N I T L E S E R I E S O N :F U T U R E O F T H E L I B E R A L A R T S C O L L E G EL I B R A R YS A M D E M A S7 M A Y 2 0 1 3Overview ofOrganizational Development
Webinar Scope Overview of organizational development What it is and why it is important An holistic view DIY: ongoing, inclusive process Unpack elements Organizational culture Strategic directions and planning Workflow analysis Organizational structure Some approaches and tips Questions and discussion
Organizational Development – Why and How? Why Organizational Development? Staff are the most important library resource Changes in the ecology of scholarly communication Stagnation, immobilized, overwhelmed Morale and/or operational problems Leadership change Administrative pressure DIY (selective use of consultants) ongoing,inclusive internal effort Organizational review as a tool in org. dev.
What is Organizational Review? : (1 of 2)1. Purposes: Set strategic directions, align with institution Adjust organizational culture and structure to achieve strategic goals and adapt to changes in the environment. to create capacity for new work and areas of new emphasis.2. Methods: Identify what to create more capacity to do strategic plan, departmental review, outside assessment, etc. Study organizational culture and structure identify what is working well and what could be improved (staffconversations) Workflow analysis – different levels & approaches
What is Organizational Review? (2 of 2)3. Outcomes can include: Written or oral report New workflows New job descriptions for some staff Identify focus for vacant positions New or modified organizational structure More emphasis on: Communication Decision-making and leadership Recognition and rewards How we handle change Identify things to stop doing or de-emphasize “Signature programs”
Familiar tools for Organizational Development Mission, vision, values Strategic planning Alignment with university goals Setting annual goals for library & staff Holistic organizational review Departmental reviews Other external assessments (consultant, colleagues) Workflow analysis Structure and job descriptions Organizational culture
Elements of Organizational Culture Communication Morale/esprit de corps Hiring and performance evaluations Decision-making and leadership Recognition and rewards Professional development – expectations & support Assessment How we handle change and planning Organizational structure
Mission, vision, values Mission (enduring) What is the essential purpose? Why exists? What it does to accomplish these ends? Vision (5-10 years from now) A vivid idealized description of desired outcomes Resulting contribution to society Values (today) What do you believe in? Hold true? How do we behave and act on these beliefs? How do we treat each other?
Mission, vision, values When and why it matters When you have lost track, need grounding Staff turnover New directions Approaches Mission, vision Staff task force run the process Values Appreciative inquiry exercise
Strategic Planning Outcomes Should result in a common resolve and focus Guiding document Ongoing review and update of strategic plan Serve as basis for annual goals, staffing and budgetpriorities What you want to create capacity for Staff development Use of positions What to stop doing, de-emphasize, stop doing….
Annual Goals For Library For Each Department For each member of the team Tied to performance evaluation Tied to compensation, reward, recognition,
Departmental Reviews Academic tradition of decennial reviews Internal review External review Campus review Outside assessment by consultant or colleagues Less formal targeted reviews of operations,workflows, departments, areas of challenge
Workflow Analysis What is it? Taking a fresh and wholistic look at the nitty gritty of how the workgets done. [In-depth, step-by-step analysis of how the work getsdone, how workflows operate with and across departments, review] How to do it? Consultants In-house task forces Invite colleagues to visit Environmental scan Conduct site visits, job swaps How to avoid people feeling threatened?
Organizational Structure IMHO, not as important as many people think Characteristics of other aspects of organizational culture are much moreimportant However, useful exercise in every organization periodically Structure can be an obstacle to communication, cooperation,transparency, mutual support, holistic thinking and acting Factors: size of organization, cast of characters, organizationalculture, institutional culture, etc. Customized to thecircumstances, no cookie-cutter approach. Consultants can be useful in facilitating process
Job descriptions Work closely with HR Loyal, smart, long term employees can benefit fromtaking on new roles and responsibilities, and so canthe organization! Use as opportunity to review classifications, getpeople raises, make staff development plans, etc.
Conclusion/wrapup Organizational development is mostly a DIY activity:ongoing, intentional, open, honest, andinclusive process of cultivating individuals andthe whole team Consultant roles Timing/sequencing of activities? How to quell staff anxiety and engage them intellectuallyand emotionally? Questions and discussion……..
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