Management is not a scientific discipline - no hard and fast rules guarantee success. What succeeds with one group of people or for one organization may not work as well in a different setting. The management of technology professionals is an especially difficult task today. We are bombarded with challenges. Add the pressures and stresses that exist in higher education and the task of managing effectively becomes even more formidable.

The accelerating rate of change affecting all aspects of our lives is doubly threatening in our computing depart ments. Clients may resent computing professionals for changes they believe are instigated by technologists. At the same time, clients frequently feel the computing organiza tion is responding too slowly to their accelerating demands. IT staff are expected to incorporate tremendous techno logical advances into their own jobs - and to be key players in affecting change in other areas of the institution. In addition, the highest levels of management in our institu tions have increased their expectations of the progress we should make with technology. No pressure on the IT staff at all, right?

While there are no guaranteed solutions, there are some basic approaches to managing this situation. Manage ment of technology professionals has less to do with technology and more to do with people. Information technology staff are creative, intelligent individuals who are already self-motivated and dedicated to continual learning. To make the most of these qualities, the manager should get to know and appreciate the individual differences in staff members and work to find the right mix for teams, projects and client assignments. To understand these differences, a manager should relate to staff on a personal level - find out about family, interests and hobbies, important events, etc. With this knowledge, the manager has a higher stake in a staff member's personal well being and is better able to motivate and encourage that individual.

The leader must provide guidance on priorities but delegate responsibility for daily work. Let these creative, intelligent staff members Becky King at the Closing Plenary Session. do their jobs. Giving credit when due, permitting some risk-taking and tolerating a certain amount of failure allow IT staff to feel a sense of control over their work environ ment.

Finally, communication must occur freely and often. This is the best tool to overcome rumors, misunderstandings and fears, both grounded and ungrounded. Management must be available and approachable. The staff have to know it's OK to come by at any time for consultation, feedback or complaints. To remove barriers, the manager must be a willing conduit to higher levels of the organization for employee suggestions and criticisms.

Our information technology organizations are being buffeted on all sides by ch~nge and increased expectations. To make progress in the face of these pressures, we must create a culture of trust and respect for our staff combined with expectations of high motivation and high quality efforts. Although service to the client is foremost, the right attitude toward employees is the enabling foundation for that top notch service.


Submitted by:
Becky King
Associate Director for Information Systems
Baylor University
Becky_King@baylor.edu