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It Leadership

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Submitted By BillBly
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2012
IT Leadership at the United Nations

William Bly IT Leadership 4/8/2012

IT Leadership at the United Nations Table of Contents

2012

An Inside Look a United Nations Information Technologies ................................................... 5 UN Structure ................................................................................................................................... 6 General Assembly ........................................................................................................................ 6 General Assembly Subsidiary Bodies ......................................................................................... 7 Economic and Social Council ............................................................................................. 7 International Court of Justice .............................................................................................. 7 Security Council ..................................................................................................................... 7 Security Council Subsidiary Bodies ............................................................................................. 7 Trusteeship Council ............................................................................................................... 7 Secretariat .............................................................................................................................. 7 Repertory of Practice of United Nations Organs .............................................................. 8 ......................................................................................................................................................... 8 Secretariat Structure .................................................................................................................... 8 Executive Office of the Secretary-General (EOSG) ......................................................... 8 Office of Internal Oversight Services (OIOS)...................................................................... 8 Office of Legal Affairs (OLA) ................................................................................................ 8 Department of Political Affairs (DPA) ................................................................................. 8 Office for Disarmament Affairs (ODA) ................................................................................ 9 Department of Peacekeeping Operations (DPKO) ......................................................... 9 Department of Field Support (DFS) ..................................................................................... 9 Office for the Coordination of Humanitarian Affairs (OCHA) ......................................... 9 Department of Economic and Social Affairs (DESA) ..................................................... 10 Department for General Assembly and Conference Management (DGACM) ....... 10 Department of Public Information (DPI) .......................................................................... 10 Department of Safety and Security (DSS)........................................................................ 10 Department of Management (DM) ................................................................................. 10 Internal Justice Bodies ........................................................................................................ 11 Ethics Office ......................................................................................................................... 11 Office of the United Nations Ombudsman (OUNO) ...................................................... 11 Office of Administration of Justice .................................................................................... 11

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UN Dispute Tribunal (UNDT) ................................................................................................ 11 UN Appeals Tribunal (UNAT)............................................................................................... 11 United Nations Administrative Tribunal (UNAT) [abolished as of 31 December 2009 by GA resolution 63/253] .................................................................................................... 11 International Criminal Tribunals ......................................................................................... 11 International Tribunal for Rwanda (ICTR) ......................................................................... 11 International Tribunal for the Former Yugoslavia (ICTY) ................................................. 11 Special Advisers, Representatives and Envoys ............................................................... 11 Office of the High Representative for the Least Developed Countries, Landlocked Developing Countries and Small Island Developing States (OHRLLS) ......................... 11 Office of the Special Adviser on Africa (OSAA) ............................................................. 11 Office of the Special Adviser to the Secretary-General on the Prevention of Genocide ............................................................................................................................. 11 Office of the Special Representative of the Secretary-General for Children and Armed Conflict (OSRSG-CAC) .......................................................................................... 11 Office on Sport for Development and Peace ................................................................ 11 Special and Personal Representatives and Envoys of the Secretary-General (complete list) ...................................................................................................................... 11 UN Regional Commissions .................................................................................................. 11 Economic and Social Commission for Asia and the Pacific (ESCAP).......................... 11 Economic and Social Commission for Western Asia (ESCWA) ..................................... 11 Economic Commission for Africa (ECA) .......................................................................... 11 Economic Commission for Europe (ECE) ......................................................................... 11 Economic Commission for Latin America and the Caribbean (ECLAC) .................... 12 UN Offices Away From Headquarters .............................................................................. 12 United Nations Office at Geneva (UNOG) ...................................................................... 12 United Nations Office at Nairobi (UNON) ........................................................................ 12 United Nations Office at Vienna (UNOV) ........................................................................ 12 Other Offices........................................................................................................................ 12 Counter-Terrorism Committee Executive Directorate (CTED)....................................... 12 Office of the United Nations High Commissioner for Human Rights (OHCHR) ........... 12 Office of the United Nations High Commissioner for Refugees (UNHCR) ................... 12 United Nations Conference on Trade and Development (UNCTAD) ......................... 12 IT Leadership William Bly Page 2

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United Nations Environment Programme (UNEP) ........................................................... 12 United Nations Human Settlements Programme (UN-Habitat) ..................................... 12 United Nations Office on Drugs and Crime (UNODC) ................................................... 12 United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) ............................................................................................................................... 12 Additional Information........................................................................................................ 12 Department of Economic and Social Affairs (DESA) Our Work: ................................... 12 Our work takes many forms. DESA: ................................................................................... 13 DESA by numbers: ............................................................................................................... 13 Link to Department of Economic and Social Affairs DESA: ........................................... 14 Division for Sustainable Development ..................................................................................... 14 About .................................................................................................................................... 14 Mission ................................................................................................................................... 14 Goal ...................................................................................................................................... 14 Priority Activities for the Division to Achieve These Goals .............................................. 14 Communications and Information Management Services (CIMS).............................. 15 Job Openings.............................................................................................................................. 15 Job families: ................................................................................................................................. 15 Information Systems and Technology .............................................................................. 15 Information Management ................................................................................................. 15 Nature of the work .............................................................................................................. 15 Education ............................................................................................................................. 16 Systems ......................................................................................................................................... 17 Capital Master Plan CMP ................................................................................................... 17 UMOJA .................................................................................................................................. 17 Inspira .................................................................................................................................... 18 Galaxy................................................................................................................................... 18 INFORMATION SYSTEM AND TECHNOLOGY ..................................................................... 18 Professional Category and above ................................................................................... 18 Field Service Category ....................................................................................................... 18 ....................................................................................................................................................... 18

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Software ....................................................................................................................................... 18 Lotus Notes ........................................................................................................................... 18 IBM UNITE .............................................................................................................................. 19 eRoom .................................................................................................................................. 19 ............................................................................................................................................... 19 Staff Development ..................................................................................................................... 19 Summary............................................................................................................................... 20

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IT Leadership at the United Nations An Inside Look at United Nations Information Technologies

2012

With this report we will look at the complex issue of Information and Communication Technologies at the United Nations NY. The Office of Information and Communication Technologies (OICT) oversees the overall ICT at the United Nations. This office is administered by Assistant Secretary-General & Chief Information Technology Officer Choi Soon-hong. Having an ASG in charge of an office raises the level of importance as this ASG reports directly to the Secretary General Banki Moon. It is no simple task to pull together a wide variety of technologies and tools that are in use at the United Nations. Let us begin by looking at the organization structure. We will then drill down to the Department of Economic and Social Affairs DESA. My work is at the Secretariat in DESA. My duties are within the Division for Sustainable Development DSD. From my work at DSD I can give you a glimpse of how Information and Communication Technologies are handled. Each of the organizations has their own policies and procedures. It is now the task of OICT to oversee. “We live at a time when global organizations rely more heavily than ever before on information and communications technology (ICT). In this environment, an organization’s ability to achieve its mission and goals depends greatly on how well it manages ICT. The current state of the United Nations Secretariat’s ICT is the result of a decades-long absence of an organization-wide, strategic approach to ICT. Over the years, many individual units in the Secretariat have made considerable efforts and produced noteworthy achievements on ICT programmes. Yet the overall ICT capacities of the Secretariat are highly fragmented and lag behind those of other leading organizations. The goal of the ICT strategy, described in this publication, is to maximize the value of ICT in improving the Secretariat’s overall effectiveness and efficiency at delivering its services to the global community. The main thrusts of the ICT strategy are to overcome the difficulties attributable to what has become a highly fragmented ICT environment and to build strategic, integrated ICT capabilities through the introduction of improved systems, tools and methods to the Organization.” Choi Soon-hong Assistant Secretary-General & Chief Information Technology Officer Office of Information and Communications Technology: http://www.oict-un.org/ Link to UN ICT strategy PDF

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IT Leadership at the United Nations

2012

UN Structure

Link to chart

General Assembly
The General Assembly is the main deliberative organ of the UN and is composed of representatives of all Member States. The work of the United Nations year-round derives largely from the mandates given by the General Assembly. A revitalization of the Assembly is under way to enhance its role, authority, effectiveness and efficiency.

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IT Leadership at the United Nations General Assembly Subsidiary Bodies
Economic and Social Council

2012

The Economic and Social Council (ECOSOC), established by the UN Charter, is the principal organ to coordinate the economic, social and related work of the United Nations and the specialized agencies and institutions. Voting in the Council is by simple majority; each member has one vote. ECOSOC Subsidiary Bodies International Court of Justice The International Court of Justice, located at the Hague in the Netherlands, is the principal judicial organ of the United Nations. It settles legal disputes between states and gives advisory opinions to the UN and its specialized agencies. Its Statute is an integral part of the United Nations Charter. Security Council The Security Council has primary responsibility, under the UN Charter, for the maintenance of international peace and security. A reform of the Security Council, including its membership is under consideration.

Security Council Subsidiary Bodies
Trusteeship Council The Trusteeship Council was established in 1945 by the UN Charter to provide international supervision for 11 Trust Territories placed under the administration of 7 Member States, and ensure that adequate steps were taken to prepare the Territories for self-government and independence. By 1994, all Trust Territories had attained selfgovernment or independence. Its work completed, the Council has amended its rules of procedure to meet as and where occasion may require. Secretariat The Secretariat carries out the day-to-day work of the Organization. It services the other principal organs and carries out tasks as varied as the issues dealt with by the UN: administering peacekeeping operations, surveying economic and social trends, preparing studies on human rights, among others.

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IT Leadership at the United Nations
Repertory of Practice of United Nations Organs

2012

The Repertory of Practice of United Nations Organs is a legal publication containing analytical studies of the decisions of the principal organs of the United Nations. It is a comprehensive summary of the decisions of United Nations Organs and serves to throw light on questions of application and interpretation of the UN Charter in practice. Link to organization structure: http://www.un.org/en/mainbodies/

Secretariat Structure
Executive Office of the Secretary-General (EOSG)
• • • • •

Office of the Spokesperson for the Secretary-General Protocol and Liaison Service Global Compact Office Office of Information and Communication Technology (OICT) United Nations Office for Partnerships (UNOP)

Office of Internal Oversight Services (OIOS)
• • •

Internal Audit Division Inspection and Evaluation Division Investigations Division

Office of Legal Affairs (OLA)
• • • • • •

Office of the Legal Counsel General Legal Division Treaty Section Codification Division International Trade Law Division Division for Ocean Affairs and the Law of the Sea

Department of Political Affairs (DPA)
• • • • • •

Africa I Division Africa II Division Americas Division Europe Division Asia and the Pacific Division Middle East and West Asia Division William Bly Page 8

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• • • •

2012

Electoral Assistance Division Division for Palestinian Rights Security Council Affairs Division Decolonization Unit

Office for Disarmament Affairs (ODA)
• • • • •

Weapons of Mass Destruction Branch Conventional Arms Branch Information and Outreach Branch Regional Disarmament Branch Conference on Disarmament Secretariat and Conference Support Branch

Department of Peacekeeping Operations (DPKO)


• •



Office of Operations o Africa I Division o Africa II Division o Asia and Middle East Division o Europe and Latin America Division Office of Military Affairs Office of Rule of Law and Security Institutions o Police Division o Mine Action Service o Disarmament, Demobilization and Reintegration Section o Criminal Law and Judicial Advisory Division Policy, Evaluation and Training Division

Department of Field Support (DFS)
• • • •

Field Personnel Division Field Budget and Finance Division Logistics Support Division Communication and Information Technology Service

Office for the Coordination of Humanitarian Affairs (OCHA)
• • • • • •

Coordination and Response Division Policy Development and Studies Branch Advocacy and Information Management Branch External Relations and Support Mobilization Branch Emergency Services Branch International Strategy for Disaster Reduction (ISDR) Secretariat

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IT Leadership at the United Nations
Department of Economic and Social Affairs (DESA)
• • • • • • • • • •

2012

Financing for Development Office Office for Economic and Social Council Support and Coordination Office of the Special Adviser on Gender Issues and Advancement of Women Division for Social Policy and Development Secretariat of the UN Forum on Forests Statistics Division Division for Sustainable Development Population Division Development Policy and Analysis Division Division for Public Administration and Development Management

Department for General Assembly and Conference Management (DGACM)
• • • • •

Office of Protocol and Liaison Service Central Planning and Coordination Service General Assembly and Economic and Social Council Affairs Division Meetings and Publishing Division Documentation Division

Department of Public Information (DPI)
• • •

News and Media Division Outreach Division Strategic Communications Division

Department of Safety and Security (DSS)
• • •

Field Support Service Division of Regional Operations Division of Headquarters Security and Safety Services

Department of Management (DM)








Office of Programme Planning, Budget and Accounts o Programme Planning and Budget Division o Treasury Office of Human Resources Management o Careers Portal o Internships Office of Central Support Services o Procurement Division o Archives and Records Management o United Nations Postal Administration Capital Master Plan William Bly Page 10

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IT Leadership at the United Nations
Internal Justice Bodies Ethics Office Office of the United Nations Ombudsman (OUNO) Office of Administration of Justice UN Dispute Tribunal (UNDT) UN Appeals Tribunal (UNAT)

2012

United Nations Administrative Tribunal (UNAT) [abolished as of 31 December 2009 by GA resolution 63/253] International Criminal Tribunals International Tribunal for Rwanda (ICTR) International Tribunal for the Former Yugoslavia (ICTY) Special Advisers, Representatives and Envoys Office of the High Representative for the Least Developed Countries, Landlocked Developing Countries and Small Island Developing States (OHRLLS) Office of the Special Adviser on Africa (OSAA) Office of the Special Adviser to the Secretary-General on the Prevention of Genocide Office of the Special Representative of the Secretary-General for Children and Armed Conflict (OSRSG-CAC) Office on Sport for Development and Peace Special and Personal Representatives and Envoys of the Secretary-General (complete list) UN Regional Commissions Economic and Social Commission for Asia and the Pacific (ESCAP) Economic and Social Commission for Western Asia (ESCWA) Economic Commission for Africa (ECA) Economic Commission for Europe (ECE)

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IT Leadership at the United Nations
Economic Commission for Latin America and the Caribbean (ECLAC) UN Offices Away From Headquarters United Nations Office at Geneva (UNOG) United Nations Office at Nairobi (UNON) United Nations Office at Vienna (UNOV) Other Offices Counter-Terrorism Committee Executive Directorate (CTED) Office of the United Nations High Commissioner for Human Rights (OHCHR) Office of the United Nations High Commissioner for Refugees (UNHCR) United Nations Conference on Trade and Development (UNCTAD) United Nations Environment Programme (UNEP) United Nations Human Settlements Programme (UN-Habitat) United Nations Office on Drugs and Crime (UNODC) United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) Additional Information
• • •

2012

Staff Regulations and Rules of the United Nations [ST/SGB/2002/2] Secretariat Information Circulars Secretariat Administrative Instructions

Secretary-General's report "Composition of the Secretariat" [A/65/350] Link to Secretariat Structure http://www.un.org/en/mainbodies/secretariat/

Department of Economic and Social Affairs (DESA) Our Work: The United Nations Department of Economic and Social Affairs (DESA) and its predecessors have helped countries around the world meet their economic, social and environmental challenges for more than 50 years.

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IT Leadership at the United Nations

2012

DESA’s mission - to promote development for all - reflects a fundamental concern for equity and equality in countries large and small, developed and developing. Within the framework of the United Nations Development Agenda, DESA works on issues ranging from poverty reduction, population, gender equality and indigenous rights to macroeconomic policy, development finance, public sector innovation, forest policy, climate change and sustainable development. The Department also supports the effort to achieve the Millennium Development Goals, a set of time-bound targets, which put the eradication of poverty at the centre of the global partnership for development. At the United Nations, DESA provides the substantive support to intergovernmental processes on development issues in the General Assembly and in the Economic and Social Council, its functional commissions and expert bodies. DESA engages with a variety of stakeholders around the world, including nongovernmental organizations, civil society, the private sector, research and academic organizations and intergovernmental organizations, as well as our partner organizations in the United Nations system. Our work takes many forms. DESA:
• • • • •

Analyzes, generates and compiles a wide range of data and information on development issues. Brings together the international community to address economic and social challenges at conferences and summits. Supports the formulation of development policies, global standards and norms. Monitors and supports the implementation of international agreements. Assists nation states address their development challenges through engaging in a variety of capacity development initiatives.

Based at United Nations Headquarters in New York City, DESA has 9 Divisions, each of which performs a critical function in promoting development, together with our Capacity Development Office. DESA also collaborates closely with its partners at regional and country levels in helping countries to formulate and implement national development strategies. DESA by numbers:




On the research and analytical front, DESA’s top priority is to maximize the impact of its flagship publications and major intergovernmental reports on national and international policy-making. Every year, we prepare some 300 documents and 300 publications that analyze a wide range of development issues, which are distributed in print and electronic format around the world. DESA has supported more than 35 major summits and conferences since 1990 on issues ranging from sustainable development and the advancement of women to the global economic crisis, financing for development and the ageing of the global population. William Bly Page 13

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The Development Account, a fund established by the General Assembly and comanaged by DESA, has implemented more than 150 development projects around the world since 1997. In the year 2000, United Nations Member states agreed to 8 Millennium Development Goals to be achieved by 2015, with the global progress monitored by DESA in its annual Millennium Development Goals Report, as well as the Report of the MDG Gap Task Force.

Link to Department of Economic and Social Affairs DESA: http://www.un.org/en/development/desa/index.html

Division for Sustainable Development About Mission The Division for Sustainable Development (DSD) provides leadership and is an authoritative source of expertise within the United Nations system on sustainable development. It promotes sustainable development as the substantive secretariat to the UN Commission on Sustainable Development (CSD) and through technical cooperation and capacity building at international, regional and national levels. The context for the Division's work is the implementation of Agenda 21, the Johannesburg Plan of Implementation and the Barbados Programme of Action for Sustainable Development of Small Island Developing States. Goal
• • •

Integration of the social, economic and environmental dimensions of sustainable development in policy-making at international, regional and national levels; Wide-spread adoption of an integrated, cross-sectoral and broadly participatory approach to sustainable development; Measurable progress in the implementation of the goals and targets of the Johannesburg Plan of Implementation.

Priority Activities for the Division to Achieve These Goals




Facilitate intergovernmental negotiations, consensus-building and decisionmaking through the provision of substantive support to the work of the CSD and other related bodies; Provide technical assistance, expert advice and capacity building to support developing countries and countries with economies in transition in their efforts to achieve sustainable development;

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Facilitate inter-agency and inter-organizational cooperation, exchange and sharing of information, and catalyze joint activities and partnerships within the United Nations system and with other international organizations, governments and civil society groups in support of sustainable development; Promote and facilitate monitoring and evaluation of, and reporting on, the implementation of sustainable development at the national, regional and international levels; Undertake in-depth strategic analyses to provide policy advice to the USG/DESA, UN system and intergovernmental fora focusing on cross-cutting and emerging sustainable development issues.

Communications and Information Management Services (CIMS) CIMS provides overall technical support for DESA however each division has it’s on UN service level agreement with OICT. Depending on the level A, B or C will determine services provided by OICT, CIMS or in house. Each division has an IT and Web Focal Point and the duties and responsibilities are determined by the Terms of Reference or TOR that are provided when Job Offers JO are posted. Job offers are posted at UN Link to DESA Brochure

Job Openings
Careers https://careers.un.org/lbw/Home.aspx Some Job offers are still posted on Galaxy https://jobs.un.org/Galaxy/Release3/Vacancy/Vacancy.aspx

Job families:
Information Systems and Technology Information Management Nature of the work This network plays a vital role in the implementation of technology within the United Nations. It sets overall strategic directions for the Organization, plans and coordinates a wide range of Information Technology activities, and provides enterprise systems and infrastructure. Specifically, jobs include information and communication technology research, policy formulation and compliance, development, and the establishment of infrastructure to support the Organization’s information and communication technology systems which IT Leadership William Bly Page 15

IT Leadership at the United Nations

2012

include computing; telecommunications; office automation; software and hardware support; internet operations; and enterprise-wide applications. Additional responsibilities may also include technical support for the management of the Organization's information assets workflows by means of research and development of new technologies, computer processing and communication technologies. Typically at a higher level, jobs may cover the formulation of overall strategies and policies by participating in various committees, preparing documents on policy issues, and contributing to the overall management of a department’s technical activities and operations. Education Computer Science, Information Systems, Mathematics, Statistics, Electronic, Technical or Communication Engineering, Technical Science, Computer Technology, Archival, Information Science, Social Sciences or related fields. IT Job Offerings as of 4/8/2012

Job Title: Department/ Office: Duty Station:

INFORMATION SYSTEMS OFFICER, P3 International Civil Service Commission NEW YORK

Job Title:

Data Management Officer, P4 Department/ Office: United Nations Joint Staff Pension Fund Duty Station: NEW YORK

Job Title:

SENIOR INFORMATION SYSTEMS OFFICER, P5 Department/ Office:United Nations Joint Staff Pension Fund Duty Station: NEW YORK

Job Title: INFORMATION TECHNOLOGY ASSISTANT, G6 Department/ Office: Department of Economic and Social Affairs Duty Station: NEW YORK Job offerings are divided into categories General Service positions for IT positions do not require advanced college degrees but do require five or more year experience. These positions are found in GS level 4-7 with level 5 and 6 being the most common. G7 positions are rare and difficult to
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IT Leadership at the United Nations

2012

obtain. The professional category begins with P2 and these posts are set aside for applicants that have successfully entered the National Competitive Recruitment Examinations (NCRE). Professional can rise to the P5 level above that there is the Director levels of D1 and D2 who are in charge of branches or divisions. Beyond this are the Assistant Secretary General ASG, Under Secretary General USG that are heads a Departments who report to the Secretary General.

Systems
There are a number of systems in place at United Nations Headquarters. It is a complex process to introduce a new system. The United Nations is undergoing a great deal of changes under the Capital Master Plan CMP. Capital Master Plan CMP The mission of the Office of the Capital Master Plan is to manage the historic renovation of the United Nations Headquarters Complex and to execute the renovation on time and within budget, in a safe, accountable, and transparent manner, in order to create a modern, safe and sustainable work environment. With the CMP in progress there are ongoing upgrades to IT infrastructure, hardware and application software. Link to CMP UMOJA In this fast-changing world, the United Nations needs a new way of managing its resources in order to operate efficiently, meet Member State mandates and credibly report results. Umoja is an organizational transformation that will enable high-quality and cost-effective service delivery anywhere in the world. It will modernize the United Nations and allow it to meet increasing demands under growing financial pressure. It is a cornerstone for organizational change that will integrate with all other UN reform efforts – from accounting and human resources to developing climate-neutral business strategies. The Umoja solution will enable UN managers to plan their programmes and measure results with modern tools simplify a wide range of administrative practices provide updated and accurate data that will expedite decision making and enable better, faster service delivery to UN beneficiaries. Link to UMOJA at UN

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IT Leadership at the United Nations

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Inspira Inspira, Inc. has been helping businesses worldwide, aligning technology with business opportunities, utilizing a proven and scalable global delivery model to effectively manage cost of ownership and applications life-cycle management. Link to Inspira Inspira is used at the United Nations for Human Resources. It is replacing the Galaxy system that has been used for hiring. Not all of the features are fully integrated as legacy systems are still in use. The performance evaluations are handled by the EPAS system and Temporary Vacancy Announcements and Field Service positions are still currently posted in Galaxy. Galaxy Link to UN Galaxy INFORMATION SYSTEM AND TECHNOLOGY Below are links to current positions available through Galaxy. Professional Category and above Associate Information Technology Officer, P/2 (Multiple D/S), Deadline: 08 Apr 2012 Associate Telecommunications Officer, P/2 (Multiple D/S), Deadline: 08 Apr 2012 Chief Information Technology Officer, P/3 (Multiple D/S), Deadline: 08 Apr 2012 Chief Communications Officer, P/3 (Multiple D/S), Deadline: 08 Apr 2012 Field Service Category Chief Information Technology Officer, FS/6 (Multiple D/S), Deadline: 08 Apr 2012 Chief, Communications and Information Technology Section, FS/6 (Multiple D/S), Deadline: 08 Apr 2012 Chief, Communications Officer, FS/6 (Multiple D/S), Deadline: 08 Apr 2012

Software
Lotus Notes Lotus Notes helps you get your work done quickly IBM® Lotus® Notes® software brings social collaboration and business applications together within an easy to use integrated desktop experience, helping you discover, transform, and socialize content with colleagues. It helps keep you focused on your work, pivoting you to the collaboration tool you need at the moment. Link to Lotus Notes

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IT Leadership at the United Nations
IBM UNITE Overview

2012

The UNITE– Ubiquitous and Integrated Teamwork Environment – project is designed to develop an environment for virtual workplaces. People who are spread out in a variety of locations will be able to work together on a project and really feel part of the same team. Link to UNITE eRoom EMC Documentum eRoom is easy-to-use online team collaboration software that enables distributed teams to work together more efficiently. With Documentum eRoom, teams around the world can accelerate document collaboration and group activities, improve the development and delivery of products and services, optimize collaborative business processes, improve innovation, and streamline decision-making. Link to eRoom

Staff Development
The United Nations provides programmes for staff and specific programmes for IT focal points Links to Staff Development and for IT Focal Points: TECHNICAL FOCAL POINT PROGRAMMES INFORMATION TECHNOLOGY Below is a list of available courses for staff to attend free of charge with the permission of their immediate supervisor. These courses take place during the week day at office in the UN DC 2 building on East 44th street and the campus in Long Island City. Programmes run from half day to 5 days in length. Some of the classes are broken into sections where staffs will return for the next session after they have had a chance to implement what they have learned in the workplace.
• • • • •

Computer Orientation Graphic Design and Website Development Integrated Management Information System (IMIS) International Computer Driving License(ICDL) Lotus Notes Courses William Bly Page 19

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2012

Microsoft Courses Technical Focal Point Programmes

Summary I will sum this up where I fit in on the list and give an idea of what I might be working on. Since May 2012 I have been working at the Division for Sustainable Development on and off with the Small Island Developing States Unit. I was hired as a GS 6 which is at the high end of the General Service Category. My functional title is Web Assistant. In this capacity I report to the Chief of the Unit and post to web what is needed, maintain the website and fix broken links. However I am the IT and Web Focal Point for the Division and this position has given me a great deal for responsibilities. With this role I have been ordering work stations, laptops, Video conference equipment and installing as needed. I set up new users in the UN User Manager system UNUM. The UNUM is where we add new staff to our division so that we can give them access to Lotus Notes and the LAN. Very little actual LAN work is done as the infrastructure is in place and IP addresses are generated via dynamically DHCP. We do have to troubleshoot issues with workstations and printers. It is important to understand when to escalate an issue. We will contact CIMS or OICT as appropriate as per our service level agreements. Our division is a Class “B” so we are fairly independent. As an IT Focal Point we may have to use our personal credit card to pay for invoiced for hosting or Domain Name Registrations. The United Nations does not have a credit card so we pay the bill and prepare a memo to get reimbursed from one of the Executive Offices we deal with. Lastly we attend meetings hosted by CIMS for DESA. The focal point meetings deal with issues of new technologies, software and hardware updates keeping us abreast of latest policies and procedures. In addition I attend regular meetings with our social media work groups. I recently became the representative for the Division at the UN Staff Union and with that I became the web master and built a new site using a CMS. For me working with the Content Management Systems is the interesting part of the work. I have developed a number of sites for the division and continue to maintain and update as needed. I have found introducing Open Source solutions to the UN and interesting challenge. In 2010 when I joined Open Source was only under consideration. A few weeks later we had a fully functional Joomla! WCMS up and running. Now Drupal, Wordpress and PHP base sites are becoming more and more common.

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IT Leadership at the United Nations http://u-seek.org/ http://www.sidsnet.org/ http://www.un.org/esa/dsd/ http://www.uncsd2012.org/rio20/index.html

2012

It is my hope that going back to school will help me to improve my IT skills and provide a degree that will help me to advance within the system. I have found that IT leadership is a valuable skill. If I am unable realize my potential within the UN system I have plans in place to put this knowledge to work outside the system in the private sector.

IT Leadership

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...Table of Contents 1.0 Introduction 2.0 Literature review 2.1 Leadership 2.2 Leadership Theories 2.3 Leadership Styles 2.4 Impact of Leadership on Organizations 3.0 Analysis and Findings 4.0 Conclusion References 1.0 Introduction Over the past decades the study of leadership has been carried out by a number of different scholars. The study of leadership has been faced with challenges of a number of definitions. However, these definitions have shown the significance of leadership among a group of individuals, and organisations. Three contemporary views on leadership have been provided by known scholars, such as transactional leadership, transformational leadership, and charismatic leadership views. In the globe today, people witness or work with several leaders with different types of leadership styles in their organisations. However, there are two major leadership theories that define or assume there is a particular personality or behavioural characteristics that leaders share. Leadership has been one of the most discussed and debated topics in social sciences. These debates and discussions have shown how vital and important leadership is regarded. The objective of this paper is to discuss the importance of leadership. The following section would provide a literature review. Thereby defining leadership and its importance, the impact of leadership in organizations. 2.0 Literature review Leadership in the past decades has been one of the most debated and......

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...ethical leadership? Michel Dion ´ Universite de Sherbrooke, Sherbrooke, Canada Abstract Purpose – The aim of this study is to know if ethical theories could be connected to some leadership approaches. Design/methodology/approach – In the paper eight leadership approaches are selected: directive leadership, self-leadership, authentic leadership, transactional leadership, shared leadership, charismatic leadership, servant leadership, transformational leadership. Five western ethical theories (philosophical egoism, utilitarianism, Kantianism, ethics of virtue, ethics of responsibility) are analyzed to see to what extent their basic concepts could be connected to one or the other leadership approach. Findings – A given ethical theory (such as philosophical egoism) could be suitable to the components of various leadership approaches. Ethical leadership does not imply that a given leadership approach is reflecting only one ethical theory. Rather, ethical leadership implies that for different reasons, various leadership approaches could agree with the same ethical theory. This is what we could call the “moral flexibility of leadership approaches”. Research limitations/implications – This study focuses on western ethical theories. A similar study should be undertaken for Eastern ethical theories coming from Buddhism, Hinduism, Confucianism, or Daoism. Practical implications – Some dualisms (such as Kantianism-transformational leadership, philosophical egoism-transactional......

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...Transformational leadership in the South African public service after the April 2009 national elections Authors: Manasseh M. Mokgolo1 Patricia Mokgolo2 Mike Modiba3 Affiliations: 1 Department of Human Resources Management, University of South Africa, South Africa Learning and Development Unit, Tromso Management Consultants CC, Boyne, South Africa 2 Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction. Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives. Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS). Main findings: Transformational leadership had a......

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...Leadership…changing over the years. The study of leadership and its styles over the years has proven to be quite a challenge owing to its abstract nature and differences in perception, making an objective discourse rather difficult. Over the years, different researchers have come up with models of their own, as they attempted to explain leadership and the various roles it encompasses. It is therefore a fruitful approach to first consider the major theories on the topic. This would help us better comprehend the evolution of perceptions on leadership, and help us explain the connection between leadership and motivation as we proceed through the report. * Trait studies of leadership Early studies on leadership focused on identifying the personality traits that contributed to success as a leader (Argyris, 1955; Mahoney et al., 1960). The underlying assumption in these studies, known as trait studies, was that successful leaders had innate qualities that could not be ‘learnt’, which made them different from non-leaders. In short, successful leaders were born, not made. Discussions of leadership in the 20th century essentially began with the trait approach. While this perspective is now seen as incomplete, there has been recent renewed interest in characteristics of effective leaders. In spite of the questionable premise of trait theory as originally conceived, recent research has identified some traits associated with effective leaders: intelligence, self-confidence,......

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... | CONTRASTING STYLE OF TWO LEADERS The traces of Leader and the act to guide have always been since the beginning of mankind. Numerous theories have been evolved; definitions have been coined by various famous and renowned authors, academicians and also from the various institutes. In today’s business active world lot of attention have been shed on leaders and various notions of leadership linked with them. Peter Drucker, in his work in 1954 pointed out that “Leadership is of utmost importance. Indeed there is no substitute for it. But leadership cannot be created or promoted. It cannot be taught or learned”. In an orthodox composition on ‘Kantian theory of Leadership’, Bowie mentioned that “leader has a hierarchical and even elitist connotation, opposite to Kant’s moral (basically egalitarian) philosophy” (Bowie, N, 2000).As per Machaivelli “power was seen as the sole purpose of leadership”. (Machiavelli, N, 1952). Were as academicians like Schiro, J. B. (1999) whose view is more vigorous; “Leadership is an elusive concept, so there are many definitions of...

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...Evaluation of Leadership in private sector organizations in Aruba Faculty of Hospitality & Tourism Management Leadership and Management Midterm Report Abstract This paper brings forward the key aspects of the Aruban Entrepreneur. These would be discussed and related to different theories. To obtain these aspects of entrepreneurial activity two local entrepreneurs were interviewed and their philosophies were put into this paper. Beside the key aspects this paper would also discuss entrepreneurship, entrepreneurship, the relationship between entrepreneurship and economic growth and the common traits and skills of the Aruban entrepreneur. Abstract Content Introduction to the organization Current leadership Scientific analysis and diagnosis of leadership Areas of improvements Recommendations Critical reflections Resources Introduction As part of the Master’s program at the University of Aruba, in the Faculty of Hospitality & Tourism Management Studies, in the course “Leadership & Management”, it is required to submit a paper on the “Evaluation of leadership in private organizations in Aruba”. More specifically, this paper will have an in depth look at the leadership styles within the Aruban businesses and analyze and explained the findings/ observations based on leadership theories. More particular, we will try to uncover the different leadership models that can be applied in order to improve effectiveness and efficiency, overall......

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...ADEOYE MATRIC NUMBER: PG/SMS/014/14495 COURSE CODE: BUS 838 COURSE TITLE: MANAGEMENT THEORY. TOPIC: LEADERSHIP DATE: AUGUST, 2015 An Assignment Submitted To Prof. J.O. Adetayo OUTLINE: A. Introduction B. The Concept of Leadership C. Conclusion D. References INTRODUCTION There is nothing elusive about leadership. Although great leaders may be rare as great runners great partners or great actors, everyone has leadership potential just as everyone has some ability at running painting and acting. (The management bible leadership is about knowing what the next step is (John Adair). Ref: Neil Flamaga & Jaruis Finger (2004): The management bible cape town Zebra Press. Leadership is not an exclusive club for those who are born with it. Employees generally follows their leaders. They are therefore much likely to comply with laws and guidelines when leaders show high commitment to compliance. Leaders must set a good example and clearly communicate their expectations. Compliance with regulations much more likely when leaders develop and carry out programs that emphasize the goals of regulation such as diversity and safety. Various programme should be carefully developed and communicated to increase employees knowledge and motivation (Stewart & Brown, 2009). The Black ants filled out aimlessly without a leader. (French Proverb) a lot leadership has a lot to should in the direction of the human efforts towards organisational goal achievement.......

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...Leadership September 8, 2013 MGMT 1115 Instructor: Sandi Wakefield Leadership is the ability to inspire confidence and support among the people who are needed to achieve organizational goals. Leadership involves establishing a vision that is clear to others so that they will follow specific goals willingly. In leadership this person will guide and or direct a group of people. A person that has leadership skills always steps up in crisis, and has the ability to act and think in difficult crisis. Leadership cannot be taught like management can, it may be learned and improved through mentoring and instruction. Whereas, with management one act as a boss and a implementer. In management a person produces order, stability, and expectedness. As oppose to leadership this person produces change and adaptability to new products, new markets, new customers, and new work processes. (DuBrin, The Nature and Importance of Leadership, 2010) According to Ernie DiMattia in the Library Journal, leadership and management are two related terms related to the operation of any successful organization. He states that leadership refers to someone who guides or influences others while management is the process of directing or administering. Motivating different level of staff members encouraging them and organizing them, maintaining stability, and balancing external change with internal culture, are some of the ways leadership and management are internally linked. Not all leaders manage and...

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...60 Academy of Management Perspectives February A R T I C L E S Leadership and Neuroscience: Can We Revolutionize the Way That Inspirational Leaders Are Identified and Developed? by David A. Waldman, Pierre A. Balthazard, and Suzanne J. Peterson Executive Overview Recent advances in the field of neuroscience can significantly add to our understanding of leadership and its development. Specifically, we are interested in what neuroscience can tell us about inspirational leadership. Based on our findings, we discuss how future research in leadership can be combined with neuroscience, as well as potential neurofeedback interventions for the purpose of leadership development. We also consider ethical implications and applications to management-related areas beyond leadership. L eadership development is a multibillion-dollar industry, with in-house as well as external consulting groups offering leadership development techniques and programs for their clients. The efficacy of traditional leadership development methods, however, has recently been called into question (Haines, 2009), with many researchers recognizing the need to go beyond traditional leadership assessment methods, which typically involve evaluating leader behaviors and qualities through some sort of survey process through which followers or peers rate a leader’s effectiveness. In particular, recent advances in neuroscience are expanding our understanding of behavior and......

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...LEADERSHIP Tamethea C. Willis Simmons College Leadership and Management NU 454 Leadership “Effective leaders bring out the best in people by stimulating them to achieve what they thought was impossible” (Leadership Education and Development INC. [LED], 2007, expression 17). It is often heard that an organizations success is based on the strength and effectiveness of its leaders. As concepts and theory’s of leadership continue to evolve, it is paramount that the proper leader is chosen to be the change agent in today’s workforce. In the context of this paper, I will define leadership; assess my own leadership style and my peer’s perception of my style, distinguish what type of leadership I work best under, and the style of leadership of my current manager. When choosing a leader, there are three aspects that should be considered: people, influence and goals. In the words of Richard L Daft, Jr. Professor of Management at Vanderbilt graduate school of management, “Leadership occurs among people, involves the use of influence, and is used to attain goals…Thus, leadership as defined here is the ability to influence people towards the attainment of goals” (Daft, 2000, p. 502). However, other theorist and researches have not come into agreement on what the definition of a leader should be. Early leadership definitions placed emphasis on the leader’s behavior or traits, while contemporary definitions of leadership places greater focus on......

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...Introduction My definition of leadership is having a lasting impression on others, and not only inspiring them, but making a physical difference in their lives (hopefully in a good way). To have this ability to make impressions and differences, you need communication skills. One who cannot communicate well will never be a leader. A leader must know how to speak so his ideas are understood in the correct way. The next aspect of effective leadership is the ability to make decisions to change, and not always stick to the status quo. What good are leaders who are afraid of change? Another aspect of leadership is the ability to handle failure, because this is an aspect of leadership whether we want to believe it or not. My experiences in life have greatly influenced my definition of leadership. Throughout my career and life I have had a chance to experience different leadership styles and theories exhibited by different people. I have learned to use the good and not use the bad when dealing with followers. Different people and different situations require different approaches, as well as different styles and theories. The theories I will explore in my research that has also influenced my thinking on leadership and leaders are Transformational Leadership, Leader-Member Exchange Theory, and Servant Leadership. Philosophy Transformational leadership is a leadership style that I admire and hope to use effectively when I return to work. “Transformational leaders......

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...Title: Effective Leadership Introduction: Leadership is "the conduct of an individual when he is guiding the activities of a group towards a collective goal". A leader is described as someone who sets supervision in an effort and influences people to pursue that direction. How they establish that direction and influence individuals depends on a variety of factors. Before I get started, let me characterize leadership according to all the books and academic journals I have read. Leadership is a course of action by which a person inspires others to accomplish a purpose and manages the organization in a way that makes it more systematic, coherent and run like an excellent tuned engine. Leaders carry out this practice by applying their leadership characteristics, such as vision, attitude, values, ethics, character, intelligence and skills. “Effective leaders rely more on personal power than on position power,” albeit your position in an organization as a manager, administrator, lead, etc. gives you the power by virtue of the position to accomplish specific tasks and objectives in the organization, this authority does not make you a leader...it merely makes you the person in charge by the position. Leadership varies in that it makes the followers want to accomplish high goals, rather than merely bossing or dictating people around. Leadership is said to be a whole lot and nothing. It is everything because it can be established at all levels in organizations, not just at the......

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...Code 5741/41 LEADERSHIP –THEORY AND PRACTICE This essay will review the theory of leadership from early in the last century and critically assess the most relevant areas under debate. Theory What is leadership? Leadership is of itself constantly in debate, what is it, do we need it and how does it work are just some of the questions in what remains a live and ongoing debate. Whilst there are many definitions available in the wide array of literature the one selected here is that of Rost[1] who said” leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” having analysed the definitions of leadership used in the literature from 1900-1979 . At its most fundamental level there is a great deal of discussions about what is leadership and what is management with authors such as Kotter[2] who describes a leader as someone who creates an agenda through the establishment of a vision and gives direction to help align the followers to achieve a successful outcome , compared to his arguably less positive description of a manager as someone who prepares plans and budgets, organizes and staffs the team and monitors the results against a plan, hence the manager is seen to provide order, consistency and predictability. Rost on the other hand argues against this[3] “up with leaders and down with management” approach which he suggests Kotter’s approach describes and concludes this obsession with leadership is not......

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