Managing ICT structures

+ adv 

• clear authority and responsibility
• defined promotional paths
• makes use of specialist managers
• loyalty of empolyees

- dis 

• communication slow cause of structure
• departments make descidions to beneift themselves not company 
• horizontal communication difficult 

+ adv 

• more communication betwwen management and workers 
• fast easy descicion making 
• fewer levels of management fewer costs

- dis

• workers may have more than one boss
• structure limits growth of organistaion 
• employees responsibilities can be unclear and mergerd 

+ adv

• employees choose according to spcialist skills tasks
• dynamic teams new ideas
• project managers in charge of project

- dis 

• conflict between team 
• projects hard to monitor because of employee independance 
• costs increased if additionla managers created 

+ adv 

• senior managers have more control over prganisation 
• descidions benefit the whole organisations 
• more expierenced managers 

- dis 

• main descidions form sttrategicstaff may not benefit all departments
• boss may not specilaise in certain departments 
• empolyees may feel isoltaed within departments

+ adv 

• senior managers have more time  to make buisness descidions as other descidions can be made by other departments 
• encouraged motivaion staff do more for company 
• empolyees respond fast 

- dis 

• senior managers may not know the number of employees in ecah department
• demotivated staff unclear compnay aims 
• slow communication flow 

Strategy

> make plan or method of approach developed by organsation to achieve goals

Policy

 > corse of action in written form by organistaion to promote best practice to unsurea good result 

Tactics 

> detailed info of procedures taken to achieve results linking to strategy

Strategic

Tactical 

Operational 

Autorcatic 

Democratic 

Paternalistic 

Laissez- Faire 

Oragnistaional aim they would like to achieve how they can best reach these goals using ICT resources. ICT strategy is an overall direction. Manages use of ICT policies to help achieve this series of goals

Security Policy 

> rules and regulations of ICT security 

Procurement Policy 

> purcahsing arrangement of equipment and sevices 

Training Policy 

> staff skills and knowledge matched with tasks 

In charge of ICT reources, invests in iCT technology within an organistaion. Operates at a strategic level, overall techincal direction of buisness. Inolved in buisness strategic plans , responsible for ICT budget and admin, making descidions about hardware and software