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Reports on the reaction of information technology managers to a decision by software company Microsoft Corp. to postpone some of its volume license changes that had been scheduled to take effect on October 1, 2001. Reasons for launching the changes; Benefits of an Enterprise Agreement to customers using Microsoft products; Terms under the Software Assurance program of Microsoft.

Deals with the survey conducted by `Computerworld' magazine among information technology (IT) managers concerning their IT budgets for the year 2001. Rate of respondents who plan to increase their IT budgets; Status of their recruiting budgets; Reasons many IT managers anticipate spending more on security; Percentage of the IT budgets being consumed by e-business.

Focuses on the volunteer work of information technology executives on their respective communities. Don Sunderland, chief information officer of Edison Schools Inc.; Stephen Raye, chief information officer of GeneralCologne Life Re of America; William Webster, vice-president of consumer information management of Bristor-Myers Squibb Co.

Presents ways for identifying the innate talents of employees in managing projects. Innate characteristics to look at an individual; Significance of strong communication skills in project managers.

Reports on the confidence of a majority of information systems managers surveyed in September 1998 by `Computer World,' that their computer systems will be compliant by January 1, 2000. Details on the findings of the survey; Comments from Jack Rose, computer operations manager at Minnesota Wire & Cable Co.

Presents the results of `Computerworld' magazine's survey of top executives concerning their attitudes regarding their companies' information systems (IS) departments. Executives' perceptions of their IS departments; Views on information technology (IT).

In this article, the author discusses what managers can do to keep employees' morale high in the U.S. He cites the different types of employee groups in the workplace that a manager could encounter including the passively disengaged people, the actively repelled ones and the passionately destructive few. He then outlines various strategies in dealing with such types of employees.

The article reports on the findings of a survey related to the attitude of information technology (IT) professionals in the U.S. The respondents were asked on various work-related issues such as workplace politics and on things like favorite books, consumer technology that they would most like to own and favorite songs. They comment on how they most like to be rewarded for success.

The article profiles Robert. E. Kashmer, Jr., vice president of information technology (IT) in H.D. SMITH. According to Bill Clarke, who has worked with Kashmer for 12 years, Kashmer shows his leadership and mentoring skills to his subordinates while allowing them deliver goods on their own. Clark asserts that about 80% of what he learned during his 12 years in systems support is based on what Kashmer has imparted him and claims he can introduce himself to a technology or a concept in an hour.

The article offers tips on the secrets of bad chief information officers (CIOs) in the information technology (IT) industry. According to the author, bad CIOs will usually start each meeting with a chip on their shoulders, set priorities for themselves and protect their staff at the expense of the organization. It is suggested that the CIO should never be the hindrance for the organization's adoption of new technologies and ideas. Furthermore, avoidance of such bad behaviors will help the CIO to be embraced by the organization for many years to come.

The author suggests several strategies that an information technology (IT) executive may apply to develop a service mentality. The first strategy is developing a "WE" mindset, wherein both internal IT and business clients are inclined in doing the best job for the company. The second is loving complaints, as this is considered one communication with IT. The third is making every interaction count, that, is, impressing clients with truths. The fourth, further, is reminding that being subservient, insincere, and inconsistent will never do good while building a good impression to the client.

The article highlights the life and works of Ray Noorda, founder of Canopy Group Inc. venture capital firm in Lindon, Utah. According to a statement released by Canopy Group, Noorda died of Alzheimer's disease on October 9, 2006 in Orem, Utah. Novell is a small company which Noorda transformed into a dominant vendor of LAN technology products. He joined Novell in 1983 as the company's chief executive officer and founded Canopy Group in 1995. With his excellent accomplishments, he was granted the title "father of network computing."

The author of this article provides some characteristics that tend to foster the impression of a scary superior. Sometimes, just having the boss title is enough to make one scary. The fact that they have the power to hire, fire and grant salary raises and bonuses makes one a menacing figure. Another thing, if subordinates cannot anticipate a superior's response to a situation, they naturally assume the worst. In addition, even the most predictable manager can be emotionally volatile. And an unbridled temper is never a comfort to one's staff.

Discusses the practice of honesty by information technology (IT) executives in promoting expensive projects. Attitudes of IT leaders towards telling the truth; Significance of communications to IT organizations; Recommendations to IT executives.

Discusses the weaknesses that should be avoided by security managers for computer network security. Dangers of arrogance among security managers; Concerns in the lack of technical knowledge for cryptography; Opinion on the technical experience of managers.

Presents an article on how to deal with operations managers who decided not to implement corrective actions on vulnerability assessments done by security managers. Role of a security manager in a company; Importance of accountability; Use of risk accountability document.

Presents news briefs on surveys of executives in the United States as of October 2001. Result of a survey by Management Recruiters International Inc. regarding managers who eat lunch at their desks; Response of chief information officers on the skill area they would like to see improved in their information technology workers.

Focuses on discarding the stale thoughts of executives. Implication of stale modes of thinking; Examples of dysfunctional cargo; Norms observed during a research program.

Describes executives' attitudes toward information technology. Results of a survey by Deloitte and Touche LLP conducted in 1996; Challenges faced when integrating technology companywide; Views about the value of training; Globalization.

Focuses on the results of a Technology Managers Forum study which confirms that the mind share or buying intentions for Microsoft Corp.'s Windows NT is expanding among corporate information technology managers. Companies planning to install NT in their organizations; Companies supporting more users in remote locations; Users demanding more technical expertise from temporary help. INSET: Get in line (average number of network users per staffer)..

Opinion. Proposes that some technology managers are not concerned with the United States federal government's antitrust lawsuit filed against Microsoft Corporation. Reason for lack of concern; Views of managers regarding Microsoft's business practices.

Focuses on the survey conducted by Sprint Corp. comparing the personality of executives in the United States to a piece of office equipment.