organizational leadership and decision how the knowledge, skills, or theories of this course have been applied, or could be applied, in a practical manner to your current work environment.

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Provide a reflection of at least 500 words (or 2 pages double spaced) of how the knowledge, skills, or theories of this course have been applied, or could be applied, in a practical manner to your current work environment. If you are not currently working, share times when you have or could observe these theories and knowledge could be applied to an employment opportunity in your field of study.


Use of proper APA formatting and citations is required. When supporting evidence from outside resources is required, those must be used and properly cited.

Share a personal connection that identifies specific knowledge and theories from this course.

Demonstrate a connection to your current work environment. If you are not employed, demonstrate a connection to your desired work environment.

Do NOT provide an overview of the assignments assigned in the course. Doing so will result in a grade of 0. This is a critical thinking assignment requiring you to apply concepts learned in this course. The assignment asks that you reflect how the knowledge and skills obtained through meeting course objectives were applied or could be applied in the workplace.

please find the course content in the below attachments.

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vi Contents CONTENTS Designing Business Metrics for IT 31 Advice to Managers 35 Conclusion 36 References 36 . Preface xiii About the Authors xxi Acknowledgments xxii Section 1 Delivering Value with IT 1 Chapter 4 BUILDING A STRONG RELATIONSHIP WITH THE BUSINESS 38 The Nature of the Business-IT Relationship 39 The Foundation of a Strong Business-IT Relationship 41 Building Block #1: Competence 42 Building Block #2: Credibility 43 Building Block #3: Interpersonal Interaction 44 Building Block #4: Trust 46 Conclusion 48 References 48 Appendix A The Five IT Value Profiles 50 Appendix B Guidelines for Building a Strong Business-T Relationship 51 Chapter 1 DEVELOPING AND DELIVERING ON THE IT VALUE PROPOSITION 2 Peeling the Onion: Understanding IT Value 3 What Is IT Value? 3 Where Is IT Value? 4 Who Delivers IT Value? 5 When Is IT Value Realized? 5 The Three Components of the IT Value Proposition 6 Identification of Potential Value 7 Effective Conversion 8 Realizing Value 9 Five Principles for Delivering Value 10 Principle 1. Have a Clearly Defined Portfolio Value Management Process 11 Principle 2. Aim for Chunks of Value 11 Principle 3. Adopt a Holistic Orientation to Technology Value 11 Principle 4. Aim for Joint Ownership of Technology Initiatives 12 Principle 5. Experiment More Often 12 Conclusion 12 References 13 Chapter 5 COMMUNICATING WITH BUSINESS MANAGERS 52 Communication in the Business-IT Relationship 53 What Is "Good” Communication? 54 Obstacles to Effective Communication 56 “T-Level" Communication Skills for IT Staff 58 Improving Business-IT Communication 60 Conclusion 61 References 61 Appendix A IT Communication Competencies 63 . 15 Chapter 2 DEVELOPING IT STRATEGY FOR BUSINESS VALUE Business and IT Strategies: Past, Present, and Future 16 Four ritical Success Factors 18 The Many Dimensions of IT Strategy 20 Toward an IT Strategy-Development Process 22 Challenges for CIOs 23 Conclusion 25 References 25 Chapter 6 BUILDING BETTER IT LEADERS FROM THE BOTTOM UP 64 The Changing Role of the IT Leader 65 What Makes a Good IT Leader? 67 How to Build Better IT Leaders 70 Investing in Leadership Development: Articulating the Value Proposition 73 Conclusion 74 • References 75 Chapter 3 LINKING IT TO BUSINESS METRICS 27 Business Measurement: An Overview 28 Key Business Metrics for IT 30 MINI CASES Delivering Business Value with IT at Hefty Hardware 76 Investing in TUFS 80 IT Planning at ModMeters 82 V Contents vii viii Contents Section II IT Governance 87 Corporate Processes 123 IT Processes 125 Assess Actual IT Spending 126 IT Budgeting Practices That Deliver Value 127 Conclusion 128 References 129 Chapter 7 CREATING IT SHARED SERVICES 88 IT Shared Services: An Overview 89 IT Shared Services: Pros and Cons 92 IT Shared Services: Key Organizational Success Factors 93 Identifying Candidate Services 94 An Integrated Model of IT Shared Services 95 Recommmendations for Creating Eff tive IT Shared Services 96 Conclusion 99 References 99 Chapter 8 A MANAGEMENT FRAMEWORK FOR IT SOURCING 100 A Maturity Model for IT Functions 101 IT Sourcing Options: Theory Versus Practice 105 The "Real" Decision Criteria 109 Decision Criterion #1: Flexibility 109 Decision Criterion #2: Control 109 Decision Criterion #3: Knowledge Enhancement 110 Decision Criterion #4: Business Exigency 110 A Decision Framework for Sourcing IT Functions 111 Identify Your Core IT Functions 111 Create a "Function Sourcing" Profile 111 Evolve Full-Time IT Personnel 113 Encourage Exploration of the Whole Range of Sourcing Options 114 Combine Sourcing Options Strategically 114 A Management Framework for Successful Sourcing 115 Develop a Sourcing Strategy 115 Develop a Risk Mitigation Strategy 115 Develop a Governance Strategy 116 Understand the Cost Structures 116 Conclusion 117 References 117 Chapter 10 MANAGING IT- BASED RISK 130 A Holistic View of IT-Based Risk 131 Holistic Risk Management: A Portrait 134 Developing a Risk Management Framework 135 Improving Risk Management Capabilities 138 Conclusion 139 References 140 Appendix A A Selection of Risk Classification Schemes 141 Chapter 11 INFORMATION MANAGEMENT: THE NEXUS OF BUSINESS AND IT 142 Information Management: How Does IT Fit? 143 A Framework For IM 145 Stage One: Develop an IM Policy 145 Stage Two: Articulate the Operational Components 145 Stage Three: Establish Information Stewardship 146 Stage Four: Build Information Standards 147 Issues In IM 148 Culture and Behavior 148 Information Risk Management 149 Information Value 150 Privacy 150 Knowledge Management 151 The Knowing-Doing Gap 151 Getting Started in IM 151 Conclusion 153 References 154 Appendix A Elements of IM Operations 155 MINI CASES Building Shared Services at RR Communications 156 Enterprise Architecture at Nationstate Insurance 160 IT Investment at North American Financial 165 . Chapter 9 THE IT BUDGETING PROCESS 118 Key Concepts in IT Budgeting 119 The Importance of Budgets 121 The IT Planning and Budget Process 123 Contents ix х Contents Section III IT-Enabled Innovation 169 Chapter 16 ENABLING COLLABORATION WITH IT 218 Why Collaborate? 219 Characteristics of Collaboration 222 Components of Successful Collaboration 225 The Role of IT in Collaboration 227 First Steps for Facilitating Effective Collaboration 229 Conclusion 231 References 232 Chapter 12 INNOVATION WITH IT 170 The Need for Innovation: An Historical Perspective 171 The Need for Innovation Now 171 Understanding Innovation 172 The Value of Innovation 174 Innovation Essentials: Motivation, Support, and Direction 175 Challenges for IT leaders 177 Facilitating Innovation 179 Conclusion 180 References 181 MINI CASES Innovation at International Foods 234 Consumerization of Technology at IFG 239 CRM at Minitrex 243 Customer Service at Datatronics 246 Chapter 13 BIG DATA AND SOCIAL COMPUTING 182 The Social Media/Big Data Opportunity 183 Delivering Business Value with Big Data 185 Innovating with Big Data 189 Pulling in Two Different Directions: The Challenge for IT Managers 190 First Steps for IT Leaders 192 Conclusion 193 References 194 262 . Chapter 14 IMPROVING THE CUSTOMER EXPERIENCE: AN IT PERSPECTIVE 195 Customer Experience and Business value 196 Many Dimensions of Customer Experience 197 The Role of Technology in Customer Experience 199 Customer Experience Essentials for IT 200 First Steps to Improving Customer Experience 203 Conclusion 204 References 204 Section IV IT Portfolio Development and Management 251 Chapter 17 APPLICATION PORTFOLIO MANAGEMENT 252 The Applications Quagmire 253 The Benefits of a Portfolio Perspective 254 Making APM Happen 256 Capability 1: Strategy and Governance 258 Capability 2: Invento Go to page 279 Capability 3: Reporting and Rationalization 263 Key Lessons Learned 264 Conclusion 265 References 265 Appendix A Application Information 266 Chapter 18 MANAGING IT DEMAND 270 Understanding IT Demand 271 The Economics of Demand Management 273 Three Tools for Demand management 273 Key Organizational Enablers for Effective Demand Management 274 Strategic Initiative Management 275 Application Portfolio Management 276 Enterprise Architecture 276 Business-IT Partnership 277 Governance and Transparency 279 Conclusion 281 References 281 Chapter 15 BUILDING BUSINESS INTELLIGENCE 206 Understanding Business Intelligence 207 The Need for Business Intelligence 208 The Challenge of Business Intelligence 209 The Role of IT in Business Intelligence 211 Improving Business Intelligence 213 Conclusion 216 References 216 Contents xi xii Contents New Information Strategies 318 The Future of Information Delivery 319 Conclusion 321 References 322 . MINI CASES Project Management at MM 324 Working Smarter at Continental Furniture International 328 Managing Technology at Genex Fuels 333 Index 336 Chapter 19 CREATING AND EVOLVING A TECHNOLOGY ROADMAP 283 What is a Technology Roadmap? 284 The Benefits of a Technology Roadmap 285 External Benefits (Effectiveness) 285 Internal Benefits (Efficiency) 286 Elements of the Technology Roadmap 286 Activity #1: Guiding Principles 287 Activity #2: Assess Current Technology 288 Activity #3: Analyze Gaps 289 Activity #4: Evaluate Technology Landscape 290 Activity #5: Describe Future Technology 291 Activity #6: Outline Migration Strategy 292 Activity #7: Establish Governance 292 Practical Steps for Developing a Technology Roadmap 294 Conclusion 295 References 295 Appendix A Principles to Guide a Migration Strategy 296 Chapter 20 ENHANCING DEVELOPMENT PRODUCTIVITY 297 The Problem with System Development 298 Trends in System Development 299 Obstacles to Improving System Development Productivity 302 Improving System Development Productivity: What we know that Works 304 Next Steps to Improving System Development Productivity 306 Conclusion 308 References 308 Chapter 21 INFORMATION DELIVERY: IT'S EVOLVING ROLE 310 Information and IT: Why Now? 311 Delivering Value Through Information 312 Effective Information Delivery 316 New Information Skills 316 New Information Roles 317 New Information Practices 317
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Explanation & Answer



Application of Organizational Leadership and Decision Making




Organizational Leadership and Decision Making
Organizational leadership and decision making skills and strategies are an important
aspect in ensuring the success of an organization. The role played determines the type of
employees an organization has as well as the quality of work done in the organization. In the
field of information technology, organizational leadership skills give companies and startups the
ability to grow into organizations that make an impact in society. In my current work
environment, there are different ways in which organizational leadership and decision making
skills are applied which ensure...

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