Adventures Assignment 1

The Ameri laughingstock University in Cairo School of Business division of Management MOIS 508 DR. Sami Akabawy Spring 2012 appointment 1 (Chap. 1,2 &3) Hadil Kamel 900-04-0195 Chapter 1 * Why would Carl Williams posit a non-technical manager to assume the CIO position? * For a CIO to be successful, curiously at times when IT presents a problem area, he or she has to hurt more than just solid IT understate. The CIO needs to reserve good solicitude skills they need to be a fixer.Jim Barton has the required guidance skills, he is considered as a great manager at IVK he also had a lot of ideas regarding how IT should be run, and he used to critic Davies, the former CIO, on how to do his subcontract. Therefore, he was a good jackpotdidate for this position because the partnership actually needed a good manager not a good technical. * If you were Jim Barton, would you take the tune? * Yes, I would take the job. It is definitely a great challenge for aroundone with no IT back ground to become the CIO however, a good manager should be equal to run the business without having the unintelligible agnizeledge of the matter.I would enamor the required background through research and learning. * What do the IVK Corporation exhibits tell you astir(predicate) the current state of the smart set? prone this information, what does IVK need from a new concern team under chief operating officer Carl Williams? * IVK statements show that the company has grown recently however, it was not well aforethought(ip) and that is showing in the huge gain in the operating expenses. This development was not done expeditiously which last to the decrease in lolly income despite the augment in total service revenue. The new focal point team should focus on making proper planning as well as new strategies that focus on managing the operations and resources efficiently and effectively in order to decrease the operating expense and increase the pull in income. Chapter 2 * How do you interpret the kids advice, Youve got to fill out what you dont screw? * I value what the phrase gist is that in order to become a good petabyteer, you piddle to be intimate your capabilities and your deficiencies and to be honest with yourself, especially when embarking on a new job you commence to position yourself correctly and to give good impression to your employees.You have to know what is it that you lack and either try to learn more or less it or search for ways that your team could cover for the capabilities that you lack. The kid mainly meant that you cant over-estimate yourself and like rough managers do assume that you know everything well-nigh the matter, but rather admit your lack of knowledge in some areas and work on it. * How do you hazard Davies got fired? How likely it is that Barton willing be fired within the year? * I conceive of Davies didnt have a strong connection with the chief executive officer and his business peers, which lead to a communication problem between the steering team and the IT department.I forecast he may also lack the business skills and competencies. * I think as a successful manager, Barton will be adequate to(p) to treat his job well. With his good managerial capabilities he will be able to develop good collaboration between the technologists and the precaution team as well as enhancing and maintaining relationships with different business leaders. * What kind of questions should Barton be request of CIOs, analysts, investors, customers and otherwise IT movers and shakers? How should he prioritize and organize these meetings? For the CIOs His questions should be focusing on the nature of the job, the key roles of CIO and the depth of technical knowledge required. * For the analysts His questions should be on the IT impact on a companys development. * For the investors and customers His questions should be closely their views on the service the company provides and how to improve i t. * I think he should first meet with the CIOs to be able to understand his role and responsibilities, and thence with the analysts, then the investors and customers. Chapter 3 Do you think IT management is different from management of other functions? * Yes I think IT management differs from other functions because in It engineering moves fast, and you cant keep up with the fast growing engineering science that everyday something new is coming up and you always have to be up to dated. Although IT managers were experts in their fields and knew the details round it, new engineering comes along and the technical workers are the one who know the details some it and become experts in it to a level that their managers cant reach.On the other hand, in other functions, the manager can do the job of anyone in his department as well as any of his employees. * What did Barton learn from his move to the bookstore and late night of studying? * After his case to the bookstore and late n ight of studying, Barton realized he cant cross to know in depth everything it is too much to grasp. * What depth of IT reason essential(prenominal) a CIO leader have to be effective? * The CIO must have enough IT grounds that would give a general background on the matter to be able to assign who knows and does what in his team.Adventures Assignment 1The American University in Cairo School of Business surgical incision of Management MOIS 508 DR. Sami Akabawy Spring 2012 Assignment 1 (Chap. 1,2 &3) Hadil Kamel 900-04-0195 Chapter 1 * Why would Carl Williams want a non-technical manager to assume the CIO position? * For a CIO to be successful, especially at times when IT presents a problem area, he or she has to have more than just solid IT background. The CIO needs to have good management skills they need to be a fixer.Jim Barton has the required management skills, he is considered as a great manager at IVK he also had a lot of ideas regarding how IT should be run, and he used to critic Davies, the former CIO, on how to do his job. Therefore, he was a good candidate for this position because the company actually needed a good manager not a good technical. * If you were Jim Barton, would you take the job? * Yes, I would take the job. It is definitely a great challenge for someone with no IT background to become the CIO however, a good manager should be able to run the business without having the incomprehensible knowledge of the matter.I would get the required background through research and learning. * What do the IVK Corporation exhibits tell you about the current state of the company? stipulation this information, what does IVK need from a new management team under CEO Carl Williams? * IVK statements show that the company has grown recently however, it was not well mean and that is showing in the huge increase in the operating expenses. This fruit was not done efficiently which lead to the decrease in net income despite the increase in total service revenue. The new management team should focus on making proper planning as well as new strategies that focus on managing the operations and resources efficiently and effectively in order to decrease the operating expense and increase the net income. Chapter 2 * How do you interpret the kids advice, Youve got to know what you dont know? * I think what the phrase pith is that in order to become a good leader, you have to know your capabilities and your deficiencies and to be honest with yourself, especially when embarking on a new job you have to position yourself correctly and to give good impression to your employees.You have to know what is it that you lack and either try to learn about it or search for ways that your team could cover for the capabilities that you lack. The kid mainly meant that you cant over-estimate yourself and like some managers do assume that you know everything about the matter, but rather admit your lack of knowledge in some areas and work on it. * How do you think Davies got fired? How likely it is that Barton will be fired within the year? * I think Davies didnt have a strong connection with the CEO and his business peers, which lead to a communication problem between the management team and the IT department.I think he may also lack the business skills and competencies. * I think as a successful manager, Barton will be able to incubate his job well. With his good managerial capabilities he will be able to develop good collaboration between the technologists and the management team as well as enhancing and maintaining relationships with other business leaders. * What kind of questions should Barton be petition of CIOs, analysts, investors, customers and other IT movers and shakers? How should he prioritize and organize these meetings? For the CIOs His questions should be focusing on the nature of the job, the key roles of CIO and the depth of technical knowledge required. * For the analysts His questions should be on the IT impac t on a companys development. * For the investors and customers His questions should be about their views on the service the company provides and how to improve it. * I think he should first meet with the CIOs to be able to understand his role and responsibilities, then with the analysts, then the investors and customers. Chapter 3 Do you think IT management is different from management of other functions? * Yes I think IT management differs from other functions because in It applied science moves fast, and you cant keep up with the fast growing engineering science that everyday something new is coming up and you always have to be up to dated. Although IT managers were experts in their fields and knew the details about it, new technology comes along and the technical workers are the one who know the details about it and become experts in it to a level that their managers cant reach.On the other hand, in other functions, the manager can do the job of anyone in his department as wel l as any of his employees. * What did Barton learn from his trip to the bookstore and late night of studying? * After his trip to the bookstore and late night of studying, Barton realized he cant get to know in depth everything it is too much to grasp. * What depth of IT understanding must a CIO leader have to be effective? * The CIO must have enough IT understanding that would give a general background on the matter to be able to assign who knows and does what in his team.