Read an Excerpt
IT Manager's Handbook The Business Edition
By Bill Holtsnider Brian D. Jaffe
Morgan Kaufmann Publishers
Copyright © 2010 Bill Holtsnider and Brian D. Jaffe
All right reserved.
ISBN: 978-0-12-375111-9
Chapter One
The Role of an IT Manager
The buck stops here. —HARRY TRUMAN
CHAPTER TABLE OF CONTENTS
1. Just What Does an IT Manager Do? 2 2. Managers in General 3 3. The Strategic Value of the IT Department 10 4. Developing an IT Strategy 12 5. Starting Your New Job 15 6. The First 100 Days 23 7. Two IT Departments—What Happens if Your Company Merges with Another? 32
What does an IT Manager actually do? Did you recently receive a promotion into that job? Are you glad you got the job? Or, do you eventually want to become one? Before we help you answer those questions, we discuss the definition and the pros and cons of being a manager. Clearly management as a career path is well suited for some people, but not for everyone. Is it right for you?
IT Managers need to wear a lot of hats. Different parts of the organization will have different expectations of this position, and you'll have to address them all. Finance expects you to manage costs; Sales and Marketing will want to see IT help generate revenue; your staff is looking for guidance, career development, work–life balance; and the administrative assistant down the hall just wants her printer to stop smudging. This chapter examines the roles and responsibilities of an IT Manager.
1.1 Just What Does an IT Manager Do?
IT Managers now have many responsibilities (data centers, staff management, telecommunications, servers, workstations, Web sites, user support, regulatory compliance, disaster recovery, etc.) and connect with almost all the departments (accounting, marketing, sales, distribution, etc.) within a company or organization.
This is both the good and the bad news. At some companies, an IT Manager can have direct influence on the strategic direction of the company, suggesting and helping implement e-commerce initiatives, for example. In other companies, an IT Manager is really a technician, a software developer, or network engineer. And to complicate things even further, those definitions change quickly over time. Yesterday's network engineer is today's e-commerce consultant.
Why All That Change and Flexibility Is Good
The position of IT Manager can be very challenging. It is extremely varied in scope, allows you to come in contact with a large portion of your company, provides you with opportunities to directly affect the overall direction of your organization, and is excellent professional experience to acquire. In addition, you get to increase your range of experience; you are forced to (and get to) keep up with the latest changes in technology (so your skill set will always be in demand); and your network of contacts gets large.
As important as all that is, there is an added bonus: in recent years, IT has taken on a strategic value in the roles companies play in the new economy. Information Technology is now a critical component of many companies and the U.S. economy: in the 2008–2009 Occupational Outlook Handbook released by the U.S. Department of Labor's Bureau of Labor Statistics: "computer and mathematical science occupations are projected to grow by 25 percent [between 2006 and 2016]—more than twice as fast as the average for all occupations." And for IT Managers, the report says, "Employment of computer and information systems managers is expected to grow 16 percent over the 2006-16 decade, which is faster than the average for all occupations. New applications of technology in the workplace will continue to drive demand for workers, fueling the need for more managers." Not only is your job interesting and rewarding, it is also very important and increasingly in demand. Dependence on technology is only growing, and issues such as security and compliance are making IT more visible throughout the organization. What more could you ask for?
Why All That Change and Flexibility Is Bad
However, being an IT Manager is a difficult, often thankless, task. Like many service jobs, if you do it superbly, most people don't notice. In addition, the responsibilities differ radically from company to company. Some companies actually have many IT Managers and several layers of management. At others, although this number is shrinking, an IT Manager is a part-time role someone fills while doing their "real" job.
In addition, the role of an IT Manager can often vary widely within an organization, depending on who is making the decisions at the time. The "Western Region Sales Manager" knows what his or her role is—get more sales as soon as possible—and that isn't going to vary much from company to company. An IT Manager, however, can mean many things to many people, and the job changes as technology and needs advance and evolve. Addressing all these needs and people can mean that time for "extras" such as sleep and meals has to be sacrificed. As a manager, everyone else's crises become yours. People (your users, your management, your staff, etc.) demand quick resolutions to problems and look to you to fix them. In this book, we discuss in detail the positive and negative elements of the key components of being an IT Manager. If a process is littered with political landmines ("budgeting," for example), we'll warn you about it; if a process has hidden perks (being an unofficial project manager can put you in contact with many different people at many different layers of the organization), we'll tell you that, too.
1.2 Managers in General
Before you decide whether you want to become an IT Manager, you should decide whether you want to become a manager at all. One method of evaluating a potential career is to read books or take introductory classes about how to do it; sometimes, reading a book about a subject will make you realize you do not want to pursue that particular career (see Table 1.1).
Like most topics in this book, we present you with both the positive and the negative aspects of being a manager. We'd like to share our experiences and those of other managers we know; managers with over 100 years of combined experience contributed ideas to the following section.
Of course, the comments in this section are extremely subjective. Both positive and negative comments about such a broad topic ("management") are bound to be generalizations that easily can be counter-argued. So take each comment, idea, and suggestion as something to be considered, evaluated, and adapted; perhaps it applies to your experience and perhaps not.
Definition of a Manager
Management has been defined as "assembling the resources to achieve a mutually agreed upon objective" (G. Puziak, 2005) or as "getting things done through other people" (AMA President, 1980). A more mundane dictionary definition is the "authoritative control over the affairs of others." All three views are commonly held beliefs.
Note the radical difference between the definitions: the first two talk about collaboration ("mutually agreed upon" and "through"), whereas the last one defines management as "control." As always, flexibility is key.
Styles of Management
These definitions reflect the two typical management structures American companies now employ: "command and control," or "collaboration." (These styles have many different names: "authoritarian" and "participative" or "military" and "worker responsibility.") Few companies, or individuals, are either purely one type or another, of course, but most are generally one kind or another. To succeed as a manager, it's best if you determine which type of management your company embraces. Also, determine which type of manager you want to become. Regardless of your answer, being flexible and adaptable will be a critical factor. While one type of style may work well in one situation, a different set of circumstances could call for an entirely different approach.
Command and Control
Based on classic military structure, this style was popular for most of American corporate history. You direct your employees and your boss directs you. In its extreme, this style doesn't allow for disagreement or input from subordinates. It emphasizes clear commands and rewards staff who follow these commands virtually without question.
This style has lost popularity and is most familiar to the older generations (see the section on Generational Issues at Work, in Chapter 2, Managing Your IT Team [on page 67]). While some environments still operate under this style, many corporations are revisiting their commitment to such a rigid method of management. While execution of tasks under command and control systems is often faster and costs less, it (among other reasons) also often leads to poor decisions and less than ideal results and ends up costing more in the long term. In addition, employees under this system are often unhappy because they exercise little control in their jobs. It is also hard to know what value is lost in an environment where collaboration and teamwork are absent.
Collaboration
This style of management has been growing in popularity and use for the past few decades. In a collaborative environment, all levels of the corporate ladder are actively involved in the execution of business. It doesn't mean dock workers make decisions on plant relocations (although assembly-line workers are now much more involved in decisions that affect them than they ever have been). But it does mean that many workers who are affected or who can contribute to decisions are now asked to be involved—regardless of where they stand in the company hierarchy.
The benefits of collaboration are increased personal satisfaction for workers and often better and more cost-effective decisions because the people affected by those decisions are involved in making them. The negatives are summarized by that old adage "paralysis by analysis." When this happens, too many people involved in a decision don't make the decision or the process better and it bogs down.
Within the collaboration mode, there are also two extremes: managers who micromanage—they are involved in every decision and consult as many people as possible on even the smallest of issues—and managers who are so distant they provide no guidance or feedback to their team and ignore even the most pressing of issues.
What Kind of Manager Will You Be?
It's hard to predict, but study the two types of management styles just given. Which kind have you experienced as a staff member? Which kind did you like? What kind of style is common in your company? "Management style shock" is not uncommon; a manager comes from another company and, bringing her management toolbox with her, quickly discovers that her "style" and that of the new company radically conflict. She is used to a collaborative approach and this company has no patience for discussion; her bosses dictate what she should do and they expect her to do the same. Or she starts commanding her staff around and they, used to group meetings to make important decisions, are shocked.
In a survey about senior management terminations, released in 2009 by the Korn/ Ferry Institute, it was found that a leading reason for termination "is difficulty with relationships in the organization, much more frequently cited than purely performance-related issues." Furthermore, the report stated "that 50 percent of performance at the CEO level is determined not by one's experience or technical abilities but by leadership characteristics. Leadership characteristics encompass areas such as personal and interpersonal skills, being organizationally savvy and [having] integrity" (source: www.kornferryinstitute.com/files/pdf1/KFceo_whtppr_jan30.pdf). Of course, this book isn't about succeeding as a CEO, but there is certainly a lesson here.
Table 1.1 summarizes the pros and cons of being a manager, and can help you decide if that's where you want to direct your career.
(Continues...)
Excerpted from IT Manager's Handbook The Business Edition by Bill Holtsnider Brian D. Jaffe Copyright © 2010 by Bill Holtsnider and Brian D. Jaffe. Excerpted by permission of Morgan Kaufmann Publishers. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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