Directives from top management often trigger IT projects. Suppose that the vice president of marketing tells you to write a program to create mailing labels for a one-time advertising promotion. As the IT manager, you know that the labels can be prepared more efficiently by simply exporting the data to a word processing program with a mail merge feature. How would you handle this situation?
As the IT manager, one of my duties it to evaluate whether a systems request, in this case, creating a program to create and print labels for a one-time project, is feasible. Though creating such a program is feasible, it is not necessary. In presenting an alternative solution to the VP of Marketing, I would “sell” the simpler solution of training the relevant staff on how to access the information to print the labels for this project.
Furthermore, would you continue to work for a company if you disagreed with the firm’s mission statement? Why or why not?
I could not work for a firm in which I disagreed with their mission statement. “A mission usually focus on long-term challenges and goals, the importance of the firms’ stakeholders, and a commitment to the firms’ role as a corporate citizen.” (Systems Analysis and Design, p.45).
I could not continue to contribute my talents working for a firm whose values, vision, and purpose run contrary to what I believed in. Just as employers have the option on whom to hire, I have the option to work for an organization whose stated values more closely follow a corporate conscience that I can support.
Foster, S. T., Wallin, C., Sampson, S., & Webb, S. (2019). Managing Supply Chain and Operations: An Integrative Approach (Second). Pearson.