tailieunhanh - Strategic Planning for Information Systems Third Edition phần 7

Hành vi. Trung thành với tổ chức. Mở trong phong cách quản lý. Được nhận thức có tính toàn vẹn Động lực. Là mục tiêu theo định hướng. Thoải mái như một tác nhân thay đổi. Sáng tạo và khuyến khích những ý tưởng Năng lực. Là một chuyên gia tư vấn / hỗ. Giao tiếp. | Who Should Manage IS IT and Where Should It Report 369 Table Profile of the CIO who adds value source after Earl and Feeny 1. Behaviour Is loyal to the organization Is open in management style Is perceived to have integrity 2. Motivation Is goal oriented Comfortable as a change agent Creative and encourages ideas 3. Competencies Is a consultant facilitator Good communicator Has IT knowledge Able to achieve results through others 4. Experience Sound experience in an IS development role especially in systems analysis The leadership exhibited by the CIO is a key aspect in achieving success with IS. Two components of leadership of critical importance for the CIO are-34 are Ability to create a set of value expectations shared across all areas of the business one sensitive to the realities of competency competition and culture. Ability to deliver on those expectations measurably. CIOs must understand and express IT s value in a way that s meaningful to all executives. Appointing a CIO alone is not a solution to all the management issues Earl and Feeny define the attributes that a CIO must possess to ensure the appointment is at least to some degree successful . improves the value to the organization of IS IT . They are shown in Table . The obvious conclusion is that people with all these attributes will be in short supply which may explain the rapid turnover of people in such jobs. In a bank or similar information-intense organization having an IT director or CIO is the equivalent of an engineering director in a manufacturing company. IT is the technology of banking. However he or she will not have jurisdiction over all applications. Equally in less IT-dependent organizations IT may well report via another executive 370 Strategic Management of IS IT Organizing and Resourcing preferably one with a primarily commercial or business development role rather than a service role such as finance. IT will inevitably for better or worse be tarred with the brush of the .