Planning for and Managing Change
Download
Report
Transcript Planning for and Managing Change
Planning for and Managing Change
In Academic Libraries
1
Managerial Functions
2
Why Plan?
Want to plan change, not become a victim of change
planning is an effort to anticipate future change
Gives the organization a sense of direction
Involve staff in decision making
Helps coordinate the different functions and
departments
Facilitate control and demonstrate accountability
3
Manage Change
Do this by:
delegating decision-making; empowering the staff
increasing staff flexibility -- decline of specialist and rise of
generalist
structuring to respond to quickly changing user needs
creating and then focusing on a user-centered culture
4
Factors in Planning
Time frame
Collecting and analyzing data
Levels of planning in the organizational structure
Flexibility
Accountability
5
Types of Plans
6
Overall strategic plan
Annual budget/operations plan
Collection development plan
Information technology plan
Development (fund raising) plan
Staff development (training) plan
Marketing plan
Building / facilities plan
Instructional plan
Evaluation or outcomes assessment plan
Planning Process
Systematic process, primarily five steps
situational and environmental analysis
development of organizational direction
formulate strategy
implement strategy
control, feedback and evaluation
7
Planning Process
Identify a planning team that will be responsible for carrying
out the major planning phase and will involve other work
teams and task forces at appropriate times
8
Planning Process
Conduct environmental scanning
SWOT analysis (identify strengths, weaknesses within the
organization; opportunities and threats from outside the
organization)
self-analysis
external PEST
political issues, including the parents attitude towards the library
economic force, looking at general economic conditions and trends
social forces, including the norms and values of the local culture
technological forces, change in IT
9
Planning Process
Identify the needs of the various end users and other
stakeholders
Identify the organizational culture and values or assumptions
that are the organization’s guiding principles.
Formulate the vision and mission statements that identify the
library
10
Planning Process
Develop goals and objectives
Develop strategic and action plans
Implement the strategic plan
Monitor, evaluate, and adjust the plan as objectives and
activities are accomplished and priorities shift
11
Planning Techniques
Management by Objectives (MBO)
merges organizational goals and objectives with individual goal
setting
establishes objectives and approaches them as a team over a
stated period of time
objectives must be measurable, with time limits, and they must
require specific and realistic action
is a form of participatory management because it involves
everyone, to an extent, in the management process
12
Planning Techniques
Total Quality Management (TQM)
used by libraries to emphasize quality, especially customer
services
focus on the customer in the development of products and the
delivery of services
be constantly aware of process both in development and
delivery, and vigilant for opportunities for improvement
libraries became more interested in quality, customer service,
teamwork and getting things done right the first time
13
Planning Techniques
Forecasting
a process of projections or predictions
predictions are opinions about facts
projections are based upon systematic review
forecasting are predictions based upon assumptions about the
future
scenario planning is the generation of multiple forecasts of
future condition followed by an analysis of how to respond to
each scenario
14
Scenario Planning
Emerged in 1960s, used by Royal Dutch Shell to survive oil
crisis of 1973.
Involves examining the range of options and influences
confronting us and establishing stories of how each option
could play out.
Disconnecting from present to engage with future
Identifies major forces and guides decision-making
Probable, Possible, & Preferable Futures
15
Steps in Scenario Planning
1.
2.
3.
4.
5.
6.
16
Identify and choose the central point or decision to be
made
Identify the key forces in the environment
List and analyze those driving forces
Rank the forces
Choose the main themes or assumptions to develop the
scenarios
Complete scenarios
Steps in Scenario Planning
Starting with your central theme, choose the two most
important independent variables that will affect that topic.
Use the two variables to form a matrix that will result in four
scenarios.
17
Matrix for Journal Collections
Scholarly communication
is cheaply/ freely
accessed- budget money
is freed up for other
purposes
Scholarly communication
is cheaply/ freely
accessed, but little money
is available so decisions
need to be made about
re-allocation
18
Publishers still control
most access, money is
available but most goes
to maintaining vendor
contracts
Publishers control access
and budgets have been
severely cut. Maintaining
current levels of access is
not possible.
Responding to Scenarios
Once scenarios have been developed, teams engage in
developing responses to each possible future.
We might debate the “probability” of each scenario, but
Emphasis should be on devising strategies for being successful
for every case.
Types of strategies
Robust- hold up well in all scenarios, or hold up well in some
and are indifferent in others
Contingent- hold up well in some scenarios but could cause
problems in others
Losing propositions-ill-advised under all scenarios
19
Responding to Strategies
Don’t just plan- take action/ make decisions
Focus on robust strategies, but invest in contingency plans
20
Components of a Planning Document
Mission Statement
a mission statement discusses what the library is or does
usually identifies critical values and principles, such as “free
access” and “lifelong learning”
these values are sometimes found in a separate statement
21
Hernon and Dugan
LIS 451
Components of the Document
Vision Statement
a vision is a statement of what the library wants to become, its
future direction.
helps users understand the library’s intentions.
becomes a focus for advocacy for years to follow
22
Hernon and Dugan
LIS 451
Components of the Document
Goals
broad areas we would like to achieve or change
should be challenging but realistic
Objectives and Strategies
objectives are action-oriented, measurable and/or “budget-able”
initiatives and applications
explain how the goals will be supported and user services
improved
23
Hernon and Dugan
LIS 451
Components of the Document
Activities / Action Plan
specifies how the objective will be achieved, and who is
responsible
establishes a time line for implementation
expected performance measures for each objective and their
activities are identified
identifies needed resources for implementation
24
Hernon and Dugan
LIS 451
Components of the Document
Appendices
25
current situation
expected levels of user services provided
relationships and partnerships
historical information
user surveys
details concerning resources needed for implementation
policies and procedures
Hernon and Dugan
LIS 451
Implementation of the Plan
Plan is implemented
Performance measures for each objective and their activities
are complied, compared, evaluated and reported against the
expected measure
Opportunities for feedback are identified and provided
26
Hernon and Dugan
LIS 451
Apply an example of the System Model:
Staff
Collections
Facility
Information
Services
Technology
27
Hernon and Dugan
LIS 451
Summary
Class discussion:
Lakos, A., & Phipps, S. (2004). Creating a culture of assessment:
A catalyst for organizational change. Portal: Libraries and the
Academy, 4, 345-361.
28
Hernon and Dugan
LIS 451