Management Best Practices Paper

Please see below the following best practices suited for our organization. These practices are known to bring about needed change and improvements to our Ethical Standards, Management Practices, Project Management and Operational Management. This report lists ways of implementing each best practice for maximum results.

Accomplishing dramatic improvements in performance usually requires streamlining or fundamentally redesigning existing work processes. Information technology projects must then become focused on improving the way work is done rather than simply automating existing, outmoded processes. A) Management Best Practice - The Management Team

• Group of behaviors (disciplines) that management should adhere to includes: o Leadership

Senior managers will focus on minimizing project risks, and maximizing return on investment. They will work together to manage:

• Resources by reengineering functions, control and IT spending.

• Cost reduction and service improvement efforts.

D) Executive Level Focus - Information Management

As part of our process improvement, our organization has re-defined the role of the CIO and the level of involvement needed to achieve success. One way to establish a clear organizational path for information management is for our CIO to collaborate with our top executives. Our organization defines an effective CIO as someone who serve as a bridge between top executives, line management, support staff, and IT professionals. Advise top executives and senior managers on technology decisions.

Our CIO responsibilities will include:

• Promote a productive relationship between staff and management.

• Define the technology needed to support efficient performance.

• Support efforts to objectives, and critical decisions.

• Oversea facilitation, mediation, and consensus when weighing the needs of

It is best to always deal with employee issues with a positive attitude and demeanor.

• Conflict

The “best managers aren’t conflict avoiders” (Victor Lipman, Tips for managing people who are hard to manage) however, they present fairness, understanding and firmness in the face of conflict. When conflict is dismissed or not dealt with appropriately, it erodes team moral and undermines the managers’ ability to provide a solution. Conflicts must be dealt with adequate urgency.

• Relatable Experience

An important skill to develop as a manager is having the ability to see situations and circumstances through the eyes of team members. This is very difficult to do, however, with constant training, this important skill can be achieved. Understanding where your team is mentally, physically and on a performance scale helps to manage effectively. Here are possible indicators as to why some individuals might be hard to manage. o The individual might naturally be difficult to manage. o There could be various factors contributing to