LEADER 05461nam 2200697Ia 450 001 9910973695903321 005 20250312212414.0 010 $a9786610707621 010 $a9781280707629 010 $a1280707623 010 $a9780080465746 010 $a0080465749 035 $a(CKB)1000000000364118 035 $a(EBL)282035 035 $a(OCoLC)437175569 035 $a(SSID)ssj0000300627 035 $a(PQKBManifestationID)11226617 035 $a(PQKBTitleCode)TC0000300627 035 $a(PQKBWorkID)10259980 035 $a(PQKB)10279597 035 $a(Au-PeEL)EBL282035 035 $a(CaPaEBR)ebr10151434 035 $a(CaONFJC)MIL70762 035 $a(CaSebORM)9780123704887 035 $a(MiAaPQ)EBC282035 035 $a(EXLCZ)991000000000364118 100 $a20060403d2006 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aIT manager's handbook $egetting your new job done /$fBill Holtsnider, Brian D. Jaffe 205 $a2nd ed. 210 $aNew York $cMorgan Kaufman Publishers$dc2006 215 $a1 online resource (626 p.) 300 $aDescription based upon print version of record. 311 08$a9780123704887 311 08$a012370488X 320 $aIncludes bibliographical references and index. 327 $aFront Cover; About the Authors; Title page; Copyright Page; Table of Contents; Brief Table of Contents; Complete Table of Contents; Preface; Part One: The Business of Being an IT Manager; Chapter One: The Role of an IT Manager; 1.1 Just What Does an IT Manager Do?; Why All That Change and Flexibility Is Good; Why All That Change and Flexibility Is Bad; 1.2 Managers in General; General Definition of a Manager; Styles of Management; The Hidden Work of Management; Resentment Toward Management; Babysitting versus Managing; Politics; 1.3 The Strategic Value of the IT Department 327 $aApplications Development versus Technical OperationsIT Department Goals; The Value of IT Managers; 1.4 Develop an IT Strategy; Determine Who Your Team Members Are; Determine How Important Technology Is to Your Organization; Determine Who Your Customers Are and What Their Needs Are; Keep Your Department Central to the Company's Operations; 1.5 Additional Resources; Web Sites; Books and Articles; Chapter Two: Managing Your IT Team; 2.1 Keeping Employees Focused; Establish Priorities; Communicate with Your Team; Company Mission; 2.2 Avoiding Burnout 327 $aBe as Clear as Possible About Your Real PrioritiesMake Your Employees Aware of the Dangers of Burnout; Deal with the Situation; 2.3 Employee Training; Cost; Need; Employee Morale; Scheduling Demands; How Do You Know When Your Employees Need Training?; Certification; What If the Employee Takes a Training Class, and Then Uses His New-Found Skills to Find Another Job?; Non-Technical Training; Maximizing the Value of Training; 2.4 Performance Reviews; Key Areas of Evaluation; Specific Evaluation Statements; Guidelines for Reviews; Negative Reviews; Have Employees Review Themselves 327 $a""360"" ReviewsHow to Conduct the Actual Review Discussion; 2.5 Additional Resources; Web Sites; Books and Articles; Chapter Three: Staffing Your IT Team; 3.1 Why IT Managers Need to Deal with Hiring People; HR Department's Role; Justifying a Hire; Start with Internal and External Referrals; Internal versus External Hires; Should You Hire a Full-time Employee or a Consultant?; 3.2 Write a Position Description; Position Descriptions versus Contracts; General Requirements; Advertising Options; 3.3 Recruiters; Finding the Right Recruiter; 3.4 Selecting Candidates; Reviewing Re?sume?s 327 $aTelephone ScreeningAt What Level Should I Interview?; Narrowing Down the List; General Interview Guidelines; Prepare a List of Questions; Who Else Should Interview a Candidate?; Key Concepts for a Good Technical Interview; Rank Criteria; The Value of Certification; Education; Checking References; Common Hiring Mistakes; Offering the Correct Amount for an IT Position; 3.5 Outsourcing and Offshore Outsourcing; Offshore Outsourcing Overview; 3.6 Additional Resources; Web Sites; Books and Articles; Chapter Four: Project Management; 4.1 Projects and ""Project Management"": A Quick Overview 327 $aThe Value of Project Management 330 $aMany technical professionals are tossed into their new position of managing an IT department without enough training or experience - let alone a clear idea of what is expected of them. Other technicians are trying to decide if they should join the ranks of management, and want the real facts about managing - and managing other technical pros - before they decide.To compound the issue, most companies have become highly dependent on their IT departments for their day-to-day business operations - often including revenue generation - so the tasks are critical and the learning curve is stee 606 $aIndustrial management$xData processing 606 $aManagement information systems 615 0$aIndustrial management$xData processing. 615 0$aManagement information systems. 676 $a004.068 700 $aHoltsnider$b Bill$f1956-$01793485 701 $aJaffe$b Brian D$01793486 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910973695903321 996 $aIT manager's handbook$94333326 997 $aUNINA