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Guest lecturer Guest lecturer Presentation Transcript

  • Management & Planning Eisenberg-style
  • Disclaimer
    • For every realistic, complicated problem
    • There will be a simple, understandable inexpensive solution
    H.L. Mencken
    • For every realistic, complicated problem
    • There will be a simple, understandable inexpensive solution
    • that will be wrong .
    Disclaimer H.L. Mencken View slide
  • Management (aka Leadership)
    • The art and science of making dreams come true.
    View slide
  • The Information School
    • Strategic Plan
    • Documentation
  • Management & Planning Eisenberg-style
    • The A-B-C Approach:
    • A rticulate a vision and agenda
    • B e Strategic
    • C ommunicate continuously
  • 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
  • Be Strategic
    • Strategic Thinking
    • Strategic Planning
  • Strategic Thinking
    • Attitude
    • Insight and Politically Savvy
    • Flexibility
  • Strategic Thinking Attitude
    • Attitude is everything!
  • Strategic Thinking Insight and Political Savvy
    • Link to organizational initiatives, concerns, and priorities.
    • Create and use a user-based advisory committee to advise on priorities.
    • Learn (and use) how things really get done in the organization.
  • User-Based Advisory Committee
    • Advise on the broad program
    • Set priorities for program focus and emphasis
    • Help professionals and staff determine where to spend time and effort
    • Troubleshoot immediate problems
    • Engage in long-term problem solving and planning for major problems and concerns
    • Establish policies
  • Strategic Thinking
    • Link the program functions to addressing concerns, supporting and fulfilling initiatives.
    • Frame the program in terms of where the action is (for example, today, that’s information and technology, standards, performance and achievement).
    • Recognize that concerns, programs, and initiatives change—sometimes from year to year.
    • What does the organization really care about? What are the key concerns, programs, and initiatives of the organization?
    Program Actions Key Questions
  • Strategic Thinking
    • Involve them in decision-making about the library & information program.
    • Help them to succeed in achieving their goals and priorities.
    • Link to winners.
    • Who are the movers and shakers in the org? Who is respected?
    • Who gets things done?
    Program Actions Key Questions
  • Strategic Thinking
    • Align the management processes of the library & information program to the processes of the organization.
    • Be seen as part of the solution, not part of the problem.
    • 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?
    Program Actions Key Questions
  • Strategic Thinking Flexibility
    • It’s all relative
    • Expect and accept change
    • Organizational initiatives, concerns, and priorities change
    • Library & Information Programs must change
  • Strategic Planning The Systems Approach Input Process Output
  • Strategic Planning The Systems Approach
    • OUTPUTS : services & instruction
    • INPUTS : the “stuff”
    • PROCESSES : making it happen
  • Strategic Planning Analysis & Planning
    • Analyze – what is desired
    • Analyze – what is
    • Plan – how to get there
    • Plan – rolling 5 years
  • Continuously Communicate Mechanisms
    • 10 week memo
    • Planning matrices
    • Annual report
    • Formal meetings
    • Marketing
    • ____________________
    • ____________________
  •  
  • Summary: Planning
    • Focus on vision. Think big.
    • Be systematic and strategic.
    • Communicate the vision.
    • Meet with other managers, decision-makers, constituents on a regular basis.
    • Set up an active Program Advisory Committee.
    Whining