Organisational culture hampering decision making, say IT directors

Effective decision making by IT managers is being hampered by their employers' organisational culture, according to a survey of 2,820 managers by the Chartered Management Institute.

Effective decision making by IT managers is being hampered by their employers' organisational culture, according to a survey of 2,820 managers by the Chartered Management Institute.

Most IT managers said an unsupportive culture in their organisations directly affected their day-to-day decision making.

Some 14% said that bureaucracy in their organisation had led them to make decisions "against their better judgment" and just 8% said they had the responsibility to sign off projects.

Despite the obstacles, managers said they had confidence in their ability to make decisions.  Only 8% of managers said that making decisions at work was difficult.

And 65% of IT managers said they were more concerned about the impact that their decisions had on their employers than the impact that decisions had on their careers.

"In contrast to populist stereotypes, IT managers are passionate about the impact that their decisions have on others. However, they appear to be working in environments where decision making is regarded with an element of fear," said CMI marketing and corporate affairs director Jo Causon.

When asked to identify the dominant culture in their organisation, 31% of IT managers said their employers were reactive rather than proactive, 23% said they were characterised by secrecy and suspicion, and 22% that they were risk-averse.

Some 30% of managers said their employers responded to change in "an ad hoc, haphazard fashion". Just 13% said the dominant culture in their organisations was entrepreneurial.

 

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