IT hidden face
1. Interpretation of the “kid’s advice, “You’ve got to know what you don’t know”?
This phase is a common one among individuals practicing IT as a profession. It is intended to illustrate the constant state of change that the IT sector is in. Hence, it is imperative that one keeps up with the developments so as to remain relevant in the field or at least be aware that there are some things they don’t know. It is referred to as the “kid’s advice” due to the straightforwardness that accompanies its explanation.
2. High CIO turn-over
I think that the high rate of turn-over in the CIO job as compared to other managerial jobs is due to three major reasons. Firstly, within an organization, there are discrepancies between what the management and users of IT expect and what the IT department delivers. As a result, the management usually appoints other individuals to the CIO position hoping that these individuals will deliver what is expected.
Secondly, the role of a CIO in any organization being to oversee all processes that employ IT in their operations, the demands and pressures of this position are overwhelming and daunting. Consequently, the CIOs succumb to psychological ailments such as stress and depression after serving in that capacity for a short while paving way for other people to be appointed in their place.
Thirdly, due to the dynamic nature of the profession, it has meant that management has to constantly appoint new CIOs. On the other hand, CIOs being aware of the lurking possibilities of being let go, feel uncertain and opt for a change of professions.
3. Process of determining the best new staff
The quality of new staff that is selected by Barton will be a key determinant of whether the company will attain its objectives or not. The very use of IT will play a central role in uncovering such employees because it will enable Barton assess not only their flexibility and adaptability, but their reception to new tasks as well. This means that, the best time for Barton to identify such individuals would be upon the installation of new IT systems. At this point, the zeal and eagerness the new employees will showcase towards learning the new system will be a key basis of Barton’s selection.
4. Managing IT
For an individual to manage an organization, he/she does not need to be an expert in the field that they are managing. Management comprises of four distinct components namely; planning, controlling, resources and directing. Managers therefore manage resources, people and activities. IT management is however different in that, its focus deviates from people and resources to the processes that constitute the IT system. Further, for an individual to manage an IT system, he/she has to be an IT expert.