1. 1 IS Management

2. 2 Reporting Hierarchy of IS Director Managing Director IS Steering Committee Director Manufactu ring Director R & D Director ISDirector Finance Director Marketing Data Services Planning & Strategy Group Information Centre Services

3. 3 IS Director Skills n The current perception of the required skills for an IS Director is: u A good business manager u A Realist u Able to resist technological distractions u Able to see through bottom line implications

4. 4 IS Management Concerns n Manage the Technology -Operational n Manage the use of Information -Tactical n Manage Information -Strategic

5. 5 Key IS Management Issues & Tasks n People Focus – rather than placing technological concerns to centre stage n Cost effectiveness – an to be seen to be const effective by way of demonstrable business value n Information dispersal – and to relinquish inappropriate control mechanisms that reduce information use n Business process redesign – the real embodiment of technology-enabled change n Reporting relationships – that place IS into the business and not an ‘ivory tower’ distance

6. 6 Non-contingent Distribution of IS Management Tasks IS FunctionLine business Function Strategic planning for ISTactical planning for applications Physical systems design and development (or joint procurement) Business analysis and logical systems design Training and consultingEnd-user computing developments Telecommunications network management Local data centre management Manage across whole organizationManage for local organization Develop and manage shared and feeder databases Develop and manage local and application databases Provide IS professional to business units Provide business managers to IS units

7. 7 Generic Management Tasks (Boynton et al (1992) n Setting strategic direction – facilitating the planning of the IS strategy(ies) n Establishing infrastructure systems – for data, networks highways, standards, and shared applications n Scanning emerging technologies – including all aspects of R&D (critical if the IS strategy will not rendered obsolete) n Transferring technology (how to do things) – learning from others how to do things, which must become diffused throughout the organization n Developing business systems – the planning, ‘building’ and running of applications, including all acquisition approaches

8. 8 Strategic IS Management n Hussain and Hussain (1992) describe IS as a business within a business with a structure akin to a manufacturing business. This is illustrated below: Manufacturing BusinessIS Business Product planningInformation systems planning Facilities planningInfrastructure configuration planning Market researchIS demand forecasting Product researchTechnology scanning Market developmentUser education Product designApplication design Problem analysisBusiness analysis ToolingProgramming Production schedulingJob scheduling ProductionComputing and operations Production controlProduction/operations control Stock controlSupplies inventory Quality control

9. 9 Manufacturing BusinessIS Business Consumer surveyUser satisfaction survey Consumer services liaisonUser liaison Personnel management Administration Product for saleInformation (whether sold or provided as an overhead service) Product line strategyApplications development strategy Product cost strategyApplications project estimation Pricing policyCharge policy

10. 10 Strategic IS Management n Just as a business has some form of management committee at the apex, so IS has the IS steering committee whose responsibilities include: u Ensuring top management involvement in IS planning u Ensuring the fit between IS and business strategy u Improving communication with top and middle management u Changing user attitude to IT

11. 11 Hybrid Management n Hybrid managers require business literacy, technical competency and organizational astuteness that allows a manager to make business-appropriate IS use and management decisions that enhance or set business directions as well as follow them. n Hybrid managers are a high-risk, high cost, people infrastructure that enables the organizational integration of IS and business

12. 12 Characteristics of Hybrid managers n Business knowledge – general business knowledge about the organization’s goals providing a global view n Organization-specific knowledge – culture, structure, processes, key people and their motivation n IS knowledge/experience – IS project management experience in the organization’s business; awareness of existing/potential applications inn the organization’s business; knowledge of who can provide expertise on specific technologies n Communications skills – value information sensing, good listening skills, good at informal communication, responsive n Cognitive abilities – above average, moderately analytical, strongly intuitive, good problem-solving skills n Personal traits and behavior – people oriented, development and change focus, outgoing, commitment and integrity, energy and enthusiasm

13. 13 Problems with hybrid management n Hybrid challenge n The need to reassess budgets n Dislocation n Perceptions of unfairness n Skills loss n Reward structures n Poaching n Fear by superiors n Early damage n Time horizons n Recruitment policies n Loyalties n Assessment

14. 14 Approaches to Developing Hybrid Managers n Recruitment n Training and education n Cross-fertilization n Transfers n Encouragement