In four pages this paper discusses information technology in a consideration of reconciling Mintzberg's management position and a hybrid managerial concept. Five sources are cited in the bibliography.
Name of Research Paper File: CC6_KSmgmtMintz.rtf
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old school of management holds that there is no need for managers to be technically competent in the matters that they manage. It should be enough, according to this
school, that managers are well versed in the techniques of management, that those with technical abilities can supply technical needs. This approach has
failed miserably in many IT applications, where project development has a reputation of failing more than succeeding. The answer appears to be that of the hybrid manager, one who
has the ability to manage but who also is technically competent and can provide management direction in problem resolution. This is consistent with Henry Mintzbergs view of appropriate management,
which is that managers should know everything there is to know about the operation of their departments. Non-Technical Managers One technical worker serving
on Web teams led by marketers expressed his displeasure with the experiences. The marketers can "fail miserably when it comes to understanding what it takes to develop a Web
site, yet feel that they have the right to dictate their tech staffs every move, resulting in hundreds of wasted hours. I hope the only time I ever see these
clowns again ... is when they are approaching my car, offering to wash the windshield" (Berry, 2001; p. 23). Countless programmers share this view about their non-technical managers who
seem to have no idea of what instituting a new project entails, how much time it will take or how many people ultimately will be involved.
OConnor and Smallman (1995) define the hybrid manager as one who combines "business understanding, technical competence, and organizational knowledge and skills" (p. 19). They report that