Managing IT

1. Managing IT An examination of the effects of motivational preferences in IT management

2. Traditional IT Centralized control Resource restrictions Formal methodologies and discipline Careful planning Administrative support New IT Distributed control Resource expansion Few methodologies and unrestricted access Rapid development Strategic impact It is Not All About Technology

3. Roles • Steering Committee • CIO • Manager • Project Manager • Analyst • Programmer • Systems Programmer • User

4. IS Organization CIO Development Operations Network Architecture Data Administration

5. Situational Leadership • Most managerial tasks require management of both task and interpersonal relationships • Task specification refers to defining the job to be done • Relationship management refers to taking care of the motivational needs of employees

6. Situational Principles • The appropriate motivational technique depends on the development level of the maturity level of individual employees on the specific task being managed

7. Hierarchy of Needs(Maslow) Lower needs dominate behavior until they are satisfied. • Self actualization • Esteem (recognition) • Social (affiliation) • Safety (security) • Physiological (food, shelter, clothing)

8. Maslow Self Actualization Esteem Social Hygiene Security Physiological

9. Hersey-Blanchard • Task Orientation: Degree of specification required for structuring or defining a task for a worker • Relationship: Support required for an employees attitudes and personal feelings

10. Hersey BlanchardTask-Relationship Grid III Consult II Sell Relationship IV Delegate I Tell Task

11. Situational Growth • As people mature, their managerial needs change from complete task definitions with little concern for relationship to a mature employees need merely for goals and feedback • The most difficult managerial stage is stage II (Sell) which requires maximum time in both task and relationship

12. Management Styles • Most managers have one or two styles that they are most comfortable with. • The art of effective management is matching a managerial tactic to the current needs of the employee • The most effective managers employ the widest range of styles

13. Sub Optimal StrategiesAbandonment III Consult II Sell Relationship IV Delegate I Tell Task

14. Sub-Optimal StrategiesTechnical III Consult II Sell Relationship IV Delegate I Tell Task

15. Sub-Optimal StrategiesAmerican III Consult II Sell Relationship IV Delegate I Tell Task

16. Motivational Needs(McClelland) • Need for Achievement • Need for Affiliation • Need for Power

17. McClelland • The Achieving Society TAT and other evaluation tools • The value of power

18. Need for Achievement Represents a need to accomplish. • Evaluators, not risk takers • Concerned more with accomplishment than reward • Need feedback on work • High task, low relationship

19. Need for Affiliation Represents a need for establishing, maintaining or restoring a positive friendship relationship from peers and colleagues. • Peer acceptance more important than managerial rewards • Good as support staff • High relationship

20. Need for Power • Need for accomplishment through others • Socialized vs unsocialized power • Respond to competition • Desire recognition • Risk takers

21. nAch and nPow • Both lead to outstanding activity • Power people understand and are active in politics • Power people seek to control channels of communication • Achievement seek to improve daily performance • Achievement people are uncomfortable with politics or control

22. Motivational Profiles: It takes all kinds

23. Typical ProfileSales Pow Ach Aff

24. Typical ProfileEntrepreneur Pow Ach Aff

25. Typical ProfileCorporate Manager Pow Ach Aff

26. Typical ProfilePolitician Pow Ach Aff

27. Typical ProfileSupport Staff Pow Ach Aff

28. Typical ProfileTeacher Research Instruct Pow Ach Aff

29. Typical ProfileIT Pow Ach Aff

30. IS Motivation The computer field attracts people with the highest growth need of all 500 occupations measured, they have the lowest need for social interaction” Couger, Computerworld, 1990

31. The Basic Profiles

32. The High Achievement Profile • Evaluators who take calculated risk. Prefer moderately difficult challenges, and work harder on these tasks. Objectives and challenges work. Accurate feedback on task difficulty appreciated.

33. The High Achievement Profile • Tend to perceive their probability of success as high, but become more accurate with information or practice. Rely on facts with a generalized optimism. Feel they are better than average. May overcommit unless they are experienced.

34. The High Achievement Profile • Work hardest for personal achievement or when their efforts will make a difference in the outcome. Not particularly motivated by routine, unchallenging tasks. Value a reward system that rewards individual contribution. Assign challenging work.

35. The High Achievement Profile • Derive satisfaction from having initiated an action that is successful. Prize freedom and independence. Do not take well to suggestions or directions about what they should think or do. Set collaborative goals.

36. The High Achievement Profile • Need accurate feedback on performance. Want feedback and evaluation based on results rather than procedures or feelings and relationships.

37. The High Achievement Profile • Believe that pay for difficult tasks should increase more rapidly than do non nAch profiles. Pay recognition for skills and performance is important as a measure of success.

38. The High Achievement Profile • Value experts over friends. Expert power and expertise are necessary in establishing managerial authority.

39. The High Achievement Profile • Tend to avoid conflict. May need to recast conflict or consciously manage conflict situations to avoid withdrawal or caving in.

40. The High Affiliation Profile • Tend to avoid leadership Very uncomfortable making hard decisions that will lead to alienation. Will go along to gain approval rather than set the pattern

41. The High Affiliation Profile • Value friends over experts May choose poor advisors. Peer pressure may be paramount. Necessary to sway the whole group.

42. The High Affiliation Profile • Tend to lack discipline and organization May need outside structure and organization.

43. The High Power Profile • Comfortable with magager and leadership roles. • Enjoy motivating and leading others. Tend to collect trappings of power and authority. Important to distinguish socialized from unsocialized (selfish) power.

44. The High Power Profile • Wish to control the means of influencing subordinates Likely to be status and position conscious. Very concerned with process and authority.

45. The High Power Profile • Enjoy conflict and disputes May appear pushy and confrontational. May get their way at the expense of organizational growth.

46. Consequences

47. Motivational Consequences • Hard to change fundamental character • Can reframe statements from one Need structure to another • Useful to speak in the language of the person being managed • Defined in terms of language

48. Evaluation of Profiles • Thematic Apperception Test Analysis of stories and examples related in free form by subjects.

49. Practical Evaluation Approaches Verbal cues from stories and conversations • Hero Subject or person that the individual discusses • Press Environment around the hero that exerts influence on the hero • Focus Uniqueness, Intensity, Frequency

50. Evidence of nPow • Identifies self as hero • Influence or defeatr others in stories • Surroundings (office walls, car, etc.)