IT manager's handbook
IT Manager's Handbook: The Business Edition is a MUST-HAVE guide for the advancing technology professional who is looking to move up into a supervisory role, and is ideal for newly-promoted IT managers who needs to quickly understand their positions. It uses IT-related examples to discuss busin...
| Autor principal: | |
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| Otros Autores: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Amsterdam ; Boston :
Morgan Kaufmann Publishers/Elsevier
2009.
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| Edición: | Business ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627806806719 |
Tabla de Contenidos:
- Front Cover; IT Manager's Handbook; Copyright Page; Dedication; About the Authors; Brief Table of Contents; Complete Table of Contents; Preface; What Is New and Different in the Business Edition; The Structure of This Book; Chapter-by-Chapter Summaries; Note on URLs and Web Resources; Acknowledgments; Chapter 1: The Role of an IT Manager; 1.1 Just What Does an IT Manager Do?; Why All That Change and Flexibility Is Good; Why All That Change and Flexibility Is Bad; 1.2 Managers in General; Definition of a Manager; Styles of Management; Command and Control; Collaboration
- What Kind of Manager Will You Be?Pros and Cons of Being a Manager: Reasons to Become a Manager, and Reasons Not to Become One; The Hidden Work of Management; Management Is Sometimes Hard to See; Good and Bad Management Often Look Alike-For a While; Resentment toward Management; Babysitting versus Managing; Politics; Managing in Four Directions; 1.3 The Strategic Value of the IT Department; Application Development versus Technical Operations; Application Development; Technical Operations; IT Department Goals; The Value of IT Managers; 1.4 Developing an IT Strategy
- Determine Who Your Team Members AreDetermine How Important Technology Is to Your Organization; Determine Who Your Customers Are and What Their Needs Are; Keep Your Department Central to the Company's Operations; 1.5 Starting Your New Job; The First Day; Meeting the Staff; A Few Ideas for What to Say to Break the Ice; Some Don'ts; One-on-One Meetings; What to Say to Those Who Wanted Your Job and Didn't Get It; Establish a Relationship with Your Manager and Your Peers; Learning the Landscape: Key Users and Key Applications; Find the Key Meetings
- Be Realistic about Timetables for Fixing Problems1.6 The First 100 Days; No Organization Is Perfect; Quietly Advertising What You Bring to the Table; Do Some Preliminary Research before You Start; Bring a Fresh Perspective; Ask and Listen; Projects in Progress and Projects on the Horizon; Is the Status Quo Good Enough?; People to Meet and Know; Quick Hello Meetings; HR (Human Resource) Issues; Soon, Later, and Tomorrow: When Should You Address Issues; Regardless of What Happens, Let Them Know You've Heard Them; Budgeting; Making Those First Decisions
- 1.7 Two IT Departments-What Happens if Your Company Merges with Another?Chapter 2: Managing Your IT Team; 2.1 Keeping Employees Focused; Establish Priorities; Communicate with Your Team; Make Sure the Team Understands the Overall Objective and Goals; Explain How You Envision Achieving the Goal; Encourage Questions and Input from Your Staff; Listen Carefully; Meet Regularly; Agile Meetings; Project Meetings; Company Mission, Vision, and Values; Be as Clear as Possible about Your Real Priorities; Avoid Burnout in Your Employees; Make Your Employees Aware of the Dangers of Burnout
- Outline the Prices Employees Can Pay
