Guest lecturer

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Guest lecturer

  1. 1. Management & Planning Eisenberg-style
  2. 2. Disclaimer <ul><li>For every realistic, complicated problem </li></ul><ul><li>There will be a simple, understandable inexpensive solution </li></ul>H.L. Mencken
  3. 3. <ul><li>For every realistic, complicated problem </li></ul><ul><li>There will be a simple, understandable inexpensive solution </li></ul><ul><li>that will be wrong . </li></ul>Disclaimer H.L. Mencken
  4. 4. Management (aka Leadership) <ul><li>The art and science of making dreams come true. </li></ul>
  5. 5. The Information School <ul><li>Strategic Plan </li></ul><ul><li>Documentation </li></ul>
  6. 6. Management & Planning Eisenberg-style <ul><li>The A-B-C Approach: </li></ul><ul><li>A rticulate a vision and agenda </li></ul><ul><li>B e Strategic </li></ul><ul><li>C ommunicate continuously </li></ul>
  7. 7. Planning Communicate outcomes; public relations, marketing, advocacy; document, accountability Communicate Continuously Planning, thinking, managing; deciding; evaluating Be Strategic Be clear on vision, functions, roles; goals aligned; services & program fully integrated w. organization Articulate a Vision and Agenda Actions A-B-C Approach
  8. 8. Be Strategic <ul><li>Strategic Thinking </li></ul><ul><li>Strategic Planning </li></ul>
  9. 9. Strategic Thinking <ul><li>Attitude </li></ul><ul><li>Insight and Politically Savvy </li></ul><ul><li>Flexibility </li></ul>
  10. 10. Strategic Thinking Attitude <ul><li>Attitude is everything! </li></ul>
  11. 11. Strategic Thinking Insight and Political Savvy <ul><li>Link to organizational initiatives, concerns, and priorities. </li></ul><ul><li>Create and use a user-based advisory committee to advise on priorities. </li></ul><ul><li>Learn (and use) how things really get done in the organization. </li></ul>
  12. 12. User-Based Advisory Committee <ul><li>Advise on the broad program </li></ul><ul><li>Set priorities for program focus and emphasis </li></ul><ul><li>Help professionals and staff determine where to spend time and effort </li></ul><ul><li>Troubleshoot immediate problems </li></ul><ul><li>Engage in long-term problem solving and planning for major problems and concerns </li></ul><ul><li>Establish policies </li></ul>
  13. 13. Strategic Thinking <ul><li>Link the program functions to addressing concerns, supporting and fulfilling initiatives. </li></ul><ul><li>Frame the program in terms of where the action is (for example, today, that’s information and technology, standards, performance and achievement). </li></ul><ul><li>Recognize that concerns, programs, and initiatives change—sometimes from year to year. </li></ul><ul><li>What does the organization really care about? What are the key concerns, programs, and initiatives of the organization? </li></ul>Program Actions Key Questions
  14. 14. Strategic Thinking <ul><li>Involve them in decision-making about the library & information program. </li></ul><ul><li>Help them to succeed in achieving their goals and priorities. </li></ul><ul><li>Link to winners. </li></ul><ul><li>Who are the movers and shakers in the org? Who is respected? </li></ul><ul><li>Who gets things done? </li></ul>Program Actions Key Questions
  15. 15. Strategic Thinking <ul><li>Align the management processes of the library & information program to the processes of the organization. </li></ul><ul><li>Be seen as part of the solution, not part of the problem. </li></ul><ul><li>How do things really get done in the organization - not necessarily the “official” ways, but the real ways - particularly in terms of priority setting, budget and spending, and decision-making? </li></ul>Program Actions Key Questions
  16. 16. Strategic Thinking Flexibility <ul><li>It’s all relative </li></ul><ul><li>Expect and accept change </li></ul><ul><li>Organizational initiatives, concerns, and priorities change </li></ul><ul><li>Library & Information Programs must change </li></ul>
  17. 17. Strategic Planning The Systems Approach Input Process Output
  18. 18. Strategic Planning The Systems Approach <ul><li>OUTPUTS : services & instruction </li></ul><ul><li>INPUTS : the “stuff” </li></ul><ul><li>PROCESSES : making it happen </li></ul>
  19. 19. Strategic Planning Analysis & Planning <ul><li>Analyze – what is desired </li></ul><ul><li>Analyze – what is </li></ul><ul><li>Plan – how to get there </li></ul><ul><li>Plan – rolling 5 years </li></ul>
  20. 20. Continuously Communicate Mechanisms <ul><li>10 week memo </li></ul><ul><li>Planning matrices </li></ul><ul><li>Annual report </li></ul><ul><li>Formal meetings </li></ul><ul><li>Marketing </li></ul><ul><li>____________________ </li></ul><ul><li>____________________ </li></ul>
  21. 22. Summary: Planning <ul><li>Focus on vision. Think big. </li></ul><ul><li>Be systematic and strategic. </li></ul><ul><li>Communicate the vision. </li></ul><ul><li>Meet with other managers, decision-makers, constituents on a regular basis. </li></ul><ul><li>Set up an active Program Advisory Committee. </li></ul>Whining

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