What Makes A Successful IT Manager?

Successful IT Managers should have the ability to know what their company requires and the timing for implementation of that requirement. Having an upper hand in technological expertise a successful IT Manager can determine when their company is going through a transition and ensure a successful execution of that transition. Troubleshooting the technological problems faced in your department and observing and preparing for any kinds of technological alteration or update can give you an expertise and train you to handle more responsibility. Quickly assessing technologies and adapting to the constantly updating technological world is very vital for a future in this profession. Numerous IT Managers, who lack this ability to observe, detect, update, improvise or change technology end up with a tainted career and cost their companies million of dollars.

Every efficient IT Manager needs to set a goal for himself. Setting a target, and planning a safe path to achieve it is the first step for an IT Manager and his team to move forward. An adequate manager will know how to drive their teams to achieving the appointed goal through coercion, motivational techniques, effective planning and the right balance of authority without reckless rigidity. Managers who can aptly communicate their ideas and plans to their teams can utilize the ability of their team to the maximum; which earns them their team’s confidence and trust. Communicating their theories to their teams and personnel on various different levels shows strong leadership attributes, promise and commitment to their cause. Getting things done through others with the help of good communication methods is a key skill required for management success. Successful IT managers are those who can successfully communicate with their employees, peers, clients, sales agents, and seniors; and accomplish in translating their needs and situational statistics and data to their senior managers, technical staff, and non technical clients.

To effectively create a mission statement and objective an IT Manager has to have savvy planning tricks. A mix of aggression and ambition helps them realize what their priorities are and their modus operandi for development of their plans. Planning is a sign of an active instead of a reactive manager. Reactions cause mediocre work results, while active causes monumental feats at work. 

Bibliography

Lee, S. M. and Lee, C. K. (April 2006), "IT managers' requisite skills,"

Communications of the ACM, volume 49, issue 4

 Sisco, M. (2003) "What makes a successful IT manager"? TechRepublic 

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Combination Of Generations

Various cultural patterns can be deduced from these generational characteristics. Since the entry of Baby boomers (the middle aged work force) dual career families have become a norm. The boomer’s developed a less hierarchal work structure which has been followed by all successive generations. The introduction of technology and long working hours by parents in dual career families have increased an interest in programs that advocate a balance in work and life. Another major change has been issues beyond parenting, including taking care of elder relatives and persuading older workers to delay retirement. With the advantage of multi tasking and technology making anything possible anywhere the Generation Y’s are questioning the authenticity of several human jobs. The statistical reality is that with the retirement of boomers the labor industry will see a rapid decline because boomers make up for most of the work force. The trend of longer careers might soften the effects of boomers leaving the work force, but the disadvantage to that will be flexible work environments for older workers with special needs. Regardless of everything else, all the generations share a strong work ethic proved by the increasing number of hours of work. The increase in work hours is greater for women than men. Longer working hours make a balance of work and life more difficult to attain. Studies show that the demands of balance between work and life has become a major issue for American workers. In the survey, out of1700 employees in Business Credit magazine, 18% agreed with the statement “In the New Year, I plan to look for another job to improve my work-life balance” (“One in Five Employees Plans to Quit in 2006 to Pursue a More Balanced Life,” Business Credit, April 2006). These statistics and developing patterns will increasingly pressurize companies to develop more-flexible work programs.

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Generation M

M for mobile, Generation M is the first generation to have everything mobile. They are identical to the Generation Y’s but perhaps one step ahead of them due to the cultural and technological backgrounds they have grown up in.

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Generation Y

They are also called millenials, the Internet generation and the Echo boomers because they are the largest workforce following the baby boomers (the middle aged work force). This generation has been exposed to diverse lifestyles and cultures, has studied in the highest education and academic systems, respect various races, ethnic groups and sexual orientations. They happen to be very easy with diversity, working with minority groups with one third members coming from various minority groups themselves, and are habitual to the use of technology, instancy and multi-tasking. Although they possess short attention spans, they make up for it by valuing professional development and incessantly struggling to work better and faster. They appreciate creative projects and challenging work environments, and deadlines so that they can improve themselves and their work habits. Flexibility in jobs, technological benefits and the option to work part time and vacations every once in a while are their leading wants. The employers will need to drastically alter their work environments, techniques and ideologies to accommodate Generation Y employees. They are the most diverse generation of employees yet.

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Generation X

The children of the middle aged workforce, brought up in households with both the parents absent, on jobs and in a continuous effort to improve their life styles and living conditions. They are often described as latchkey kids or children of divorce. The generations X employees are trying to deviate from their parent’s methodology in work and in life. They are independent, confident and autonomous valuing education and parenting above work. Accordingly, they do not have a value for loyalty to the employer, and have a reputation of ‘selling’ themselves, with only their attributes and strong points displayed forth the employer. This generation is more entrepreneurial and transactional--looking for what they get in return for hard work. The Generation X as an opposition to the Traditionalists and the middle aged work force seek balance in their lives personal and professional, and are more family oriented than the middle aged work force (Hicks & Hicks, 1999)

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