The power of modern information systems and information technology (lSIIT) offers new opportunities to rethink, at the broadest levels, existing business strategies, approaches and practices. Over the past decade, IT has opened up new business opportunities, led to the development of new strategic IS and challenged all managers and users of ISIIT to devise new ways to make better use of information. Yet this era which began with much confidence and optimism is now suffering under a legacy of systems that are increasingly failing to meet business needs, and lasting fixes are proving costly and difficult to implement. General management is experiencing a crisis of confidence in their IS functions and in the chiefinformation systems officers who lead them (Earl and Feeney, 1994:11). The concern for chief executive officers is that they are confronting a situation that is seemingly out of control. They are asking, 'What is the best way to rein in these problems and effectively assess IS performance? Further, how can we be certain that IS is adequately adding value to the organisational bottom line?' On the other hand, IS executives and professionals who are responsible for creating, managing and maintaining the organisation's systems are worried about the preparedness of general managers to cope with the growth in new technologies and systems. They see IT having a polarising effect on general managers; it either bedazzles or frightens them (Davenport, 1994: 119).

Autorentext

Ben-Zion Barta is with Bar-Code Computers Ltd., Israel Peter Juliff is Head of the School of Management and Information Systems, Deakin University, Burwood, Australia

Inhalt
1 Involving managers with Information Technology bridging the culture gap.- 2 Broadening software engineering courses to include organisational and behavioural factors.- 3 Management's knowledge of Information Technology.- 4 Linking management and information systems through case analysis of international business operations.- 5 Information Technology for managers: Australian generic MBA programs.- 6 Contracts in the IT education of managers.- 7 Information Technology in China.- 8 Training educational managers to use Information Systems: a three-phase approach.- 9 Educating to bridge the knowledge gap: hybrid management undergraduate education 19851995.- 10 Course management for novice IT professionals.- 11 The whys and whats of an IT specialisation within a generalist management tertiary education.- 12 MIS in the MBA is broken! Do we want to fix it or ditch it?.- 13 The nexus between management and Information Technology attitudes and influence of the professional bodies.- 14 Information Technology curriculum for engineering management qualification.- 15 Not Economic Informatics but Informatic Economics The development of the subject Economic Informatics in the commercial colleges in North-Rhine Westphalia, Germany.- 16 Business users and the information systems development process: a need to know basis.- 17 Business simulations: dynamic, computer based case studies for management development.- 18 IT curriculum in business education content and market analysis.- 19 Realising Information Technology benefits in the health sector the management education agenda.- 20 Information Technology studies in higher business and management education in Finland.- 21 How teaching through IT modifies the teaching curriculum.- 22 Chief Information Officers newroles and emerging duties.- 23 Building executive information systems Visual Basic for management students.- 24 IT education for hospitality managers.- 25 Managerial skills in technical professionals an exploration of IT project leadership.- 26 The hybrid manager: achievement within a world wide dimension.- 27 Critical systems development ramifications for management.- 28 Discussion group: The changing role of management.- 29 Discussion group: Teaching and learning using the www.- Index of contributors.- Keyword index.