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Problem within the IT Dept.

By Naser ·
Dear experts,
Before i start, i would thank all you guys with this great website which a good idea to solve all related issues of IT and Management.

I'm a new IT Dept. Manager (2 Years), and i'm reporting to the CFO, I have 8 Engineers work with me for a PEPSI Bottler in Africa my problem is my experience is a quit good in Networking infrasturcture, and Administration, i feel i have some weakness in terms of managing people within my dept., and the issue here is the top management them selves, they used to interfere between me and my people, in all issues, and i can't even take action against anyone of them unless i go back to the CFO, and my people felt in that because the top managements make them feel it by some previous actions i took before and they didn't listen to me , which is make it more worse.
Yesterday i ask one of them to go and install a software for one of the sales dept managers, he went to him but he faced some difficulties in terms of permissions and because he is from software background he didn't manage to solve the issue, he called me and asked did you remove me from domain admin group, i told him yes, he shows some anger about this by stopping his work and he came to me saying please don't send me any more to install any thing and this is red warning, and ... so on.

I was very angry because of his action and i'm totally confused, if i take action i have to wait and see how the CFO will solve the problem, and i feel he will make more worse and he will adress the issue on me because of my weakness, and in case i didn't take the action it will be a mess, and if not i prefer to raise it up to the General Manager.

Please advice.


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Management Culture

by BFilmFan In reply to Problem within the IT Dep ...

My first observation is why the concern on taking action against your employees.
Were there issues when you took over the shop?
Or is it just not running the way you want it to?

It is my advice that you do not attempt to impose your vision on a successfully operating shop. Improve yes, drastically re-create, no. If you attempt this, you're asking to create an IT disaster.

In addition, did you inform your engineer that you would be changing his rights? Did you check to see what rights he required to perform his duties?

It appears from your message that you did neither and made a change which caused an issue. If this is true, you owe your engineer an apology and a dressing down on the CFO's carpet.

Frankly, if one of my IT Manager's took it upon himself to begin administering rights without investigating the reprecussions, he'd get a written warning, at the very least.

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Re:Management Culture

by Naser In reply to Management Culture

Because i deserve this mess, since i tried to create a friendship invironment between me and them, but they missuse it, if i was tough with them no body will even think to say a word to me.
i was totally shocked that i receive such answer from one of my best employees.

and thank you for your advice, and you are right, that i have to inform him about his rights, but i told every one in the dept about the way to install a software for any one, as i replied to Hopkinson

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Addressing issues

by j.lupo In reply to Problem within the IT Dep ...

I have to agree with BFlimFlam (hope I spelled that correctly). From what I could figure out from your post, you sent one of your staff to do a task that your actions prevent him/her from doing.

You need to develop a culture within your group of teamwork and collaboration. As "B" said, don't break something that is working successfully. You indicated that you are new to management, perhaps it wouldn't hurt to take some Leadership training and Management courses that help you to build your own skills in this area. You seem concerned about your skills and how you look.

If you want to improve the group, you need to start with yourself. Lead by example and your staff will follow you. Make sure assignments and expectations are clear. Also, check that things you do, don't prevent others from doing their jobs. Try not to set people up to fail. Your success depends on them.

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by The Admiral In reply to Addressing issues

I wish that was the case, lead by example. Most of the management team where I worked lead by sending an email after work hours expecting a response.

I think here, we are jumping to too many conclusions, since I have USER for the rights management for the technicians, and Power User rights for the ID Administrators, and only the System Administrators have Administration Rights (creating shares, etc).

I think he needs to go to the CFO and tell him a plan to change the efficiency of the group then allow the CFO to give an opinion on what he would like to see. Then in the middle, put in as part of the plan that any requests has to come through the manager. Pure and simple.

If not, then why hire a manager?

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Very first thing

by Info-Safety, LLC In reply to Problem within the IT Dep ...

Buy and read Rick Maurer's Beyond the Wall of Resistance. If you do nothing else, learn that people react positively to what they consider to be their own ideas. It is possible to win over people, but unlikely to win against people.

Good luck.

Craig Herberg

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Well if he needed

by Tony Hopkinson In reply to Problem within the IT Dep ...

Domain Admin rights to complete the task you gave him. You made him look stupid
If he didn't and you didn't tell him, so he could have to change his method of completing the task. You made him look stupid.
If he misunderood the task, then you didn't check that he'd understood so he looked stupid.
If he was the 'wrong' guy to do the task and you assigned him it anyway, you made him look stupid.

Put your self in his position, he got sent out to do a job he couldn't do, was made to struggle and look like a complete dork in front of a customer.

Course he's not happy, in his place I'd have gone ballistic, and everybody in the building would have heard me question your parentage.

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by Naser In reply to Well if he needed

I agree with you guys, but there is something i forget to include in my post.

I made all machines in my network with 2 user accounts, one of them is normal resricted domain user, and the other is a local administrator account, and i made unit password for all machines of local Admin user , only IT dept know this password, in order to make them able to install uninstall, etc..

I did that because i have 65 users in my network and some of them are crazy users trying to play with windows settings.

The problem is this engineer considered to be senior engineer, and he can do that job, but he seems to be he forgot the password, and he don't know that adding the restricted domain user to the local administrators group will solve the problem
until he finish his work and then he remove him from admin group, and the other thing i sent him because the help desk is in leave and no one can do the job other than him.

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You said in your orinial post he was a software

by Tony Hopkinson In reply to EXPLAINING

chap, being one myself,I can assure you there are a whole range of admin tasks that I would have to muddle and struggle with and potentially fail.
Should has nothing to do with it, he obviously didn't know how to complete the task he was given. If you are going to drop admin tasks on him as an extra resource when you are stuck, make sure he's trained.
In your position, I'd apologise to him on the basis that I'd assumed the task was obvious, then I'd set up some training for him in basic admin, policies and procedures. It shouldn't take too long, and will really just be a process of familiarization with the tools, the concepts are hardly going to be a problem.
Best of all it's resolves the problem in a professional manner and doesn't involve the CFO.
People always have a lot more respect for those who admit to a mistake than those who will do anything but. Doesn't matter whether you feel you made one he does. Not only that when you've admitted 'your' fault, and outlined a resolution, he's going to feel guilty about not playing along and becoming more useful to you. You may even get an apology back and be able to write the whole incident off as a misunderstanding.

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by The Admiral In reply to Problem within the IT Dep ...

Sometimes you have to get Sergeant Major on people. The fact is that you may be setting a meek tone with the people.

First, I would go to the CFO and ask him why you are there. When he responds, ask him why he is not allowed to do his job. Then mention to him that it is kind of awkward that you are there to manage people and you keep getting undermined when it comes to managing the people. Then you would like for him to go with you and stand with you when you tell the people #2.

Second, I would go to the people with the CFO and tell them that any wishes or commands, or other forms of communication will now come from you and you only. Only if you are not there for any reason (you are not there at work) will commands come from the executive management. You also want to mention that if there is something that you mention to technicians, that it comes with more urgency than what they are working on.

It is not up to the engineers or technicians to determine where the orders come from, it is for them to do, not think about it.

Our IT department has a very well running IT department, in that it works very hard since we got rid of the buracracy and start demanding respect.

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