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remain abreast of significant new developments in equipment and software, because it is he or she who will recommend these items for purchase and communicate their capabilities to key people At the same time, the manager, who has been very technically adept, may lack knowledge of the business activities of the firm as well as crucial management skills This knowledge and these skills must somehow be acquired How can the manager juggle so many balls in the air As if the IS manager hasn t problems enough, he or she serves as a constant buffer between subordinates and those outside the department Many highly technical individuals are loners, attracted to the job because they prefer working with data and machines rather than with people Today these individuals must work closely with user groups and satisfy the needs of those groups Although these users may lack technical knowledge, they know what information they need to perform their jobs To work in this new user-oriented environment, IS managers need both communication skills and knowledge of business functions, neither of which is included in the usual computer science program Those who aspire to management levels should endeavor to learn something about management and the activities of the company even as starting programmers In addition to preparation for management, they will be better prepared for integration into a business unit if organizational change requires such a move Many management positions have been eliminated because of the need to cut costs, to hire technical specialists familiar with the new technology, and to create new positions for staff that work directly with business users in specific areas The distinction between management and technical tracks is becoming very fuzzy High-level technical specialists are earning as much as or more than managers are Patterns of influence and leadership are changing in information systems Teams are being more widely used
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The changed nature of work is reflected in careers today Middle managers have been reengineered right out of jobs Computers now collect, analyze, and disseminate the information more efficiently and faster than humans ever did Work is organized around projects that are conceived, staffed, completed, and shut down These are replaced by other projects Colleagues may be relative strangers with different areas of expertise Most organizations have numerous ongoing projects These projects are sometimes prioritized by an information systems steering committee composed of senior management Teams are developed to handle these projects headed by a project manager Project management has certain advantages over other systems management jobs It is easier to build cohesion and keep morale high in a smaller group that focuses on a specific project than in a whole department that deals with many projects Project
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management provides excellent experience for the manager on the way up in that some of the small-group strategies can work well even in a larger group Those working on a project are part of a team Team managers do not use the command and control strategy that other managers might The role of the team manager is one of communication, conflict resolution, and coaching An effective leader uses instinct and patience The astute project manager usually has the team tackle a lot of the management headaches such as productivity Use of such techniques as quality circles, nominal group technique, and consensus management can help in this These techniques are taught in management classes and appear in books on management The team members, then, are able to develop some of the leadership skills needed to move into project management The manager, if the experience is positive, is more disposed to using participative management techniques in future positions, having lessened the fear of loss of control The project manager stands to learn a lot from the high level of technical expertise of the team members In addition, if the project is a highly visible one, the manager stands to make points with top management Project management is not without its problems, but it is a good position from which to advance, to update technical knowledge, and to gain some leadership skills for both the project manager and team members alike Those who participate in winning projects are in line for the next hot project It is not organizational level that determines position and status but rather what successful projects an individual has played a vital role in or contributed to In multidisciplinary teams composed of business and IS people, project managers must balance the interests of both Discussions must center on business and focus on benefits to the company rather than specific technical concerns Team members function as peers with each person s role defined and valued by all team members The manager must clarify business issues for the technical team members and technical issues for the business members Encouraging close working relationships and sharing positive progress helps develop the kind of team spirit that results in positive outcomes There are numerous ways to organize work and projects in information technology With both technical and human components to consider, organizations are trying some innovations to make best use of their personnel Some companies have created a coach position in which the coach interviews, hires, and trains an individual and then assumes a role in the individual s career development This person may work with a number of people and function as a team coordinator for a particular project Mentoring is an especially valuable way of giving one-on-one assistance to junior staffers A mentor may identify areas of work, give feedback on performance, suggest areas needing improvement, help to overcome obstacles, and assist in career advancement This relationship helps the mentor to improve management skills and the trainee to develop them With the mobility of information technology workers, it is vital for managers to provide a work environment conducive to career development and retention of competent workers
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