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The Academic LibraryOrganization
2                                         Questions so far? Scanning in the chapters Discussion board      What we don’...
3                                                    Classical“A principal aim of the bureaucrat was – and is – control at...
4                        Scientific Management“…the goal of bringing the aims of managers and workerstogether by ensuring ...
5                      Systems Approach“Organizations must be constantly adapting to aconstantly changing environment”    ...
6                                                                        Reframing           Overview of Four-Frame Model ...
7                        Organizations at Work
8UNCG
9                                                                                                                         ...
CATAWBA COLLEGE ORGANIZATIONAL CHART - 7/29/2010                                                                          ...
11                                                    Catawba Library   Information Literacy/Reference Librarian   Head ...
12                                     Other Issues Culture and Perception are important and will be   covered in another...
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Organizations

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  • Weber,Classical School,Top-down “control”Dureya article…historically the university is a bureaucracy….perhaps aimed at a Weberian type of control?The university hierarchy predicts the library hierarchy…
  • Focused on the scientific method…formulate hypothesis, gather data, evaluate data, implement solution, evaluate solutionData driven mode of running an organization…more quantitative in nature (although it doesn’t have to be)…how does this affect libraries? Think of the autopsy report…how are the changes we see being data driven…is it ok to remove something traditional because it isn’t being used (even if the librarians think it is important?)
  • AsBolman and Deal state: “situations differ among and within organizations. This means that leaders have to be very sensitive to the challenges facing the organization, personnel on hand, external factors, and other things.We need to learn to reframe and understand that frames are situational…they are not good for an organization, but for the situation within the organization…context is everything…
  • Bolman and Deal provide an excellent way to view your organization…we need to remember that an organization can encompass several frames…let’s talk about what we see in our organizations based on this frame…
  • We are going to look at org charts for UNCG – admin and library as well as Catawba admin and library….
  • Cal State’s Hiring practices…more collaborative…expect interdiscplinary and interdepartmental cooperation…supposedly a flatter system…
  • Transcript of "Organizations"

    1. 1. The Academic LibraryOrganization
    2. 2. 2 Questions so far? Scanning in the chapters Discussion board  What we don’t cover tonight will be on discussion board Beth Filar-Williams next week Embedded Librarian
    3. 3. 3 Classical“A principal aim of the bureaucrat was – and is – control at alllevels of operation. Control is achieved through the rationalapplication of accounting (for fiscal control) and of hierarchy(for control of personnel)” Budd, 33-34
    4. 4. 4 Scientific Management“…the goal of bringing the aims of managers and workerstogether by ensuring productivity (and, thus higher pay) for theworkers and higher profits for the managers through increasesin productivity.” Budd, 34
    5. 5. 5 Systems Approach“Organizations must be constantly adapting to aconstantly changing environment” Budd, 37
    6. 6. 6 Reframing Overview of Four-Frame Model Reframing Organizations by Lee G. Bolman, Terrence E. DealFrames: Structural HR Political SymbolicMetaphor for Factory or Family Jungle Carnival, temple,organization machine theater. Ritual, ceremony,Central Rules, roles, Needs, skills, Power, stories, heroes orConcepts goals, relationships conflict, heroines. policies, competition, technology organizational Inspiration politicsImage of Social Empowerment Advocacy Create faith, beauty,Leadership architecture meaningBasic Attune Align DevelopLeadership structure to organization agenda andChallenge task, and human power base technology, needs environment Effective Leadership vs. Ineffective Leadership
    7. 7. 7 Organizations at Work
    8. 8. 8UNCG
    9. 9. 9 UNCG Library Rosann V. Baz irjian Dean of University Libraries Tim Bucknall Sha Li Zhang Bill Finley Michael A. Kathy Crowe Melvina C. Ray-Davis Barry MillerAssociat e Dean f or Public Assist ant Dean f or Direct or of Com m unicat ions Assist ant Dean f or Head, Sp ecial Collect ions Crum pton Linda Burr Ex ecut ive Assist ant Elect ronic Resources and Collect ions and Technical and Assist ant Dean f or Direct or of Developm ent Services and Ex t ernal Relat ions Inf orm at ion Technology Services Universit y Archives Adm inist rat ive Services Joe Williams Audrey Sage Kathy Bradshaw Preservat ion Services Head, Access Services Hum an Resources Librarian Manager Mary Krautter Christine M. Fischer Karen Ward Head, Ref erence and Head , Acquisit ions Business Of ficer Inst ruct ional Services Sarah Dorsey Mary Jane Conger Robin Paschal Adm inist rat ive Support Head, Music Library Head, Cat aloging Associat e Kimberly D. Lutz Stephen H. Dew Michael Reeder Direct or of Mark et ing Collections and Scholarly Adm inist rat ive Support and Out reach Resources Coord inat or Associat e
    10. 10. CATAWBA COLLEGE ORGANIZATIONAL CHART - 7/29/2010 Board of Trustees President Sr VP for Development VP of Enrollment Mgmt Assoc Provost Chief Informaton Officr Sr VP & Chaplain VP for Business & Finance Provost & Assoc Provost Chief Dir of Associate ControllerCommunicatons e Development Dean of Dir of Officr Admissions Technical & Dean SEGS Instructonal Support Dir Dir of Dir of Honors Director Graphic Alumni Svcs of Facilit es Services Director of Admissions Operatons Dean A&S Dir Dir of Systems/ Annual Giving Networking Webmaster & Academic Dir of Human Grants Dir IR A&S Resources Director of Dept Financial Chairs Dean Aid KSOB Dir of Event Dir of Dir of Planning Planned Giving Dir Library Administratve KSOB Computng Dept Chairs Dean Educ Dir of Athletc Registrar Development Educ & Telephone Phy Ed Dept Services Chairs Manager Dir of Athletcs Dean Perf Arts Perf Arts Dept Chairs Dean of Students e Catawba 10
    11. 11. 11 Catawba Library Information Literacy/Reference Librarian Head of Systems and Technology Head of Technical Services Saturday Supervisor Library Director Technical Services Associate Technical Services Associate Head of Information Services Circulation Supervisor Interlibrary Loan Supervisor Technical Services Associate/Night Supervisor
    12. 12. 12 Other Issues Culture and Perception are important and will be covered in another section Cal State University System What about your organization?
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