IS 483 Lecture 1

1. IS 483 Lecture 1 Introduction Leadership Lecture 1 Sep 12 2005

2. Agenda Introductions to each other Introduction to the Course • Home Page • Syllabus • Weekly Topics • Assignments Where IS Services and Operations Fit Leadership • Leadership versus Management • The Flamholtz Leadership Effectiveness Framework Lecture 1 Sep 12 2005

3. Introductions to Each Other • Name • Major at CTI • Why interested in the IS Services & Operations Management course? • What is your present impression of IS Services & Operations Management? • What you want from the course? Lecture 1 Sep 12 2005

4. Home Page • http://facweb.cs.depaul.edu/nsutcliffe/483-00Currwork/ Access to the • Syllabus • Weekly Topics • Links • Weekly Assignments / Discussion Questions • Lecture Notes • Assignments • Specifications • Exemplars • Grading Criteria Lecture 1 Sep 12 2005

5. Syllabus webpage • Course • How organizations manage their IT services? • Good IT management behavior • Procurement process • Control mechanisms • Coordination efforts Lecture 1 Sep 12 2005

6. Syllabus webpage covers • Courses Objectives • Can analyze typical business situations • Can develop implementation plans (IPs) • Can determine appropriate measures for IPs • Can evaluate /analyze vendor proposals • Text -- e-books --Holtsnider & Jaffe • Assignments (3) • Grading Scale • Late Submittals • only possible for assignments 1 and 2 before week • without prior consent – severe penalty Lecture 1 Sep 12 2005

7. Weekly Topics webpage covers • Topics covered each week • Link to the assigned readings • Lecture notes link • Submission due dates Lecture 1 Sep 12 2005

8. Assignments (3) • 1. Leadership Effectiveness Assessment • Based on a manager/leader who you have been able to observe • Use the Flamholtz LE framework • 2. Panel Briefing • Find one or two web-based articles • which total at least 6 pages in length • Cover some aspect of a course topic • Summarize • 3. Term – choose either • Service Level Agreement (individual) • Request for Proposal (team) • Take-Home Final Exam – distributed in week 10 /due in week 11 Lecture 1 Sep 12 2005

9. Quizzes / Homework • Weekly (2-10) or 9 in total • Average of highest 8 out of 9 • DL students always have homework • In class students usually have quiz on same topic as homework • No “make-ups” for quizzes missed • Most often are based on the weekly discussion questions found on the weekly links page Lecture 1 Sep 12 2005

10. Participation • In class – credit for attendance and participation in team activities • DL – credit for submitting questions prior to session based on readings for the week and participation in Discussion Forums on group activities Lecture 1 Sep 12 2005

11. Late Submittals • Homework - submit on COL • -- due on or before the weekly session • -- never accepted after that weekly session • -- drop the lowest in average • -- posted on COL by Tues morning for the following Monday session • Quizzes - In class • -- no make ups • -- drop the lowest in average Lecture 1 Sep 12 2005

12. IS Services/Operations • Two Intertwined Functions • Service Support • Service Desk • Incident/Problem Management • Configuration (Asset) Management • Change Control Management • Service Level Management of SLAs • Service Delivery • Availability Management • IT Service Continuity Management Lecture 1 Sep 12 2005

13. Lecture 1 Sep 12 2005

14. Leadership • Why start here, why not on tech issues? • What is a manager? • What is a leader? • Are there any differences? Lecture 1 Sep 12 2005

15. Leaders versus Managers • According to Weinstein’s article (week 2- recommended), Michael Useem believes thatmanagement • does what they are asked to do • while leadership is defined by • Getting the management job done… • Being able to think beyond their office… • Think strategically … • Become persuasive … • Act decisively … • Retain credibility. • Are leaders therefore just great managers? Lecture 1 Sep 12 2005

16. Types of leadership activities • Strategic • Planning for long term development • Formulating a vision for future • Managing the corporate culture • Operational or tactical • Influencing others in organization to achieve established long term and short term goals on a day to day basis • Examples? Lecture 1 Sep 12 2005

17. Flamholtz LE Framework • Definition of leadership • Process of influencing others to achieve organizational goals • An effective manager is an effective leader as well. • Leadership effectiveness (LE) is based on performing leadership tasks using a leadership style that is appropriate for the situation. Lecture 1 Sep 12 2005

18. Leadership Effectiveness Fit • Styles – reflects the amount of discretionary decision making that leader allows others. • Directive • Interactive • Nondirective • Situation – looks at several factors that determine how appropriate a leadership style is • Work Being Done (programmable/non-programmable) • People Doing Work (Motivation/Skill Level/Independence) • Temporal Concerns (timeframe?) Lecture 1 Sep 12 2005

19. Leadership Effectiveness Tasks • Towards the work being done • Goal Emphasis – monitoring, establishing, • Work Facilitation – tools, training, advice • Towards the people doing the work • Interaction Facilitation – team building • Supportive Behavior – feedback • Personnel Development – career guidance • Balance in execution between work/people tasks Lecture 1 Sep 12 2005

20. Collaboration for Flamholtz LE f/w • First Break All the Rules: What the World’s Greatest Managers Do Differently by Marcus Buckingham & Curt Coffman, 1999, New York, Simon & Schuster. • Surveyed 105,000 employees from 2500 business units in 24 companies with 12 questions looking to see if there is a relationship between the answers and 4 measures of corporate success • Productivity (PD) • Retention (RE) “people leave managers not companies”- p.33 • Profitability (PF) • Customer Service (CS) Lecture 1 Sep 12 2005

21. Survey Questions- • Following are the focus of great managers/leaders and the outcomes (PD, RE, PF, CS) • Do I know what is expected of me at work? ALL • Do I have the materials and equipment I need to do my work right? PD, RE • At work, do I have the opportunity to do what I do best everyday? All but PD • In the last seven days, have I received recognition or praise for doing good work? All but RE • Does my supervisor, or someone at work, seem to care about me as a person? ALL Lecture 1 Sep 12 2005

22. The other questions 6. Is there someone at work who encourages my development? PD, PF 7. At work, do my opinions seem to count? PD, PF 8. Does the mission/purpose of my company make me feel my job is important? PD 9. Are my co-workers committed to doing quality work? PD, PF 10. Do I have a best friend at work? CS, PD 11. In the last six months, has someone at work talked to me about my progress? CS,PD 12. This last year, have I had opportunities at work to learn and grow? PF Lecture 1 Sep 12 2005

23. Short Exercise In teams -- Determine the LE Framework task or tasks that relate to the concerns found in each of the top 5 survey questions giving the rationale. Lecture 1 Sep 12 2005

24. Advice from survey • Select person for talent (not just experience, intelligence, or determination) • Set expectations by defining the right outcomes – not the right steps • Motivate the person by focusing on strengths not on shortcomings • Develop the person by helping find the right fit – not just the next rung on the ladder • TALENT – what is it • RIGHT OUTCOMES – how to define • RIGHT FIT – how to know it Lecture 1 Sep 12 2005

25. Next Week • Links 02 • Beginning Survey is due Lecture 1 Sep 12 2005