IT Manager's Handbook : Getting Your New Job Done

Front 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 -- Applications Development versus Technical Operations -- IT 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 -- Be as Clear as Possible About Your Real Priorities -- Make 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 -- 360" Reviews.