ACM105 Informatics Management - Yeditepe Üniversitesi PDF

Yeditepe Üniversitesi ACM105 Informatics Management Introduction to Computing and Information Processing Leman Türkoğlu, PMP, ITIL  Course Agenda Week # Topic 1 Course Syllabus & Introduction 2 Management and IT resources 3 Manag...

Yeditepe Üniversitesi ACM105 Informatics Management Introduction to Computing and Information Processing Leman Türkoğlu, PMP, ITIL  Course Agenda Week # Topic 1 Course Syllabus & Introduction 2 Management and IT resources 3 Management Strategy 4 Organization 5 Planning 6 Culture and Ethics in Business 7 Short Exam 1 8 Leading & Decision Making 9 Management Control Function 10 IT Infrastructure and Management 11 Information Systems & Collaboration 12 Short Exam 2 13 Case Study  Planning Ahead — Key Takeaways ❑ Recognize the challenges of working in the new economy. ❑ Describe the nature of organizations as work settings. ❑ Discuss what it means to be a manager. ❑ Explain the functions, roles, and activities of managers. ❑ Identify essential managerial skills and discuss how they are learned.  Outline Working today Talent Technology Globalization Ethics Diversity Careers and Connections Organizations Organizational purpose Organizations as systems Organizational performance Changing nature of organizations  Outline Managers What is a manager? Levels of managers Types of managers Managerial performance Changing nature of managerial work The Management Process Functions of Management Managerial roles and activities Agenda settings and networking Learning How to Manage Technical skills Human and interpersonal skills Conceptual and critical-thinking skills  Working today Talent People and their talents are the ultimate foundations of organizational performance Intellectual capital is the collective brainpower or shared knowledge of a workforce A knowledge worker’s mind is a critical asset to employers and adds to the intellectual capital of an organization  WORKING TODAY Intellectual capital equation: Commitment Competency Intellectual Capital  Working Today Technology o Tech IQ is a person’s ability to use technology to stay informed: Checking inventory, making a sales transaction, ordering supplies Telecommuting - Remote work or Working from home Virtual teams  Working Today Globalization ⮚ The worldwide interdependence of resource flows, product markets, and business competition that characterize our economy ⮚ Job migration occurs when firms shift jobs from one country to another Samples : ⮚ Offshoring and Outsourcing ⮚ Digital Transformation (Marketing, Media etc) Jobs can migrate due to various external factors like technology, economic changes, and societal shifts  Working Today Ethics ⮚ Code of moral principles that set standards of conduct of what is “good” and “right” in one’s behavior Ethical expectations for modern businesses: – Integrity and ethical leadership at all levels – Social responsibility – Sustainability A strong work ethic not only enhances individual performance but also contributes to a healthy organizational culture.  Working Today These areas of work ethics are essential for fostering a positive, productive, and respectful work environment ; Integrity – Honesty, Trustworthiness, Accountability Respect for Others - Courtesy and Kindness, Diversity and Inclusion, Conflict Resolution Professionalism – Punctuality, Appearance, Responsibility Discipline - Time Management, Focus and Dedication, Perseverance Teamwork – Collaboration, Communication, Flexibility Loyalty - Commitment to Employer Confidentiality Fairness and Equality – Impartiality, Equal Opportunity, Transparency Initiative and Motivation - Self-Motivation, Continuous Learning, Problem Solving Work-Life Balance – Boundaries, Wellness Environmental Responsibility - Eco-Consciousness, Corporate Social Responsibility (CSR)  Working today Corporate Governance ⮚ Board of directors hold top management responsible for organizational performance Financial Ethical performance performance Sustainability Sustainability in business refers to practices and strategies that enable a company to operate in an environmentally, socially, and economically responsible way. A sustainable business aims to meet the needs of the present without compromising the ability of future generations to meet their own needs.  Working Today Diversity ⮚ Workforce diversity reflects differences with respect to gender, age, race, ethnicity, religion, sexual orientation, and able-bodiedness (In physical labor, employers may seek able-bodied individuals for tasks that require strength, endurance, or mobility.) ⮚ A diverse and multicultural workforce both challenges and offers opportunities to employers  Working Today How diversity bias can occur in the workplace: ⮚ Prejudice ⮚ Discrimination ⮚ Glass ceiling effect  Working Today Careers and Connections ⮚ Organizations consist of three types of workers, sometimes referred to as a shamrock organization Permanent A shamrock organization is a full time business model introduced workers by Charles Handy. The model visualizes the organization as having Temporary Freelance part-time or contract three distinct "leaves" of workers workers workers, resembling a shamrock, representing different employment relationships:  Working Today ⮚ Free-agent economy ⮚ People change jobs more often, and many work on flexible contracts ⮚ Self-management ⮚ Ability to understands oneself, exercise initiative, accept responsibility, and learn from experience  Organizations Organization ⮚ A collection of people working together to achieve a common purpose ⮚ Organizations provide useful goods and/or services that return value to society and satisfy customer needs Organizations as open systems interact with their environment  Organizations Organizational performance ⮚ “Value creation” is a very important notion for organizations ⮚ Value is created when an organization’s operations adds value to the original cost of resource inputs ⮚ When value creation occurs: ⮚ Businesses earn a profit ⮚ Nonprofit organizations add wealth to society  Organizations Organizational performance Performance Performance Productivity effectiveness efficiency An overall An output An input measure measure of the measure of task of the resource quantity and or goal costs associated quality of work accomplishment with goal performance with accomplishment resource utilization taken into account Productivity and the dimensions of organizational performance  Managers Importance of human resources and managers ⮚ People are not ‘costs to be controlled ’ ⮚ High performing organizations treat people as valuable strategic assets  Managers ⮚ Manager ⮚ Directly supports, activates and is responsible for the work of others ⮚ The people who managers help are the ones whose tasks represent the real work of the organization  Managers Levels of management ⮚ Board of directors make sure the organization is run right ⮚ Top managers are responsible for performance of an organization as a whole or for one of its major parts ⮚ Middle managers oversee large departments or divisions ⮚ Team leaders supervise non-managerial workers Management levels in a typical business and non-profit organizations  Managers - Types of Managers Line managers are responsible for work activities that directly affect organization’s outputs Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity General managers are responsible for more complex units that include many functional areas Administrators work in public and nonprofit organizations  Managers Managerial performance Accountability is the requirement to show performance results to a supervisor ⮚ Effective managers help others achieve high performance and satisfaction at work  Managers Quality of work life (QWL) ⮚ An indicator of the overall quality of human experiences in the workplace QWL indicators: Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individual rights  Managers The organization as an upside-down pyramid ⮚ A manager’s job is to support workers’ efforts ⮚ The best managers are known for helping and supporting ⮚ Customers at the top served by workers who are supported by managers The organization viewed as an upside- down pyramid  The Management Process o Managers achieve high performance for their organizations by best utilizing its human and material resources o Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goals o All managers are responsible for the four functions o The functions are carried on continually Four functions of management  The Management Process Functions of management ⮚ Planning ⮚ The process of setting objectives and determining what actions should be taken to accomplish them ⮚ Organizing ⮚ The process of assigning tasks, allocating resources, and coordinating work activities  The Management Process Functions of management ⮚ Leading ⮚ The process of arousing people’s enthusiasm to work hard and direct their efforts to achieve goals ⮚ Controlling ⮚ The process of measuring work performance and taking action to ensure desired results  Mintzberg’s 10 Managerial Roles Henry Mintzberg, management theorist, identified ten managerial roles that describe the various responsibilities and activities of managers within organizations. These roles are categorized into three main groups  The Management Process Characteristics of managerial work ⮚ long hours ⮚ intense pace ⮚ fragmented and varied tasks ⮚ many communication media ⮚ filled with interpersonal relationships  The Management Process Managerial agendas and networks ⮚ Agenda setting ⮚ Develops action priorities for accomplishing goals and plans ⮚ Networking ⮚ Process of creating positive relationships with people who can help advance agendas ⮚ Social capital ⮚ Capacity to get things done with help Learning How to Manage ⮚ Learning ⮚ The change in a behavior that results from experience ⮚ Lifelong learning ⮚ The process of continuously learning from daily experiences and opportunities  Katz’s Essential Managerial Skills Robert Katz, a management theorist, identified three essential skills that effective managers need to possess in order to lead and manage their teams effectively. These skills are crucial for success at different levels of management and can be categorized into:  Katz’s Essential Managerial Skills Technical Skills Human Skills Conceptual Skills Specific knowledge and The ability to work Ability to understand expertise required to effectively with people, complex situations, think perform tasks related to communicate clearly, strategically, and see a particular field or and foster relationships the bigger picture. This industry. These skills within the organization. includes recognizing often involve proficiency This includes how various parts of the in tools, processes, and understanding and organization relate to techniques necessary motivating individuals, each other and to the for the job. building teams, and external environment. Examples resolving conflicts. Examples Knowledge of Examples Analyzing market trends programming languages Active listening and to make informed for a software empathy in team business decisions. development manager, interactions., Developing Proficiency in machinery Effective communication organizational strategies for a manufacturing and presentation skills, and goals, supervisor, Conflict resolution and Understanding how Understanding financial negotiation skills.) different departments statements for an impact each other and accounting manager.) the overall organization) Major branches in the classical approach to management  Classical Management Approaches - Scientific Management Scientific Management, developed by Frederick Winslow Taylor in the late 19th and early 20th centuries, analyzes and synthesizes workflows to improve economic efficiency and labor productivity. Four guiding principles of Scientific Management to optimize work processes and establish a systematic approach to management ; 1. Develop a “science” that includes rules of motion, standardized work implements, and proper working conditions for every job. 2. Carefully select workers with the right abilities for the job. 3. Carefully train workers to do the job and give them incentives to cooperate with the job “science.” 4. Support workers by carefully planning their work and by smoothing the way as they do their work.  Classical Management Approaches Administrative Principles Administrative principles (Henri Fayol) — rules/duties of management: Foresight Organization Command Coordination Control to make sure to fit diverse things to lead, efforts to provide select, and happen to complete together and according to and mobilize evaluate ensure a plan of resources to workers to action for plan and to implement information is take the future get the best shared and the plan work toward necessary problems corrective the plan solved action Henri Fayol's administrative principles represent a significant advancement in management theory, emphasizing the importance of structured administration, clear communication, and effective management practices.  Classical Management Approaches Fayol outlined 14 principles of management for effective organizational administration: Division of Work Specialization increases output Dividing work into distinct tasks allows workers to focus on what they do best. Authority and Responsibility Authority must come with responsibility. Discipline Employees must respect the rules and agreements that govern their work. Fayol emphasized the need for a good discipline policy to maintain order. Unity of Command Employees should receive orders from only one superior to avoid confusion and conflict. Unity of Direction All activities should be directed toward the same objectives. It promotes harmony and coordination among different departments & teams.  Classical Management Approaches Subordination of Individual Interests to General Interests Employees should prioritize the organization's goals over their personal ambitions. Remuneration Compensation for work should be fair and adequate to motivate employees. Centralization The extent to which authority is concentrated at the top levels of management or distributed among lower levels should be carefully considered. Scalar Chain There should be a clear chain of command from the highest to the lowest levels of the organization. This principle promotes effective communication and authority flow within the organization.  Classical Management Approaches Order A place for everything and everything in its place. Equity Managers should treat employees fairly and with respect. Stability of Tenure of Personnel High employee turnover can be detrimental to an organization. Fayol advocated for stability and job security to promote a more experienced and committed workforce. Initiative Employees should be encouraged to take initiative and contribute ideas. Esprit de Corps Building a sense of unity and teamwork among employees is essential.  Classical Management Approaches ▪ Bureaucratic organization (Max Weber) ▪ Bureaucracy ▪ An ideal, intentionally rational, and very efficient form of organization ▪ Based on principles of logic, order, and legitimate authority  Classical Management Approaches Characteristics of Possible disadvantages of bureaucratic organizations bureaucracy ⮚ Clear division of labor ⮚ Excessive paperwork ⮚ Clear hierarchy of or “red tape” authority ⮚ Slowness in handling ⮚ Formal rules and problems procedures ⮚ Rigidity in the face of ⮚ Impersonality shifting needs ⮚ Careers based on ⮚ Resistance to change merit ⮚ Employee apathy  ORGANIZATION OF IT DEPARTMENT There is a great deal of strategic planning that must be undertaken in order to efficiently define the ideal structure of any given company’s IT department The aspects associated with the utilization of the IT infrastructure: ⮚ IT departmental resource allocation ⮚ The strategic utilization of IT in order to optimize internal operations and increase profits ⮚ The skillsets required in the IT department ⮚ Managerial and personnel roles, along with departmental teams (e.g. VP of IT, CIO, CTO, R&D, IT security) ⮚ Required IT systems of the IT infrastructure ⮚ The critical problems that the IT department is envisioned to solve – currently and as the company grows – and the inherent value of the IT infrastructure ⮚ The expectations of the stakeholders/investors, along with the agreed-upon long-term goals ORGANIZATION OF IT DEPARTMENT - I Typically, an IT department will be structured according to the functional model, or the matrix organization model, both of which focus on distinct processes and projects, and both of which have a clear management/reporting model (i.e. a chain-of-command).  ORGANIZATION OF IT DEPARTMENT - II ⮚ CIO is the Chief Information Officer, responsible for supervising and controlling at the top level. ⮚ Use of consultants or outsourcing is also an option for specific projects. ⮚ Centralized vs Decentralized IT Structures 51  Centralized vs Decentralized IT Structures Centralized Structure A centralized IT departmental model is one where all core IT systems and networks are managed by a central organization, such that all systems can be easily integrated and managed from a single IT central hub. ⮚ Pros: better budget control, easier governance, better standardization, better alignment across the entire technology portfolio, easier project/workflow integration, more feasible IT management. ⮚ Cons: may become bureaucratic, business departments may be unhappy fighting with other departments to get their tech initiatives prioritized.  Centralized vs Decentralized IT Structures Decentralized Structure A decentralized IT departmental structure is one where the management of critical IT components, system controls and networks is distributed amongst multiple, different core IT centers within the overarching enterprise IT infrastructure, allowing different sub- departments and teams to utilize different resources within their own sub-systems/intranets. ⮚ Pros: individual departments/business units have more direct control over their tech projects and priorities; generally decentralized groups can get faster results (less overhead and prioritization fights). ⮚ Cons: solutions optimized at the department level often result in inefficiencies at the enterprise level (“silos” of disconnected data and business processes); too much departmental independence can lead to integration challenges and unnecessarily duplicative systems and data.  Reference Material Introduction to Information Systems, (2017). 7th Edition by R. Kelly Rainer, Brad Prince. Wiley Management Information Systems: Managing The Digital Firm, (2016) 14th Ed. Laudon, K.C. and Laudon, J.P.