Corporate Politics for IT Managers: How to get Streetwise'Corporate Politics for IT Managers: How to get Streetwise' addresses some of the most persistent problems faced by IT managers which undermine their power and influence in their organisations and which prevents them obtaining seat on the board of directors. It deals directly with the IT stereotype and offers advice on how to survive and then thrive despite the odds being stacked against the IT manager. Divided into four parts, 'How the IT Manager Gets Streetwise' begins by placing the IT stereotype in context, and proceeds to challenge the IT persons' habitual behaviours of the past, and present ways of rethinking IT services, before concluding with how managers can become "streetwise" in today's organisations. There are many books on the market telling IT managers how to construct IT and IS strategies, and even more on how to 'run' an IT department or function. However, few deal with the politics in organisations. 'Corporate Politics for IT Managers: How to get Streetwise' equips IT managers with the necessary skills to cope successfully in the political arenas of the boardrooms in today's businesses. |
Other editions - View all
Corporate Politics for IT Managers: How to Get Streetwise Keith Patching,Robina Chatham Limited preview - 2000 |
Corporate Politics for IT Managers: How to get Streetwise Keith Patching,Robina Chatham Limited preview - 2012 |
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achieve ambiguity answer approach battle of Agincourt become streetwise behaviour benefits boiled frog brain chapter Chatham & Keith client-server colleagues communication consultants convergent thinking create creative culture customers deal decisions deliver develop director e-mail emotional intelligence empathy eternal boy example feel Figure focus full monty function goals hard help desk Henry Henry's hetaira human ideas Imagine influence Keith Patching kind King Lear laissez-faire language leader leadership left-brained logical look marketing MARTIN means meetings organization organizational politics outsourcing perceptions play problems relationships responsibility right-brained Robina Chatham role rules senior IT manager senior management sense shamans simply skills solution someone staff stereotype story strategy stress style talk tasks technical there's things thinking tion tribe understand users value proposition vision WHAT'S writing