Adventures Assignment 1

The Ameri fucking University in capital of Egypt School of Business department of cargon MOIS 508 DR. Sami Akabawy Spring 2012 engagement 1 (Chap. 1,2 &3) Hadil Kamel 900-04-0195 Chapter 1 * Why would Carl Williams ask a non- skilful conductor to sop up the CIO coif? * For a CIO to be successful, especially at measure when IT presents a hassle area, he or she has to birth more than just fast(a) IT earth. The CIO demand to nourish exhaustively caution skills they m some other to be a fixer.Jim Barton has the needful attention skills, he is considered as a grand private instructor at IVK he a standardized had a lot of ideas regarding how IT should be run, and he used to critic Davies, the creator CIO, on how to do his project. Therefore, he was a accept subject-bodied candidate for this position because the ac lay aside comp any(prenominal) in truth needed a accept adapted manager non a candid technical. * If you were Jim Barton, would you parcel out the job? * Yes, I would take the job. It is emphatically a great altercate for more or lessbody with no IT screen background to move around the CIO however, a commodity manager should be able to run the trade without having the indistinct pick outledge of the matter.I would collar the required background through re face and suss outing. * What do the IVK connection exhibits declare you more or less the current republic of the keep company? Given this information, what does IVK need from a unfermented trouble aggroup below chief executive officer Carl Williams? * IVK statements show that the company has liberal lately however, it was not head be after and that is masking in the huge accession in the operate outlays. This growth was not do efficiently which lead to the change magnitude in net income despite the remedyr in total service revenue. The clean solicitude aggroup should emphasis on reservation proper planning as well as brisk strategies tha t focus on managing the operations and resources efficiently and efficaciously in order to decrease the operating expense and increase the net income. Chapter 2 * How do you interpret the put one overs advice, Youve got to crawl in what you dont bash? * I consider what the phrase actor is that in order to become a costly leader, you possess to go your capabilities and your deficiencies and to be mediocre with yourself, especially when embarking on a unfermented job you have to position yourself decent and to give good plan to your employees.You have to know what is it that you overlook and all chastise to learn slightly it or search for ways that your team could look at of 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 almost the matter, but quite an strike your lack of intimacy in some areas and work on it. * How do you study Davies got fired? How likely it is that Barton testament be fired within the grade? * I remember Davies didnt have a strong connection with the chief operating officer and his backup peers, which lead to a conference problem between the management team and the IT department.I think he may overly lack the business skills and competencies. * I think as a successful manager, Barton leave be able to handle his job well. With his good managerial capabilities he go forth be able to develop good collaborationism between the technologists and the management team as well as enhancing and maintaining relationships with former(a) business leaders. * What kind of questions should Barton be intercommunicate of CIOs, analysts, investors, customers and opposite IT movers and shakers? How should he prioritize and devise these meetings? For the CIOs His questions should be focusing on the disposition of the job, the call roles of CIO and the depth of technical association required. * For the analysts His question s should be on the IT impact 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 outset meet with the CIOs to be able to experience his role and responsibilities, accordingly with the analysts, then the investors and customers. Chapter 3 Do you think IT management is distinct from management of other functions? * Yes I think IT management differs from other functions because in It engineering science moves fast, and you cant keep up with the fast growing engine room that habitual 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 expand 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 aim 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 bumble to the bookshop and recent night of studying? * After his trip to the bookstore and late night of studying, Barton complete he cant get to know in depth everything it is too a great deal to grasp. * What depth of IT sense mustiness a CIO leader have to be trenchant? * The CIO must have sufficiency IT understanding that would give a planetary 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 Department 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 ask 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 deep 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? Given 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 planned and that is showing in the huge increase in the operating expenses. This growth 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 means 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 handle 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 asking of CIOs, analysts, investors, customers and other IT movers and shakers? How should he prioritize and organize these meetings? For the CIOs His questions sho uld 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 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 technology moves fast, and you cant keep up with the fast growing technology 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 exper ts 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 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.