The case study discusses the challenges faced by Peggy, a new head librarian, as her staff refuses to cooperate and lacks the necessary credentials for promotion. It explores concepts of motivation and leadership, emphasizing the need for proper staffing, training, and communication to improve organizational effectiveness. Recommendations include hiring qualified assistants, encouraging further education, and fostering a supportive environment to reduce high turnover rates and enhance teamwork.

1. Peggy’s
Dilemma
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2. What were the problems presented in the case? What is the case primarily about?

3. Peggy’s staff doesn’t want to cooperate with her. The staff doesn’t have the proper credentials to be eligible for Peggy’s position.
The head librarians have been changing for three years.
The assistants feel animosity towards any person who lead them.
Case
Background

4. LeadingPeggy is unable to get her staff to work with her.
There’s a feeling of animosity towards the head librarian.

5. Sub: Staffing
Her staff refuses to cooperate with Peggy.
The staff doesn’t have the proper credentials to be promoted to the position of head.
The past three librarians didn’t last long in the school.

6. What specific concepts, models and/or frameworks can be applied in the case?

7. Leading
Motivation
Affects employee performance, attitude, and organizational effectiveness. Managers motivate by providing an environment that induces workers to contribute to the goals of the organization.

8. Leading
MotivationHerzberg’s Two-Factor Theory of Motivation
Looked at factors that made employees feel happy and satisfied and what made them dissatisfied.

9. LeadingMotivationHerzberg’s Two-Factor Theory of Motivation
Research showed that job enrichment is one of the most effective methods of motivating employees; and enriched job leads to better, motivated and productive employee.

10. Leading
MotivationMcClelland’s Need Theory
Need for achievement in the workplace and for career advancement

11. LeadingMotivation
BehaviorModifications (B.F. Skinner)
Individuals act as they do because of reinforcements (tangible or intangible) received in the past for similar behavior

12. Staffing
Mid-career plateauingA scenario when a person wants to progress but unable to do so. In this case, because of lack of further credentials.

13. Staffing
Staff DevelopmentInvolves learning of a larger scope that goes beyond the present job and looks toward the possibility of advancement.

14. Staffing
Discipline
Action taken by an organization against an employee when the employee’s attitude has deteriorated to the point where action is necessary.

15. StaffingGrievance
Dissatisfaction relating to one’s employment that is brought to the attention of the organization’s management

16. What can the organization do in general to avoid the problems presented in the case?

17. Do not hire undereducated
assistants in the first placeEncourage the assistants to further their education or train themGroom the assistants for leadership positions in the future.

18. The school should have investigated the high turnover rate or should be investigating it by Peggy’s time as manager

19. Grievance system
Written procedures for dealing
with problem employees

20. Constantly train and encourage
employeesGroom employees for higher positions inthe future. Human resources in aninvestment. When a new issue arises, always makesureto understand it (causes, nature, consequences etc.

21. Make sure employees have ways to
deal with other employees or their superiors (and vice versa)
Encourage communication
within the organization

22. What specific points do you agree/ disagree with?

23. AgreePeggy’s enthusiasm as a new manager

24. DisagreeSchool not knowing the reason for high turnoverThe assistants not getting promoted due to lack of credentials

25. Would the ideas presented in the case be applicable
in the Philippine setting? Why or
why not?

26. Marikina Public Library ReportIn both cases, the incumbent librarians are reluctant to obey a new manager. In our case, it’s due to differences in credentials.

27. Undergraduate degree for librarianship
Thesituationwouldn’tlikelybeasproblematicifcontextualizedinthePhilippinesettingbecauseaBLISdegreeinourcountryholdsthesamelevelofprestige(ascredentials)asanMLISdegreeinothercountries.Here,Peggy’sassistantswouldbeabletopracticelibrarianshipandbeeligibleforapromotionwithoutangraduatedegree.

28. Should Peggy try to work with her staff?

29. Yes.
Yes. Yes.
If she tries to force her way, it might create more animosity between her and the staff.
Finding and recruiting new staff can be costly. Negative reinforcement should only be a last resort.

30. Should she go directly to the school director for advice?

31. Yes.
Yes.
The Director could provide a better understanding of the assistants and the entire organizational situation. It would help if Peggy gets the Director to back her decisions whether for punishments or to provide concessions.

32. Should Peggy use the authority she has to change assistants and run the library the way she has planned?

33. It depends.
She should try to work with them first and get to the root of the problem.
It depends.
Disciplinary measures are still an option.

34. Group Insights

35. It was difficult to ascertain whether the main problem lies with Peggy or the three assistants. On one hand, it is Peggy’s job as a manager to make sure that people follow her. On the other, the three librarians’ antagonistic attitude could be deemed problematic.

36. The case has a very polarizing premise, so at first there was no clear consensus among the group in finding the right solution to Peggy’s dilemma.

37. There was a heated discussion on whether drastic disciplinary measures should be done or if Peggy should try to have a working relationship with the assistants.

38. We ended up democratizing our final decision-making. If majority votes for an idea, then we go with it. This specifically applies to the decision on behaviormodification of the assistants.