Table of contents for Beyond survival : managing academic libraries in transition / Elizabeth J. Wood, with Rush Miller and Amy Knapp.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.

Table of Contents
[[Note to Editor: Following contents Author separated from TCF Please verify]]
by Duane E. Webster
1Chapter One: Why Not Just Keep On Keeping On?
Change All Around Us
Universities Under Siege
No Longer the Heart of the University
Slow, Steady Decline
Readiness for Change
Customer Service/User Centeredness and New Pedagogies
[[Note to Comp: Following contents styled as TCH2 set as TCH3 (Global change) Please verify]]
Changes in Living and Learning Spaces
Changes in Academics
Changes in the Communication Infrastructure
Accountability and Planning Tools
Strategic Planning
Student Learning Outcomes Assessment
Technologies Paved the Way
Outsourcing of Non-core Functions
Strategic Use of Outsourcing
Outsourcing and Re-engineering
Public Services Restructuring
The Role of Organizational Development in Academic Libraries
No Passing Fad
Chapter Two: Theoretical Underpinnings of Change
Precursors to Marketing
The Product Orientation
The Selling Orientation
Marketing Orientation
The Marketing Mix
Product Features
Brand Image
Strategic Planning
The Basics
Hoshin Planning
What Is Unique About Hoshin Planning?
The Hoshin Process in Brief
Balanced Scorecard
Four Critical Balanced Scorecard Perspectives
Four Critical Balanced Scorecard Perspectives
Components of University of Virginia¿s Balanced Scorecard
Analysis of Successes and Failures
Annual Revision of the Scorecard
Application of the Balanced Scorecard to Organizational Change
Benefits Accruing to the University of Virginia Library
Organizational Development Concepts
The Learning Organization
Senge in Context
The Five Disciplines
Nebraska: A Learning Organization Pioneer
Learning Organization Outcomes at Nebraska
The Star Model for Reorganization
Star Model Essentials
Elaboration of Star Model Concepts
Necessity: The Mother of Innovation
Chapter Three: Embedding and Perpetuating Change in Academic Libraries
No Ideal Type of Organization
Managing Change Avoiders
The Hierarchy Endures
In Favor of Hybrids
Sponsorship: Always a Best Practice
The Collaborative Spirit
Teams in Tandem with Existing Structures
Process Improvement as a Stand-Alone Event
The Management Role Is Still Valid
Top Management¿s Role
To Team or Not to Team?
Popular Myths About Teams
Myth #1: Teams Are a Panacea¿A Good Tool for Every Environment and Situation
Myth #2: Building Teams Is a Desirable End in Itself
Myth #3: Operational Expertise Should Be the Primary Criterion for Selecting Team Members
Myth #4: One Strong Leader Is All You Need to Make a Team Succeed
Myth #5: Teams Lead the Organization
Myth #6: The More Members, the Stronger the Team
Myth #7: Sports Teams Are the Model for Implementation of Work Teams
Myth #8: Teams Do the Work of the Organization
Myth #9: Teams Are More Productive Than Individuals
Myth #10: Consensus Is the Only Acceptable Decision-Making Mode for Teams
Myth #11: Relationships Are Paramount and Maintaining Harmony Is Job One For Teams
Myth #12: All Right-Thinking People Enjoy Working Closely with Others
Myth #13: Individuals Are Completely Subsumed by the Team
Myth #14: The Team Has Primary Responsibility for Its Own Success
Myth #15: Teamwork Means More Meetings
Myth # 16: Team-Building Exercises Carry Over to the Work Place
Myth # 17: Personality Type Is the Key to Team Dynamics and Team Results
A Guide to Implementing Teams
How Sweet It Is, When Teams Work!
What Teams Need
Questions to Ask Before Deciding on Teams
Readiness for Change
Desire for Autonomy
Potential to Develop Team Skills
Out of the Frying Pan, Into the Fire?
Are Sufficient Resources Available?
What About Performance Problems?
Steep Learning Curve
A Moving Target
Hold Your Nose and Dive? Or Dip in One Toe?
How Slow Can You Go?
Support for Comprehensive Change
The Case for Waves of Change
Small Steps Toward Change
Fitting New Strategies to an Existing Organizational Structure
More Questions to Explore
That¿s Not Just Ancient History
The Planning Process
Common Goals
Weighing Alternatives
Testing The Options
Keeping Score: How Effective Was the Planning?
Assessing Outcomes
Change Implementation: Management Scorecard
Change Implementation: The Process Scorecard
Advocacy of Learning Organization Concepts
Good Human Resource Practices
Recruitment and Retention
Measuring Performance
Technological Infrastructure
Two Exemplars of Organizational Change in Academic Libraries
Chapter Four: Lessons in Organizational Change from the University of Arizona Libraries
An Organizational Development Pioneer
Many Paths to Transformation
It Takes Resources
The University of Arizona Libraries Advantage
University Support
Corporate Support
Library Budget Allocation
Barriers to Change
Overload and Competing Priorities
Planning Took a Back Seat
Lack of Commitment to Some Projects
Low Attendance at Early Training
Unrealistic Attendance Expectations
Timetable for Change
Training Takes Time
Team Skills Develop Over Time
Developing Foundation Documents Is a Cyclical Process
Motivation Can Suffer from Tight Time Lines
Acquiring New Skills and New Behaviors Takes Time
Getting Staff Buy-In Takes Time
Resolving Complex Problems Takes Time
Team Structure and Process Problems
Common Understandings
Communication and Commitment
Skill Sets and Team Conflict
Unclear Expectations
The Cost of Training
Creative Solutions
Training Is a Process¿Not an Event
Three Categories of Need for Ongoing Training
Tips from Arizona for Overcoming Obstacles to Organizational Change
Involve Staff
Think Long Term
Focus on Mission-Critical Aspects
Set Attainable Goals
Articulate a Clear Charge
Develop a Shared Vision
Provide a Supportive Environment
Management Review and Guidance
Additional Components
Performance Review Process
Compensation Reforms
Articulation of Competencies
Cautionary Advice for Change Makers
Chapter Five: Evolution Not Revolution: First Cycle of Change at the University of Pittsburgh¿s University Library System (ULS)
The ULS in Context
A Legacy of Problems Becomes Critical
Organizational Problems
The Hierarchy and Communication
Mixed Attitudes About Change and Operational Priorities
Unexamined Work Processes
Performance Problems
Changes in the External Environment
A Budgetary Black Hole
Anticipation of the Need for Change Within ULS
New Leadership, Old Problems
Twenty-First Century Expectations
Internalization of the Vision
Shifts in Patron Expectations
Preparing for Change Initiatives Within the ULS
The Case for Damage Control
University of Pittsburgh¿s Vision for Change
Re-engineering Technical Services
First Steps
The Library Consultant¿s Role
The Context for Re-Engineering
Recommendation: Eliminate Redundancies/Repetitive Steps Where No Value Is Added
Recommendation: Consider Outsourcing or Adopting a Team-Like Structure
Other Issues, Including Learning Organization Concepts
The Human Resource Considerations
Approaches to Downsizing
Biting the Bullet: Relocating Existing Staff
Open Communication
The HR Consultant¿s Role
All-Staff Workshop
Reactions to the Workshop
Short-Term Personnel Actions
The Implementation Phase
The Management Workshop
Formulating the Technical Services Reorganization Plan
Implementing Technical Services Reorganization
First Steps Toward Outsourcing
Transition to an Automated Environment
A Positive Verdict on Outsourcing
Rebuilding Phase
Organizational Outcomes of Re-engineering
Short-Term Gains
Long-Term Gains
Chapter Six: Change Becomes a Given
Making Change the Norm
Planning for the Future
Preparation for Strategic Planning
Organizing the Foot Soldiers
The Central Question
Foundation Documents
Task Force Support and Guidance
Planning Assumptions
Process Guidelines
Task Force Charges
Specific Task Force Responsibilities
Implementing the Strategic Plan
The Implementation Document
Core Values
New Structure
Assigning Responsibility
Affirmation of Continuous Organizational Change
Strategic Planning Outcomes
Consolidation of Regional Libraries
Library Storage Facility
The Digital Research Library (DRL)
Preserving Threatened Print Materials
Adding Value Through Special Collections And Partnerships
An Invaluable Lesson
Chapter Seven: Looking Beyond Technical Services: The Second Change Cycle at ULS
The Second Cycle Begins: Rethinking Public Services
The Rationale for Change
Initial Data Scan
Local Data
Alignment of RPST Efforts with the Existing Strategic Plan
Key Strategic Plan Issues
QSS: An Early Benchmark
Initial Hypotheses from Local Data
National Data Sources
CLIR Report
OCLC White Paper
Outsell Survey
LibQUAL+¿ Findings
Aggregate Ratings Across All LibQUAL+¿ Groups
Responses to User Data
Further Collection of Local Data
Staff Input from Open Meetings
Important Staff Observations About Users
Using Focus Groups to Gather Specifics from Library Stakeholders
Synthesizing the Data
Following Through on RPST¿s Work
Recommendations of the Rethinking Public Services Team
Acceptance of Key Recommendations
Institutional Change
Bringing Remote Users Into the Fold
Ask a Librarian
Web Usability
Removing Barriers for All Users
Wireless Access
Electronic Reserves
Filling Collection Gaps
Enhancing Physical Access
Additional New Initiatives
Scholarly Publishing
Extending Diversity Within Academic Libraries
Positioned for Ongoing Change
Chapter Eight: Standing Up to Scrutiny
Library Accountability
The ¿Good Old Days¿
A Sea Change in Accountability
Documenting the Effectiveness of Organizational Changes
Portfolio Method of Evaluation
Library Use: Complex Motivations
Fight Barriers with Benefits
Additional Factors to Consider
Crafting Strategies from Portfolio Analysis Results
Clear-Cut Strategy Options: Building, Terminating, and Downsizing
Tougher Decisions
The Biggest ¿Bang for Your Buck¿
Hoshin Planning and Analysis
Assessing and Managing Library Performance
Assessment and Evaluation Issues
Choosing Measures of Organizational Effectiveness
No Clear Consensus
Better Data Gathering and Analysis
Using Multiple Measures
Grounded Theory
Texas A & M
University of Arizona
Successful Data Users
Chapter Nine: Positioning the Academic Library for a Vibrant Future
Different Perspectives on Library Performance
Traditional Evaluation Methods: Focus on the Library¿s Perspective
Adopting the User¿s Eye View
Libraries and Social Exchange Theory
Analysis From the User Perspective
Customer Relationship Management (CRM)
Not an Add-On
Aligning All Strategy
Organizational Implications of CRM
Moving Toward CRM
Four Stages of Coordinating Customer Relationship Information
The Third Perspective for Library Evaluation: The Hand That Feeds Us
Assessing Student Learning Outcomes
Evaluation Versus Assessment
Good Assessment: A Mix of Objective and Subjective Measures
Correlation Versus Causation
Performance Evaluation: Institutional Outcomes
If It¿s So Hard, Why Even Try?
No More Free Passes
How Do We Cope?
Become Proficient in Quantitative Aspects of Operations and Planning
Please the Holders of the Purse Strings (Administrators)
Assess and Report Progress
Keep Asking the Hard Questions
Be Proactive
Reach Out
Do 360 Degree Evaluation and Communicate Fully
Emphasize Recruitment and Training
Establish a Safe Atmosphere
Maximize Planning Outcomes
For This I Went to Library School?
Optimistic View
Darker View
The Handwriting on the Wall
Changing Nature of the Internet
Volatility of Academic Library Environment

Library of Congress Subject Headings for this publication:

Academic libraries -- United States -- Administration.
Organizational change -- United States -- Case studies.