WHAT DOES IT TAKE TO BE A SUCCESSFUL IT MANAGER?

What does it take to be a successful IT Manager?

What does it take to be a successful IT Manager?

What does it take to be a successful IT Manager?

IT managers should be managers in broadcasting the need for change and its implication to the business in enterprise terms. They should set a clear main heading and strengthen their notes by assigning assets, forfeiting short-term goals, and residing the course through tough times. They should realise that things are expected to get poorer before they get better. IT managers who don't realise what high presentation needs can represent a tough problem. They may reassign supportive manager's part way through a change effort or pay persons who accomplish short-term outcomes that destabilise what the change is endeavouring to accomplish. (Khosrowpour 1999)

Peer benchmarking is one answer to those problems. IT managers who converse to their gazes are more expected to stay the course throughout tough times. External advisors can furthermore help by mentoring IT managers and supplying repsonse, pointing out, for demonstration, when a manager's demeanour is inconsistent with the goals of the change effort. Many businesses have discovered three-way partnerships amidst IT managers and interior and external advisors very productive when altering to high presentation systems. To avert blended notes, managers can clarify anticipations of demeanour before advisors issue out inconsistencies. ((Huselid 2002))What can IT managers do to make change succeed? They can construct a flaming stage for change, drive reliable notes, enlist in full revelation, sustain ownership of communications, obtain contradictory repsonse, form teamwork behaviours, support the change effort as a assembly, and be reliable about terminations and promotions. The forces propelling associations in the direction of high presentation work systems--global affray, expertise, fast change--are not expected to fade soon.

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