Notes01

IS 483 Lecture 1 : 

IS 483 Lecture 1 Introduction Leadership

Agenda : 

Agenda Introductions to each other Introduction to the Course Home Page Syllabus Weekly Topics Assignments Where IS Services and Operations Fit Leadership Leadership versus Management The Flamholtz Leadership Effectiveness Framework

Introductions to Each Other: 

Introductions to Each Other Name Major at CTI Why interested in the IS Services & Operations Management course? What is your present impression of IS Services & Operations Management? What you want from the course?

Home Page: 

Home Page http://facweb.cs.depaul.edu/nsutcliffe/483-00Currwork/ Access to the Syllabus Weekly Topics Links Weekly Assignments / Discussion Questions Lecture Notes Assignments Specifications Exemplars Grading Criteria

Syllabus webpage: 

Syllabus webpage Course How organizations manage their IT services? Good IT management behavior Procurement process Control mechanisms Coordination efforts

Syllabus webpage covers: 

Syllabus webpage covers Courses Objectives Can analyze typical business situations Can develop implementation plans (IPs) Can determine appropriate measures for IPs Can evaluate /analyze vendor proposals Text -- e-books --Holtsnider & Jaffe Assignments (3) Grading Scale Late Submittals only possible for assignments 1 and 2 before week without prior consent – severe penalty

Weekly Topics webpage covers: 

Weekly Topics webpage covers Topics covered each week Link to the assigned readings Lecture notes link Submission due dates

Assignments (3): 

Assignments (3) 1. Leadership Effectiveness Assessment Based on a manager/leader who you have been able to observe Use the Flamholtz LE framework 2. Panel Briefing Find one or two web-based articles which total at least 6 pages in length Cover some aspect of a course topic Summarize 3. Term – choose either Service Level Agreement (individual) Request for Proposal (team) Take-Home Final Exam – distributed in week 10 /due in week 11

Quizzes / Homework: 

Quizzes / Homework Weekly (2-10) or 9 in total Average of highest 8 out of 9 DL students always have homework In class students usually have quiz on same topic as homework No “make-ups” for quizzes missed Most often are based on the weekly discussion questions found on the weekly links page

Participation: 

Participation In class – credit for attendance and participation in team activities DL – credit for submitting questions prior to session based on readings for the week and participation in Discussion Forums on group activities

Late Submittals : 

Late Submittals Homework - submit on COL -- due on or before the weekly session -- never accepted after that weekly session -- drop the lowest in average -- posted on COL by Tues morning for the following Monday session Quizzes - In class -- no make ups -- drop the lowest in average

IS Services/Operations : 

IS Services/Operations Two Intertwined Functions Service Support Service Desk Incident/Problem Management Configuration (Asset) Management Change Control Management Service Level Management of SLAs Service Delivery Availability Management IT Service Continuity Management

Leadership: 

Leadership Why start here, why not on tech issues? What is a manager? What is a leader? Are there any differences?

Leaders versus Managers: 

Leaders versus Managers According to Weinstein’s article (week 2- recommended), Michael Useem believes that management does what they are asked to do while leadership is defined by Getting the management job done… Being able to think beyond their office… Think strategically … Become persuasive … Act decisively … Retain credibility. Are leaders therefore just great managers?

Types of leadership activities : 

Types of leadership activities Strategic Planning for long term development Formulating a vision for future Managing the corporate culture Operational or tactical Influencing others in organization to achieve established long term and short term goals on a day to day basis Examples?

Flamholtz LE Framework: 

Flamholtz LE Framework Definition of leadership Process of influencing others to achieve organizational goals An effective manager is an effective leader as well. Leadership effectiveness (LE) is based on performing leadership tasks using a leadership style that is appropriate for the situation.

Leadership Effectiveness Fit : 

Leadership Effectiveness Fit Styles – reflects the amount of discretionary decision making that leader allows others. Directive Interactive Nondirective Situation – looks at several factors that determine how appropriate a leadership style is Work Being Done (programmable/non-programmable) People Doing Work (Motivation/Skill Level/Independence) Temporal Concerns (timeframe?)

Leadership Effectiveness Tasks: 

Leadership Effectiveness Tasks Towards the work being done Goal Emphasis – monitoring, establishing, Work Facilitation – tools, training, advice Towards the people doing the work Interaction Facilitation – team building Supportive Behavior – feedback Personnel Development – career guidance Balance in execution between work/people tasks

Collaboration for Flamholtz LE f/w : 

Collaboration for Flamholtz LE f/w First Break All the Rules: What the World’s Greatest Managers Do Differently by Marcus Buckingham & Curt Coffman, 1999, New York, Simon & Schuster. Surveyed 105,000 employees from 2500 business units in 24 companies with 12 questions looking to see if there is a relationship between the answers and 4 measures of corporate success Productivity (PD) Retention (RE) “people leave managers not companies”- p.33 Profitability (PF) Customer Service (CS)

Survey Questions-: 

Survey Questions- Following are the focus of great managers/leaders and the outcomes (PD, RE, PF, CS) Do I know what is expected of me at work? ALL Do I have the materials and equipment I need to do my work right? PD, RE At work, do I have the opportunity to do what I do best everyday? All but PD In the last seven days, have I received recognition or praise for doing good work? All but RE Does my supervisor, or someone at work, seem to care about me as a person? ALL

The other questions: 

The other questions 6. Is there someone at work who encourages my development? PD, PF 7. At work, do my opinions seem to count? PD, PF 8. Does the mission/purpose of my company make me feel my job is important? PD 9. Are my co-workers committed to doing quality work? PD, PF 10. Do I have a best friend at work? CS, PD 11. In the last six months, has someone at work talked to me about my progress? CS,PD 12. This last year, have I had opportunities at work to learn and grow? PF

Short Exercise: 

Short Exercise In teams -- Determine the LE Framework task or tasks that relate to the concerns found in each of the top 5 survey questions giving the rationale.

Advice from survey: 

Advice from survey Select person for talent (not just experience, intelligence, or determination) Set expectations by defining the right outcomes – not the right steps Motivate the person by focusing on strengths not on shortcomings Develop the person by helping find the right fit – not just the next rung on the ladder TALENT – what is it RIGHT OUTCOMES – how to define RIGHT FIT – how to know it

Next Week: 

Next Week Links 02 Beginning Survey is due