM to 12:50 PM Thanks to Dr. Mohr and Dr. McInerney for course materials. Today’s Agenda. Overview of the course and syllabus Quick fly-over of IT management and its importance

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Management of Technological Organizations - Introductions

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  1. Management of TechnologicalOrganizations- Introductions Catherine Smith Friday, January 25, 2008 9:50 AM to 12:50 PM Thanks to Dr. Mohr and Dr. McInerney for course materials

  2. Today’s Agenda Overview of the course and syllabus Quick fly-over of IT management and its importance Nominal Group Process (NGP) Pon defining management - Dale’s Cone of Experience Wrap-up and preparation for next week’s class (for) Management of Technological Organizations (04:547:210)

  3. The Need for Management Skills Is Evident Your timing couldn’t be better! • Given the current mortgage crisis, and other indicators……. • There’s 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. (for) Management of Technological Organizations (04:547:210)

  4. 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? (for) Management of Technological Organizations (04:547:210)

  5. A Start on Course Details (Cont’d.) 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 it’s an emergency • eCompanion threaded discussions • No phone calls please! (for) Management of Technological Organizations (04:547:210)

  6. What resources are available? eCompanion Library indexes and databases Graduate Students Readings Web resources Business periodicals SCILS and other RU labs A Start on Course Details (Cont’d.) (for) Management of Technological Organizations (04:547:210)

  7. The flow of the semester Critical guide through the semester’s 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. (for) Management of Technological Organizations (04:547:210)

  8. Review Syllabus (Cont’d.) 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 webGo to site (http://www.rutgersonline.net) → site use ID and password to be supplied by system admin. eCompanion to enter system → “Go to Class” → “Academics” (for) Management of Technological Organizations (04:547:210)

  9. 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. (for) Management of Technological Organizations (04:547:210)

  10. 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. (for) Management of Technological Organizations (04:547:210)

  11. 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 organization’s IT and database needs. Emphasis is on research, analysis, application of theories learned in class, communicating what you find (for) Management of Technological Organizations (04:547:210)

  12. Assessment (for) Management of Technological Organizations (04:547:210)

  13. Assessment (for) Management of Technological Organizations (04:547:210)

  14. Assessment (for) Management of Technological Organizations (04:547:210)

  15. Assessment (for) Management of Technological Organizations (04:547:210)

  16. Work and Projects (Cont.) Let’s look quickly at the class schedule, syllabus and assignments (for) Management of Technological Organizations (04:547:210)

  17. Work and Projects (Cont.) Who is my teacher? (for) Management of Technological Organizations (04:547:210)

  18. Work and Projects (Cont.) What is this class about? (for) Management of Technological Organizations (04:547:210)

  19. 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 (for) Management of Technological Organizations (04:547:210)

  20. What IS This Thing Called IT Management? (Cont’d.) • 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 (for) Management of Technological Organizations (04:547:210)

  21. What IS This Thing Called IT Management? (Cont’d.) • 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 (for) Management of Technological Organizations (04:547:210)

  22. What IS This Thing Called IT Management? (Cont’d.) • 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 (for) Management of Technological Organizations (04:547:210)

  23. Work and Projects (Cont.) What will we study? (for) Management of Technological Organizations (04:547:210)

  24. 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 how’ll it get there? • Working with money: How handle expenses and capital expense planning. (for) Management of Technological Organizations (04:547:210)

  25. 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 (for) Management of Technological Organizations (04:547:210)

  26. Work and Projects (Cont.) How will we learn it? (for) Management of Technological Organizations (04:547:210)

  27. A Model to Consider Dale’s 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.) (for) Management of Technological Organizations (04:547:210)

  28. A Model to Consider Dale’s 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? (for) Management of Technological Organizations (04:547:210)

  29. A Model to Consider (Cont’d.) Pastore, R. S. (2003). Retrieved 15 Jan. 2007 from http://teacherworld.com/potdale.html Adapted from Dale, E., (1969). (for) Management of Technological Organizations (04:547:210)

  30. 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.? (for) Management of Technological Organizations (04:547:210)

  31. 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 • Probably • Definitely (for) Management of Technological Organizations (04:547:210)

  32. 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 • More than any other ITI course I will take (for) Management of Technological Organizations (04:547:210)

  33. 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 haven’t decided whether to take this course AND ….. • The one most important thing the teacher needs to know about my expectations for this course is: (for) Management of Technological Organizations (04:547:210)

  34. Any Questions? (for) Management of Technological Organizations (04:547:210)

  35. Class Two Let’s go down the hall See you in room 119 in 10 minutes (for) Management of Technological Organizations (04:547:210)

  36. 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 • We’re going to use a variant of NGT (for) Management of Technological Organizations (04:547:210)

  37. What Is Management? Nominal Group Process (Cont’d.) 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. • It’s 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. (for) Management of Technological Organizations (04:547:210)

  38. What Is Management? Nominal Group Process (Cont’d.) 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. (for) Management of Technological Organizations (04:547:210)

  39. What Is Management? Nominal Group Process (Cont’d.) 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. (for) Management of Technological Organizations (04:547:210)

  40. What Is Management? Nominal Group Process (Cont’d.) 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 today’s 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. (for) Management of Technological Organizations (04:547:210)

  41. What Is Management? Nominal Group Process (Cont’d.) “Why would you make us do this exercise?” (for) Management of Technological Organizations (04:547:210)

  42. 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 (for) Management of Technological Organizations (04:547:210)

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