Free IT Manager's Handbook: Getting Your New Job Done by Bill Holtsnider, Brian D. Jaffe Page A

bumpy ride, culture clashes, and some staff turnover.
2. Leave them alone. The opposite extreme would be to just leave the other company as is. Your company may have a culture of decentralization or divisional autonomy that supports this kind of posture, or perhaps your company bought this other organization because they are lean, fast-paced, and profitable and may not want to tamper with that success. In fact, your management may hope that the parent becomes more like the adopted child, and not vice versa. In a case like this you may not need to do much more than add the acquired company’s addresses into your e-mail system and establish some basic connectivity. Regardless, make sure you contact the other company’s IT Manager to establish and maintain a relationship. Share with her information about resources your organization may have (e.g., staff expertise, volume purchase agreements) that she may want to take advantage of. The more you share with her, the more she’s likely to share with you.
3. Phased integration. This is the obvious compromise path. In a case like this, you work with the IT Manager of the other company to set future milestone project manager targets, each of which brings you closer to full integration. Depending on the circumstances of the two companies, they may set common (and integrated) goals, but take different paths to get there.
    No matter what the situation, it’s vital to remember that what may have been the right choices for one of the companies in the past may not be the right choices for the unified organization. Equally important is that just because the acquired company is in the subordinate position doesn’t mean they have nothing to offer—each can learn from the other. An emotional attachment to a technology or product limits your perspective and can backfire. At times like this, those who can demonstrate an ability to adapt to change will be the most successful.
    1.9 Further References
    Websites
careerplanning.about.com/cs/firstjob/a/new_job.htm . [first-day tips from about.com].
www.amanet.org/index.htm . [American Management Association].
www.asktheheadhunter.com/hastartjob.htm . [tips from a headhunter about starting a job on the right foot].
www.bls.gov/oco . [Occupational Outlook Handbook, Bureau of Labor Statistics, U.S. Department of Labor].
www.kornferryinstitute.com/files/pdf1/KFceo_whtppr_jan30.pdf . [survey about senior management terminations].
www.managementhelp.org . [library of resources for managers].
www.networkworld.com/news/2010/061010-job-growth-salaries.html . [article on IT job growth].
www.techamerica.org . [IT industry association].
    Books and Articles
Bradt GB, Check JA, Pedraza JE, (2009). The New Leader’s 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results . Wiley.
Daft RL, (2011). Management . South-Western College Pub.
Grimme D, Grimme S, (2008). The New Manager’s Tool Kit: 21 Things You Need to Know to Hit the Ground Running . AMACOM.
Kotter JP, (1990). A Force for Change . Free Press.
Labadie R, (2007). Hi! I’m Your New Manager! You’re New—They’re Not! So What Happens Now? . AuthorHouse.
Murray A, (2010). The Wall Street Journal Essential Guide to Management: Lasting Lessons from the Best Leadership Minds of Our Time . Harper Books.
Pettibone T, (2009). The first 100 Days on the Job. Baseline Magazine . [March].
Pratt MK, (2008). IT Careers: 5 Tips for Charting Your 100 Day Plan. Computerworld . [October 28].
Tynan K, (2010). Survive Your Promotion! The 90 Day Success Plan for New Managers . Personal Focus Press.
Weinstein M, (2011). Mixing Business and IT. CIO Insight Magazine . [May/June].
Winters GC, (2010). What Your Boss Never Told You: The Quick Start Guide for New Managers. CreateSpace .
Zenger J, (2010). The Complete New Manager . McGraw-Hill.

Chapter 2
    Managing Your IT Team
    The best executive is one who has sense enough to pick good people to do what he wants them to do, and self-restraint