MSIT3410‐01 Chapter 15


March 26, 2020

Chapter 15

What should Barton and Gordon do about the Ivan Korsky problem?

A: Barton and Gordon need to do all they can to secure Ivan, and not let him leave to work for Microsoft or the other recruiters who have shown interest. What they can do, is secure more resources to incentivize Ivan. They can increase his salary or give him more desirable responsibility.

How might IT managers best measure and compare the output of diverse employees? Do you think this measurement should impact the kind of “deal” (contract) that IVK makes with talented employees such as Korsky?

A: IT managers should measure their output based on the work of different employees. But more often IT managers can’t do special treatment for everyone, so some common applications are necessary for all non-Ivan employees. Ivan is an exception to the rule due to his talent level. His talent level generates a high level of impactful output, however, as pointed out in the chapter, he needs to complete his tasks on time. The deal made with Ivan is a unique one because of his talent level.

What other kinds of challenges are involved when acquiring, training, and managing IT talent?

A: Difference of skill set from one individual to another; Perspectives on moral,lifestyle and thinking process; Motivation and reaction to disagreements; Reduced output during training periods; Employee retention.

What kind of restructuring or “tuning” does an IT organization require over time? How should you decide whether to centralize talent in a shared organization or decentralize it into distributed groups?

A: Since the world of IT is so flexible and changes so frequently, the changes in organizational structure will be unique to the situation presented at that time. Therefore, it depends on the situation. If the company needs to develop a topic in a short time. I hope to bring talent together. This can make better use of talents in a short period of time. For some common projects, I hope to be able to distribute talent to various groups. This can drive the motivation and creativity of ordinary employees.

What might Barton learn from Cho’s explanation of how a jazz ensemble works?

A: Barton realized that much like a jazz ensemble, the players in an IT team are very similar. IT teams should be comprised of very technically talented players who not only know their roles but can handle solo work well and play well off of each other’s strengths. What Cho was summing up here, is that the best performers channel their strengths, talents and experience to handle individual roles well. They can effectively collaborate together to solve new problems. The same philosophy can be applied to IT teams to generate success.