Professionalism In The Workplace: A Case Study

Response:
Have a shared meaning for professionalism - The formulation of the professionalism requirements should be engaged as a democratic group activity. Accordingly, make sure that every IT worker comprehends the fundamentals of what is expected from them. This will most likely dictate the how everyone should conduct oneself in the workplace, especially when interacting with others.
Convey Values - Values should be considered collective, therefore influencing the whole business. Nevertheless, the IT manager should seek for places where this is not the case, and provide assistance to IT employees on how to effectively address it.
Have adequate tools to incentivize professionalism - Capacitating tools for professionalism should be readily

available to employees. This can come in the form of seminars, mentoring, peer critique, literary resources, or even instruments for written communications. IT workers might have a hard time improving their professionalism if they lack the proper means for development.
Professionalism is a gradual process - Learning takes time and requires effort.

IT managers should provide the tools and have a plan on how to help their employees progressively develop their skills.
Extensive mentoring should be available for those who wish to grow - Mentoring should be offered to employees who seek to improve.
Help people develop their skills - All IT workers should be helped to further develop their skills. No employee should be neglected from the chance of furthering their skills. Since, failing to do so may cause an uneven distribution of skills at the workplace, eventually making a number of employees out of date.
One bad apple can spoil the whole bunch - IT managers should let off workers who neglect to change or may be setting a bad example to others. One individual can diminish the efforts of promoting professionalism, therefore weakening the cause. Accordingly, the person before described should be dealt with in a timely manner. Termination of employment might be the proper solution in a number of cases.
Section 1 Mini Cases
1. Question:
After reading the three Section 1 Mini Cases, pick one and answer the discussion questions at the end of the

case.
Response:
Question 1 - What went wrong with the TUFS investment, and what can be done to prevent these problems in the future?
I have identified the following 3 mayor issues with the TUFS investment:
1) Capacitating the user: The main focus should have been capacitating the users in the capabilities and functions of TUFS. If done effectively we could have saved money by not requiring a help desk; users would already have the basic knowledge to address the most common issues by themselves. Likewise, if employees had a deeper knowledge of TUFS they would employ it more frequently, without having to double-check with the previous system. This will save us time and money, therefore incrementing the output of work in a fixed amount of time.
2) Lack of input from the user: The end users requirements should always be the central focus of any project.

After all, these people are going to be the ones who will interact most frequently with the end product. Accordingly, if the end product is successful or not, it will most likely have a parallel effect in their performance. Therefore, as much input as possible from the users should be sought. Nonetheless, input is required at all stages of the development of a project to make sure no detail is neglected or does not match the requirements. More involvement from the users will increment the likelihood that the project will effectively meet all of the desires of its

users.
3) Focus of Scope: Many times we tend to focus on how many different things we can put into a project, instead of planning how we will effectively develop its chief objectives. This will result on scope creep, which can harm the end result of any project. For this project we should have prioritized the functions which are vital for the underwriters, instead of forcing initiatives like e-commerce. The result of the strategy we employed simply gave us underdeveloped capabilities. Funding to repair nonessential initiatives should be reassessed and employed to fix the essential needs before even considering engaging in new projects.