Misd chap 4 managing is team

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Misd chap 4 managing is team

  1. 1. MANAGING YOUR IS TEAM MGT OF ISD (IMS452)
  2. 2. KEEPING EMPLOYEE FOCUSED <ul><li>Establish priorities </li></ul><ul><li>Communication with your team </li></ul><ul><ul><li>Make sure the team understands the overall objective and goals </li></ul></ul><ul><ul><li>Explain how you envision achieving the goal </li></ul></ul><ul><ul><li>Encourage questions and input from your staff </li></ul></ul><ul><ul><li>Listen carefully </li></ul></ul><ul><ul><li>Meet regularly </li></ul></ul><ul><ul><li>Project meeting </li></ul></ul><ul><li>Company mission </li></ul>
  3. 3. AVOIDING BURNOUT <ul><li>Why IS are heavy demand and may cause burnout? </li></ul><ul><ul><li>Every aspect of an org is dependent on IT and its services </li></ul></ul><ul><ul><li>The task and solutions are hard, complicated and intense </li></ul></ul><ul><ul><li>The demand are non-stop 24/7/365 </li></ul></ul><ul><ul><li>Complex technical challenge often excites people to work 20 hours a day </li></ul></ul><ul><ul><li>IT staff needed during working hours ensure the system running smoothly, and also off hours to do maintenance or upgrades </li></ul></ul><ul><ul><li>No clear indicator when the work is completed </li></ul></ul><ul><ul><li>Highly energized and motivated employees may not even realize the condition they are getting themselves into </li></ul></ul>
  4. 4. Cont… AVOIDING BURNOUT <ul><li>Be as clear as possible about your real priorities </li></ul><ul><ul><li>By focusing on it during meetings, reallocating additional resources to it </li></ul></ul><ul><li>Make your employees aware of the dangers of burnout </li></ul><ul><ul><li>Deterioration of health </li></ul></ul><ul><ul><li>Errors on the job </li></ul></ul><ul><ul><li>Relationships with co-workers deteriorate </li></ul></ul><ul><ul><li>Problems at home with family and with relationships </li></ul></ul><ul><ul><li>Loss of jobs </li></ul></ul><ul><ul><li>are getting themselves to </li></ul></ul>
  5. 5. Cont… AVOIDING BURNOUT <ul><li>Deal with burnout situation </li></ul><ul><ul><li>Be very clear about the performance and productivity expectations </li></ul></ul><ul><ul><li>Be very conscious of all effort </li></ul></ul><ul><ul><li>Spread the effort around </li></ul></ul><ul><ul><li>Make changes in personnel to reflect the needs </li></ul></ul><ul><ul><li>Be aware of how much different people can give </li></ul></ul>
  6. 6. EMPLOYEE TRAINING <ul><li>Cost </li></ul><ul><ul><li>Training cost </li></ul></ul><ul><ul><li>Cost of having the employee away for days </li></ul></ul><ul><li>Need </li></ul><ul><ul><li>Long / short term value </li></ul></ul><ul><li>Employee morale </li></ul><ul><ul><li>View as a reward / motivation </li></ul></ul><ul><li>Scheduling demands </li></ul><ul><ul><li>Training / work (either training or work) </li></ul></ul>
  7. 7. PERFORMANCE REVIEWS <ul><li>Performance management </li></ul><ul><ul><li>Day to day management task -> </li></ul></ul><ul><ul><ul><li>monitoring, counseling and feedback </li></ul></ul></ul><ul><ul><li>Performance interview </li></ul></ul><ul><ul><ul><li>Discuss how to improve the organization </li></ul></ul></ul><ul><ul><ul><li>Map out their future work programmed and personal development desires </li></ul></ul></ul><ul><ul><ul><li>Focus on personal career ambitions and future personal and professional development needs </li></ul></ul></ul><ul><ul><ul><li>Counseling on negative activities </li></ul></ul></ul><ul><ul><ul><li>Rewards and recognition for positive ideas and outputs </li></ul></ul></ul>
  8. 8. PERFORMANCE REVIEWS <ul><li>Performance measurement and evaluation </li></ul><ul><ul><li>Process : </li></ul></ul><ul><ul><ul><li>Establish an appropriate evaluation process </li></ul></ul></ul><ul><ul><ul><ul><li>Requires specific objectives and performance indicators (SMART) </li></ul></ul></ul></ul><ul><ul><ul><li>Measuring and evaluate the performance </li></ul></ul></ul><ul><ul><ul><ul><li>Tangible evidence: profit making organization – profit growth, sales increase and increased return on investment. Non profit making organization: benchmarking, budget expenditures such as cost per unit of output, percentage of clients who utilize the public library services </li></ul></ul></ul></ul><ul><ul><ul><li>Adopting procedures for acting upon the outcomes </li></ul></ul></ul><ul><ul><ul><li>Recommendations of the evaluation </li></ul></ul></ul>
  9. 9. PERFORMANCE PREVIEW <ul><li>To measure the appropriateness and the efficiencies </li></ul><ul><ul><li>Fit the goals and objectives of organization and meet the needs of key stakeholders </li></ul></ul><ul><ul><li>OUTPUT and OUTCOMES </li></ul></ul><ul><ul><ul><li>Output compare with inputs to measure efficiency </li></ul></ul></ul><ul><ul><ul><li>Output compare with the corporate objectives to measure the effectiveness </li></ul></ul></ul><ul><ul><li>QUALITY and VALUE </li></ul></ul><ul><ul><ul><li>Tangible measures of the efficiency linked to value for money </li></ul></ul></ul><ul><ul><ul><li>Intangible – difficult to measure  how good is the service? How much good does it do? </li></ul></ul></ul>
  10. 10. PERFORMANCE PREVIEW <ul><ul><li>CAUSE and EFFECT </li></ul></ul><ul><ul><ul><li>Funds invested in different services or work unit activities may not necessarily have the same impact </li></ul></ul></ul><ul><ul><ul><ul><li>Eg in competitive, customer-oriented environments is quality and innovation, not quality </li></ul></ul></ul></ul><ul><ul><li>PERFORMANCE INDICATOR </li></ul></ul><ul><ul><ul><li>Formula to measure progress, quality and level of service towards achieving the organization’s objectives. </li></ul></ul></ul><ul><ul><ul><li>Combination of inputs, outputs and outcomes </li></ul></ul></ul><ul><ul><ul><ul><li>Workload indicators : output oriented </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Efficiency indicators : compare resource inputs against resulting outputs </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Effectiveness indicators : measure the extent to which services achieve objectives using qualitative and quantitative indicators </li></ul></ul></ul></ul>
  11. 11. KEY AREAS OF EVALUATION <ul><li>Quality of work </li></ul><ul><li>Flexibility </li></ul><ul><li>Creativity in solving problems </li></ul><ul><li>Communication skills </li></ul><ul><li>Innovation </li></ul><ul><li>Going above and beyond the requirements of the job </li></ul><ul><li>Coordination and collaboration with others </li></ul><ul><li>Accountability </li></ul><ul><li>Ability to complete assignments in a timely manner </li></ul>
  12. 12. DISCUSSIONS <ul><li>How the supervisor can make the person’s job easier (360 degree feedback) </li></ul><ul><li>What needs to change in the organization to make the job easier (productivity) </li></ul><ul><li>What new ideas the organization could implement to make it more successful (innovation) </li></ul><ul><li>How to make the organization a better place to work (motivation) </li></ul><ul><li>Opportunities that can enhance skills, behaviors, physical and emotional well being of all employees (corporate development) </li></ul>
  13. 13. DISCUSSIONS <ul><li>How the supervisor can make the person’s job easier (360 degree feedback) </li></ul><ul><li>What needs to change in the organization to make the job easier (productivity) </li></ul><ul><li>What new ideas the organization could implement to make it more successful (innovation) </li></ul><ul><li>How to make the organization a better place to work (motivation) </li></ul><ul><li>Opportunities that can enhance skills, behaviors, physical and emotional well being of all employees (corporate development) </li></ul>

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