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Centralised and Decentralised I.T. Departments
Advantages/disadvantages to both ways of organising I.T. departments. Advantages of a centralised department: Clear, top down management control & communication Maximise efficiency of skilled & specialised resources Centralised processes, procedures & standards Economies of scale in purchasing hardware & software Disadvantages of a centralised department: Lack of flexibility to respond Lack of individual support to…
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I.T. Department Functions
I.T. function responsibilities: Software Development Development/acquisition of application software for payroll, accounting, stock etc. Data Management Covers data design, data models and data security. Network Management Provides network services. Operations Management Responsible for running network, hardware and software as well as back up and security of data. End User Support Interfaces with users, covers user…
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I.T. management compared to management of other functions
Common areas: Setting of objectives Performance measurement H.R. management Non-H.R. management Budget setting Areas of difference: I.T. professionalism and specialism (all functions will have specialism). Specialised areas: Software development Data management Network management Operations management End user support Capacity planning Technical services Each area has specific skills.
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I.T. management
I.T. also described as: Information Systems (I.S.) Computing Services Information and Communication Technology (I.C.T.) Originally called Data Processing. Function reported to Director of Finance – main data produced was financial and I.T. resource was scarce. Chief Information Officer (CIO) may or may not sit on main board. Represents information as key asset rather than technology.
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Functions
Organisation management usually top down, split into different functions enabling: clear chain of command clear roles and responsibilities specialisation Breakdown of organisation into functions aims to deliver efficiency and cost effectiveness. Functions fit into broad high level set of functions: Human Resource (H.R.) management Operations management Strategic management Marketing management Financial management Information Technology (I.T.)…
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Management Styles
Number of distinct concepts relating to management styles including: F.W.Taylor – School of Scientific Management Maslow’s Hierarchy of Needs Herzberg’s Hygiene Factors McGregor’s Theory Y and X Argyris’s Theory of Adult Personality Blake and Mouton Leadership Styles Tuckman’s Stages of Group Development Quality Management Systems Consider those of the eight management styles most appropriate for…
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Management
Management – controlling of people, resources & processes in order to achieve specified outcomes. Many different definitions of management, all around same factors. Fayol stated management consisted of six factors: Forecasting Planning Organisation Commanding Coordinating Controlling
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Summary
SSM approach: Systemic – whole is greater than the parts. Iterative – steps repeated, not purely sequential. User-centred – focuses on stakeholders. Information-centred – focuses on gathering information. Qualitative – based on debate, negotiation and consensus. Problem exploration – focus on exploring understanding problem rather than solving it. Conceptual – modelling is conceptual, important to…
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CATWOE
Six stage process developed by Checkland to create Root Definition. C – Clients/customers of system identified i.e. stakeholders. A – Actors involved in situation – key stakeholders. T – Transformation involved i.e. what are inputs, what is transformation and what are outputs. W – Weltanschauung/worldview – set of beliefs brought to the situation. O –…
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Soft Systems Methodology (SSM) stages 5 – 7
Stage 5 – Conceptual Models compared to problem expression and Root Definitions. Stages 2 – 5 reiterated if there are differences until Root Definition agrees with Conceptual Model. Differences likely between Root Definition and Conceptual Model due to more analysis being carried out in development of Conceptual Model. Stage 6 – Identify the feasible and…
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