Corporate Politics for IT Managers: How to get Streetwise

How to Get Streetwise
1. Auflage 2000
ISBN: 978-0-7506-4792-2
Verlag: Taylor & Francis Ltd

Buch, Englisch, 356 Seiten, Format (B × H): 187 mm x 247 mm, Gewicht: 725 g

Reihe: Computer Weekly Professional

'Corporate Politics for IT Managers: How to get Streetwise' addresses some of the most persistent problems faced by IT managers which undermine their power and influence in their organisations and which prevents them obtaining seat on the board of directors.It deals directly with the IT stereotype and offers advice on how to survive and then thrive despite the odds being stacked against the IT manager. Divided into four parts, 'How the IT Manager Gets Streetwise' begins by placing the IT stereotype in context, and proceeds to challenge the IT persons' habitual behaviours of the past, and present ways of rethinking IT services, before concluding with how managers can become "streetwise" in today's organisations.There are many books on the market telling IT managers how to construct IT and IS strategies, and even more on how to 'run' an IT department or function. However, few deal with the politics in organisations.'Corporate Politics for IT Managers: How to get Streetwise' equips IT managers with the necessary skills to cope successfully in the political arenas of the boardrooms in today's businesses.

Zielgruppe

Professional Practice & Development

Autoren/Hrsg.

Patching, Keith

Chatham, Robina

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftswissenschaften Wirtschaftswissenschaften: Allgemeines
• Wirtschaftswissenschaften Betriebswirtschaft Betriebswirtschaft: Theorie & Allgemeines

Inhaltsverzeichnis

Introduction —the IT tribe; Part 1 Part One What's the problem?; Chapter 1 The IT stereotype and organizational politics; Part 2 Part Two I'm just trying to do my job!; Chapter 2 Coping with the stereotype; Chapter 3 The phantom IT strategy; Chapter 4 Projects —the illusion of being managed; Chapter 5 Staying alive; Chapter 6 Writes of passage; Chapter 7 Meetings (of minds?); Chapter 8 Reinventing the wheel; Chapter 9 Firefighting and rework; Chapter 10 Shattering the illusion; Part 3 Part Three Why won't other people let me do my job?; Chapter 11 Leading, managing and abdicating; Chapter 12 Recruiting into the tribe; Chapter 13 Talk to me; Chapter 14 Where are you when we want you?; Chapter 15 Lock horns and push; Chapter 16 Business priorities and culture —the unspoken agenda; Chapter 17 Breaking the taboo -marketing IT services; Chapter 18 Suppliers and consultants —the wolves at the door; Chapter 19 Let someone else do it for a change; Part 4 Part Four Becoming streetwise; Chapter 20 Shades of grey; Chapter 21 Say hello to the rest of your brain; Chapter 22 Blowing the whistle; Chapter 23 All stressed out and nowhere to go; Chapter 24 Lighten up a little; Chapter 25 IQ is not everything; Chapter 26 The road to Damascus; Chapter 27 You lead; I'll follow; Chapter 28 The front row of the grid; Chapter 29 Where am I going?; Part 5 Part Five; Chapter 30 You are not alone; appendix Appendix: Leadership questionnaire Index;

Über Autor(innen)

Keith Patching, Robina Chatpson