r. ching, ph.d. mis area california state university, sacramento 1 week 9 monday, march 27...

R. Ching, Ph.D. • MIS Area • California State University, Sacramento 1

Week 9Week 9Monday, March 27Monday, March 27

• Organizational Focus: User vs. IT Organizational Focus: User vs. IT DominationDomination

• Leadership and IT GovernanceLeadership and IT Governance


User Dominance vs. IT DominanceUser Dominance vs. IT Dominance

• Tensions between business users of IT and IT staffTensions between business users of IT and IT staff– Innovation (introduction of IT) and control Innovation (introduction of IT) and control

(quality assurance) issues(quality assurance) issues• Where should innovation begin?Where should innovation begin?• Do the IT applications comply with organizational Do the IT applications comply with organizational

processes (e.g., accounting practices)?processes (e.g., accounting practices)?

– Fulfilling immediate needs and ensuring long-Fulfilling immediate needs and ensuring long-term standardsterm standards• Are end-user developed IT applications and Are end-user developed IT applications and

investments compatible to other organizational investments compatible to other organizational resources?resources?

• Should adherence to long-term goals override Should adherence to long-term goals override immediate needs (e.g., Maginot line thinking)?immediate needs (e.g., Maginot line thinking)?


Four Difference PerspectivesFour Difference Perspectives

• From centralized, IT-driven innovation to From centralized, IT-driven innovation to decentralized end-user driven innovation decentralized end-user driven innovation (“lighting fires” – Gary Brooks, VSP)(“lighting fires” – Gary Brooks, VSP)

• End-user driven innovation over IT department End-user driven innovation over IT department protestsprotests

• From decentralized, end-user driven innovation to From decentralized, end-user driven innovation to centralized IT management centralized IT management (e.g., Sutter Health in the mid-1990s)(e.g., Sutter Health in the mid-1990s)

• From decentralized, end-user driven innovation to From decentralized, end-user driven innovation to unexpected centralized innovation (e.g., Sutter unexpected centralized innovation (e.g., Sutter Health in the 2000s)Health in the 2000s)


Drivers Toward User DominanceDrivers Toward User Dominance

• Pent-up user demandPent-up user demand• Need for staff flexibilityNeed for staff flexibility• Growth in the IT services industryGrowth in the IT services industry• User’s desire to control their own destinyUser’s desire to control their own destiny• Fit with the organizationFit with the organization


Drivers Toward a Centralized IT Drivers Toward a Centralized IT StructureStructure

• Staff professionalismStaff professionalism• Standard setting and ensuring system Standard setting and ensuring system

maintainabilitymaintainability• Envisioning possibilities and determining Envisioning possibilities and determining

feasibilityfeasibility• Corporate data managementCorporate data management• Cost estimation and analysisCost estimation and analysis


CoordinationCoordination

IT IT DomainDomain

Manage-Manage-mentment

User User DomainDomain

SharingSharingResponsibilitiesResponsibilities


IT ResponsibilitiesIT Responsibilities

• Develop and manage long-term architectural plan Develop and manage long-term architectural plan and ensure new projects fit with the planand ensure new projects fit with the plan

• Develop process to establish, maintain and evolve Develop process to establish, maintain and evolve company standardscompany standards

• Establish procedures to consider outsourcing of Establish procedures to consider outsourcing of proposed projectsproposed projects

• Inventory of installed and planned systems and Inventory of installed and planned systems and servicesservices

• Identify career paths of IT staffIdentify career paths of IT staff• Provide users with better understanding of IT costsProvide users with better understanding of IT costs• Ensure compatibility of new acquisitionsEnsure compatibility of new acquisitions


IT ResponsibilitiesIT Responsibilities

• Identify and maintain relationships with preferred Identify and maintain relationships with preferred supplierssuppliers

• Educate users of benefits and pitfalls of new Educate users of benefits and pitfalls of new technologiestechnologies

• Periodically review legacy systemsPeriodically review legacy systems


User ResponsibilitiesUser Responsibilities

• Get the “big picture” of IT and the organizationGet the “big picture” of IT and the organization• Realistically estimate costs of deploying ITRealistically estimate costs of deploying IT• Get user support (buy-in) of new projectsGet user support (buy-in) of new projects• Match staffing to relevancy of IT to business Match staffing to relevancy of IT to business

strategystrategy• Audit system reliability standards, Audit system reliability standards,

communications services performance, and communications services performance, and security proceduressecurity procedures

• Get involved with planning Get involved with planning


Management SupportManagement Support

• Balance IT and business user dominanceBalance IT and business user dominance• Ensure comprehensive corporate IT strategyEnsure comprehensive corporate IT strategy• Manage inventory of hardware and software Manage inventory of hardware and software

systems and servicessystems and services• Establish standards for acquisitions, development Establish standards for acquisitions, development

and IT systems operationsand IT systems operations• Facilitate transfer of technology throughout the Facilitate transfer of technology throughout the

organizationorganization• Encourage technical experimentationEncourage technical experimentation• Planning and control link IT to company’s goalsPlanning and control link IT to company’s goals


Strategic GridStrategic Grid

HighHigh

LowLow

HighHighLowLow

FactoryFactoryOperational ITOperational IT

SupportSupportBasic elementsBasic elements

TurnaroundTurnaroundGradual adoptionGradual adoption

StrategicStrategicStrategic IT plan, Strategic IT plan,

initiativesinitiativesIT Impact on IT Impact on Business Business

OperationsOperations

IT Impact on StrategyIT Impact on Strategy

User-driven vs. IT-driven User-driven vs. IT-driven


Leadership and Governance:Leadership and Governance:Management vs. LeadershipManagement vs. Leadership

• Managers…Managers…– Managers have subordinates Managers have subordinates – Managers have a position of authority vested Managers have a position of authority vested

in them by the company, and their in them by the company, and their subordinates work for them and largely do as subordinates work for them and largely do as they are toldthey are told

– Managers are paid to get things done Managers are paid to get things done – Due to their backgrounds, managers generally Due to their backgrounds, managers generally

like to run a “happy ship” like to run a “happy ship”

http://changingminds.org/disciplines/leadership/articles/manager_leader.htm


Leadership and Governance:Leadership and Governance:Management vs. LeadershipManagement vs. Leadership

• Leaders…Leaders…– Leaders have followers Leaders have followers – Appeal to followers, showing how following Appeal to followers, showing how following

them will lead to their (followers’) hearts' desire them will lead to their (followers’) hearts' desire – Always good with people, and have quiet styles Always good with people, and have quiet styles

that give credit to others (and takes blame on that give credit to others (and takes blame on themselves)themselves)• Are very effective at creating the loyalty that Are very effective at creating the loyalty that

great leaders engender great leaders engender – Appeared as risk-seeking, although they are Appeared as risk-seeking, although they are

not blind thrill-seekersnot blind thrill-seekershttp://changingminds.org/disciplines/leadership/articles/manager_leader.htm


Subject Leader Manager

Essence Change Stability

Focus Leading people Managing work

Have Followers Subordinates

Seeks Vision Objectives

Detail Sets direction Plans detail

Power Personal charisma Formal authority

Appeal to Heart Head

Energy Passion Control

Dynamic Proactive Reactive

Persuasion Sell Tell

Style Transformational Transactional

Exchange Excitement for work Money for work

Risk Takes risks Minimizes risks

Rules Breaks rules Makes rules

Conflict Uses conflict Avoids conflict

Direction New roads Existing roads

Blame Takes blame Blames others

http://changingminds.org/disciplines/leadership/articles/manager_leader.htmhttp://changingminds.org/disciplines/leadership/articles/manager_leader.htm


Managers vs. LeadersManagers vs. Leaders

• The manager administers; the leader innovates The manager administers; the leader innovates • The manager maintains; the leader developsThe manager maintains; the leader develops• The manager accepts reality; the leader investigates itThe manager accepts reality; the leader investigates it• The manager focuses on systems and structures; the leader The manager focuses on systems and structures; the leader

focuses on people focuses on people • The manager relies on control; the leader inspires trustThe manager relies on control; the leader inspires trust• The manager has a short-range view; the leader has a long-The manager has a short-range view; the leader has a long-

range perspective range perspective • The manager asks how and when; the leader asks what and The manager asks how and when; the leader asks what and

whywhy• The manager has his or her eye always on the bottom line; the The manager has his or her eye always on the bottom line; the

leader has his or her eye on the horizon leader has his or her eye on the horizon • The manager imitates; the leader originatesThe manager imitates; the leader originates• The manager accepts the status quo; the leader challenges it The manager accepts the status quo; the leader challenges it • The manager is the classic good soldier; the leader is his or The manager is the classic good soldier; the leader is his or

her own personher own personhttp://www.telusplanet.net/public/pdcoutts/leadership/LdrVsMngt.htmhttp://www.telusplanet.net/public/pdcoutts/leadership/LdrVsMngt.htm


Three Rules of LeadershipThree Rules of Leadership

• Rule 1: You must have or develop the skill, and take Rule 1: You must have or develop the skill, and take the time to find out what is in the follower's mind the time to find out what is in the follower's mind concerning his situation and how he perceives you concerning his situation and how he perceives you – Know what is perceives as negativeKnow what is perceives as negative– Create and manage a system of feedback loops that keep Create and manage a system of feedback loops that keep

people in permanent touch with follower mindsetpeople in permanent touch with follower mindset • Rule 2: To be a powerful leader, you must present your Rule 2: To be a powerful leader, you must present your

"leaderself" to others, rather than your natural self"leaderself" to others, rather than your natural self– Do exactly the leadership behavior called for by the situationDo exactly the leadership behavior called for by the situation

• Rule 3: To create an effective leaderself, you must Rule 3: To create an effective leaderself, you must operate from self-awareness rather than from an operate from self-awareness rather than from an automatic mindautomatic mind– Focus on the “good of the whole”Focus on the “good of the whole”

http://www.businessleader.com/bl/sep97/leadrshp.htmlhttp://www.businessleader.com/bl/sep97/leadrshp.html


Four Competencies of LeadershipFour Competencies of Leadership

• Know ourselves very, very well Know ourselves very, very well – Recognizing that all of us are actually three people in one: Recognizing that all of us are actually three people in one:

what we are, what we think we arewhat we are, what we think we are, and , and what others think what others think we arewe are

• Know our people—thoroughlyKnow our people—thoroughly– Be able to motivate people with the right ideas, the right Be able to motivate people with the right ideas, the right

work, and the right methods or techniqueswork, and the right methods or techniques • Highly competent on the technical and people sides Highly competent on the technical and people sides

of our job if we intend to be successful of our job if we intend to be successful • Know the laws and principles of leadership and Know the laws and principles of leadership and

management as they relate to leading ourselves management as they relate to leading ourselves and peopleand people– If you want to play the game, you've got to know the rulesIf you want to play the game, you've got to know the rules

http://www.leadershiphelp.com/introduction.cfm?show=4http://www.leadershiphelp.com/introduction.cfm?show=4


Four Key Principles of LeadershipFour Key Principles of LeadershipMark Willes, Mark Willes, former COO of General Millsformer COO of General Mills

• LeadLead• Set high standardsSet high standards• Empower others Empower others

– AccountabilityAccountability• Kindle passion Kindle passion

– ““People will work for a living but they'll die for People will work for a living but they'll die for a cause”a cause”


IT Governance: DefinitionsIT Governance: Definitions

• A generic term which describes the ways in which A generic term which describes the ways in which rights and responsibilities are shared between the rights and responsibilities are shared between the various corporate participants, especially the various corporate participants, especially the management and the shareholders.management and the shareholders.



• The relationship between the shareholders, The relationship between the shareholders, directors and management of a company, as directors and management of a company, as defined by the corporate charter, bylaws, formal defined by the corporate charter, bylaws, formal policy and rule of law.policy and rule of law.



• Corporate governance is the method by which a Corporate governance is the method by which a corporation is directed, administered or corporation is directed, administered or controlled. It includes the laws and customs controlled. It includes the laws and customs affecting that direction, as well as the goals for affecting that direction, as well as the goals for which it is governed. The principal participants which it is governed. The principal participants are the shareholders, management and the board are the shareholders, management and the board of directors. Other participants include regulators, of directors. Other participants include regulators, employees, suppliers, partners, customers, employees, suppliers, partners, customers, constituents (for elected bodies) and the general constituents (for elected bodies) and the general community.community.



• The term "governance" refers to the decision-The term "governance" refers to the decision-making processes in the administration of an making processes in the administration of an organization. organization.

• Different nations and different organizations Different nations and different organizations within a nation may approach governance within a nation may approach governance concerns (who makes decisions? who pays the concerns (who makes decisions? who pays the bills?) in very different ways. bills?) in very different ways.



• Gartner defines Governance as the “assignment Gartner defines Governance as the “assignment of decision rights and the accountability of decision rights and the accountability framework to encourage desirable behavior in the framework to encourage desirable behavior in the use of IT.” use of IT.”

• In plain English, IT Governance is the rules and In plain English, IT Governance is the rules and regulations under which an IT department regulations under which an IT department functions. It is a mechanism, put in place to functions. It is a mechanism, put in place to ensure compliance with those rules and ensure compliance with those rules and regulations. regulations.


IT GovernanceIT Governance

• Involves…Involves…– Policies and procedures that specify and guide Policies and procedures that specify and guide

decision making and the actions of peopledecision making and the actions of people– Specifying the responsibilities of management, Specifying the responsibilities of management,

employees and shareholders (stakeholders), employees and shareholders (stakeholders), and decision rightsand decision rights

– Administering the policies and procedures in Administering the policies and procedures in daily operationsdaily operations

– Adhering to the policies and procedure in Adhering to the policies and procedure in short- and long-term planningshort- and long-term planning

r. ching, ph.d. mis area california state university, sacramento 1 week 9 monday, march 27...

Documents

vsp enduser driven innovation

staff innovation introduction

sutter health

analysis slide

organization slide

governance slide

organizational processes

organizational resources