Skills of successful managers.
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organizing, planning, and solving the business needs of the organization, but it also is an excellent checklist for all managers’ professional growth.
These skills may not look much different from those required of any successful manager, which is the main point of this book: General managers can be successful participants in IS decisions without an extensive technical background. General man- agers who understand a basic set of IS concepts and who have outstanding managerial skills, such as those listed in Figure I-2, are ready for the digital economy.
How To Participate in Information Systems Decisions
Technical wizardry is not required to become a knowledgeableparticipant in the IS decisions of a business. Managers need curiosity, creativity, and the confidence to ask questions in order to learn and understand. A solid framework that identifies key management issues and relates them to aspects of IS provides the background needed to participate.
The goal of this book is to provide that framework. The way in which managers use and manage information is directly linked to business goals and the business strategy that drive both organizational and IS decisions. Aligning business and IS decisions together is critical. Business, organizational, and information strategies are fundamentally linked in what is called the Information Systems Strategy Triangle, discussed in the next chapter. Failing to understand this relationship is detrimental to a business. Failing to plan for the conse- quences in all three areas can cost a manager his or her job. This book provides a foundation for understanding business issues related to IS from a managerial perspective.