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Best Practices for IS&T Supervisors
Abstract
Researchers over the last decade have generated a body of literature which is informed by management research and theory and tailored to the unique demands that characterize IS&T work. At the industry level, IS&T fluctuates with the supply and demand asymmetry caused by technological advances (Agarwal & Ferratt, 2002a). The changing nature of the industry trickles down to affect IS&T professionals who must continually update their skills in order to prevent obsolescence (Rajeswari & Anantharaman, 2003). IS&T work demands flexibility in responding to customer demands, emerging issues, spontaneously hectic workloads, and frequently unplanned requests. The nature of the work is continuous (frequently 24/7) and often requires the coordination of multiple experts. IT is typically a service function upon which other organizational functions depend. Yet, it is common for IT to be undervalued and unrecognized, unless there is an IT failure. IS&T work may be performed by individuals or teams that may be colocated or virtually connected. Although there has been some debate in defining the parameters of the so-called “IS&T workforce,” considerable overlap in skills, educational backgrounds and other domains persist (Kaarst- Brown & Guzman, 2005). The current article defines IS&T professionals as individuals whose primary job function is the development, installation, and implementation of computer systems or communication technology. Research and best practices literature are reviewed to provide IT managers with an overview and a starting point for workforce intervention and improvement.
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