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.
contents Table of Contents [[Note to Editor: Following contents Author separated from TCF Please verify]] Foreword by Duane E. Webster Acknowledgments Introduction 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 Restructuring Public Services Restructuring The Role of Organizational Development in Academic Libraries No Passing Fad Chapter Two: Theoretical Underpinnings of Change Marketing Precursors to Marketing The Product Orientation The Selling Orientation Marketing Orientation The Marketing Mix Product Features Brand Image Price Promotion Place 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 Leadership 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 Training 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 Size 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 Training Management Review and Guidance Communication 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 HelpHub 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 Quality Centrality Marketability 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 Appendix References Index
Library of Congress Subject Headings for this publication:
Academic libraries -- United States -- Administration.
Organizational change -- United States -- Case studies.