How do academic libraries approach, plan, implement, and evaluate change? What are the reasons and drivers for change? What kind of planning takes place to roll out change? What types of communication with stakeholders are undertaken regarding change? What is the role of mentoring and coaching in change process? What kind of leadership is needed for ‘change’ initiatives? What are some of the challenges academic libraries face to plan and execute change?
Many academic libraries have been reasonably successful in adapting themselves to the fast changing digital world since the beginning of the Internet, but also since the beginning of increased accountability and declining budgets in higher education institutions in a number of countries, since the early 90s. They have gone through a great deal of change in the last twenty years or so. Some are continuing to change and adapt at greater rate than others. Some libraries introduce ‘change’ to their services, operations, initiatives much more than others. Technology and space renovations have been two of the most significant catalysts to facilitate change in many cases in addition to the financial and organisational directives of the parent organisation.
Agile management and change management are closely related. Libraries can benefit from applying agile management strategies to implement change leadership.
This paper uses Singapore Management University Library as a case study in implementing agile management and also present the results of a survey amongst academic library leaders in South East Asia regarding ‘change’ in their libraries as well as causes, effects and outcomes of change initiatives, projects, activities and future plans.
AiR, National Centre for Occupational Rehabilitation (NK-ARR), Norway, use open arenas and learning networks as driving forces for workplace innovation.
The document discusses evidence-based organizational change at the University of York library based on staff surveys and climate assessments conducted between 2008-2012. Key findings include low staff engagement, poor perceptions of senior management communication and consultation, and lack of career development opportunities. Interventions included culture change initiatives, training, and flattening the organizational structure. However, some issues remained resistant to change such as performance management and empowerment. The people strategy developed in 2013 aimed to address these challenges through a new staff value proposition and implementation plan.
Professional learning experiences of Australian public library staffKate Davis
Presentation given with Dr Michael Stephens and Prof Helen Partridge at the Asia Pacific Library and Information Conference on the Gold Coast in August 2018.
Optimization of ILL Student Employees and Resources through Departmental Cons...davidhketchum
Having merged their Circulation and Interlibrary Loan units, presenters will discuss how and why they combined their student work forces into a single group. The results will be discussed in regards to the number of personnel, materials processed, and the financial considerations. Additional discussion will review how these have impacted services, cost savings, and their influence on future performance goals. Presentation by Joyce Melvin & Michael Straatmann
Lars presented an update to SPARC Europe in Geneva in November 2014. The slides contain an update on DOAJ's progress, the benefits of open access and our new network of voluntary editors
AiR, National Centre for Occupational Rehabilitation (NK-ARR), Norway, use open arenas and learning networks as driving forces for workplace innovation.
The document discusses evidence-based organizational change at the University of York library based on staff surveys and climate assessments conducted between 2008-2012. Key findings include low staff engagement, poor perceptions of senior management communication and consultation, and lack of career development opportunities. Interventions included culture change initiatives, training, and flattening the organizational structure. However, some issues remained resistant to change such as performance management and empowerment. The people strategy developed in 2013 aimed to address these challenges through a new staff value proposition and implementation plan.
Professional learning experiences of Australian public library staffKate Davis
Presentation given with Dr Michael Stephens and Prof Helen Partridge at the Asia Pacific Library and Information Conference on the Gold Coast in August 2018.
Optimization of ILL Student Employees and Resources through Departmental Cons...davidhketchum
Having merged their Circulation and Interlibrary Loan units, presenters will discuss how and why they combined their student work forces into a single group. The results will be discussed in regards to the number of personnel, materials processed, and the financial considerations. Additional discussion will review how these have impacted services, cost savings, and their influence on future performance goals. Presentation by Joyce Melvin & Michael Straatmann
Lars presented an update to SPARC Europe in Geneva in November 2014. The slides contain an update on DOAJ's progress, the benefits of open access and our new network of voluntary editors
General Motors (GM) was founded in 1908 and revolutionized the automotive industry between 1960-1979 by introducing smaller, more fuel efficient vehicles with catalytic converters and the first airbag. After facing financial troubles during the 2008 recession, GM restructured in 2009 and established its current structure and leadership. It now operates brands like Chevrolet, Buick, GMC, and Cadillac across over 120 countries globally. While GM has increased overseas production and sales in recent years, it continues working to grow its business internationally and pay down debts from its government bailout.
An interlocking set of values, communications practices, goals, processes, roles, attitudes and assumptions are included in the organization’s culture. We must understand our culture and choose and implement the cultural changes that support our aspirations.
The automobile industry in India is the tenth largest in the world and is expected to overtake China. It contributes 3.1% to India's GDP and is dominated by domestic companies. Two-wheelers form the major share of domestic sales while passenger vehicles lead exports. Key players in different segments include Hero, Maruti, Ashok Leyland and Tata Motors. The industry has experienced major changes over the years including delicensing, increased competition and diversification. While the industry is currently in a slowdown, factors like rising incomes, exports and innovation are expected to boost growth in the long run.
This document discusses personal leadership and creating a personal leadership approach. It defines leadership as influence and outlines characteristics of good leaders such as honesty, trustworthiness, and having a strong vision. It discusses that personal leadership has six significant parts: leading where you are, having a vision, presence, embodying values, enabling others, and making a contribution. It encourages the reader to reflect on their personal leadership traits and consciously explore one trait for 30 days to develop it.
General Motors is a large multinational automaker headquartered in Detroit, Michigan. The document outlines GM's vision, mission, brands, global sales, models, pricing, environmental analysis, competitors, SWOT analysis, and financial results. It was presented to discuss GM's management style, marketing strategies, and distribution network.
This document provides an analysis of General Motors (GM) as part of a strategic management assignment. It includes sections on GM's mission and vision statements, background history, organizational chart, key strategic dilemmas, industry factors, brand divisions, financial performance, competitors, and a SWOT analysis. The analysis examines GM's challenges in recent years including bankruptcy and declining market share, as well as opportunities for improving performance globally.
K5 Consulting provides business support and consultancy services including business coaching and interim assignments for small to medium sized businesses across London and surrounding counties. Their services help clients with management, leadership, team building and other operational aspects of running a business. Effective management requires setting objectives, planning, control and coordination of resources while leadership involves influencing others to achieve goals. There are different styles of leadership such as autocratic, paternalistic and democratic. Factors like teamwork, communication and delegation also impact leadership approaches within an organization.
PESTLE ANALYSIS ON AUTOMOBILE INDUSTRY IN INDIA-BY MANISH BADHIYEManish Badhiye
The document discusses the automobile sector in India. It provides a brief history of the automobile industry in India starting in 1897. It then covers the top 10 automobile companies in India and performs a PESTLE analysis of the political, economic, social, technological, environmental, and legal factors affecting the industry. The industry contributes significantly to India's GDP and employment. Government policies aim to promote growth in the sector. Changing lifestyles and incomes are increasing demand for automobiles in India.
September 4, 2007
Managing Cultural Change
Change is disruptive. Whether you are making changes resulting from audit or appraisal findings, lessons learned, or external innovations there will be disruptions to the status quo. Some people will support the changes, some will wait and see what happens, and others will resist any change. Being aware of the pitfalls associated with changing an organization’s culture will greatly aid the success of any Process Improvement program.
A leader is defined as a person who influences others towards achieving a goal. To be an effective leader, one must have followers who trust them. Key attributes of good leadership include having a deep commitment to the goal, the ability to visualize success, and being worthy of others' trust. Effective leadership requires understanding followers' needs and motivating them through two-way communication that depends on the specific situation. Traits, skills, inspiring a vision, and inviting participation are important factors in leadership.
General Motors filed for Chapter 11 bankruptcy in June 2009 after facing a liquidity crisis due to declining sales and revenues exacerbated by the global financial crisis. The company received $13.4 billion in federal loans from the US government to restructure its operations and reduce costs. However, GM still faced challenges emerging from bankruptcy due to lingering brand issues, an unfavorable shift in consumer preferences away from trucks, and the potential for government influence over product decisions as the largest shareholder.
GM has undertaken several actions since 2005 to address legacy costs and international operations. It faces threats from economic fluctuations and regulations but opportunities in smaller vehicles and emerging markets. Alternative 1 proposes differentiating brands while Alternative 2 divests some brands and decentralizes to empower individual brands. Implementation would phase out brands over 3 years, restructure the organization, and invest in specialized assets.
There are several leadership styles that can be adopted in different situations: autocratic, bureaucratic, democratic, and laissez-faire. The autocratic style involves a leader retaining power and authority without staff input, while bureaucratic leadership manages through procedures and rules. Democratic leadership encourages staff participation in decision-making. Laissez-faire provides little direction from the leader and gives staff freedom. The most effective style depends on factors like the manager's background, the staff being managed, and the organization.
In 2005, General Motors (GM) – the world's largest automotive manufacturer is now stepping to the point, where strategic thinking, planning and breakthrough are necessary. Three consecutive years of global market share declines, high pressure from world-class competitors, health care and retirement burdens, and rapid changes in consumer profile are the reason of that. How GM should minimize such threats and in the same time capture potential opportunities with its strengths is very interesting issue in term of strategic management and policy.
This presentation was composed to fulfill the requirement of my masters degree subject. The analysis and solution in this presentation were originated from a business case blended with my knowledge, research and idea. Even though, they may not 100% correct, or not reflect the current situation and solutions of GM, I still hope that this presentation would help those who is interested the situations occurred in 2005
The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
General Motor Strategic Management AnalysisRashid Javed
Best report of Strategic Management . We apply these tools strategic formulation, implantation and evaluation on general motor very effectively. we hope u will got help from this report. .
In these slides accompanying an AXELOS webinar in March 2015, Sharon Mossman of Newcastle University discusses their journey through ITIL adoption.
You can read the full case study at: www.axelos.com/case-studies-and-white-papers/newcastle-university-it-service
General Motors (GM) was founded in 1908 and revolutionized the automotive industry between 1960-1979 by introducing smaller, more fuel efficient vehicles with catalytic converters and the first airbag. After facing financial troubles during the 2008 recession, GM restructured in 2009 and established its current structure and leadership. It now operates brands like Chevrolet, Buick, GMC, and Cadillac across over 120 countries globally. While GM has increased overseas production and sales in recent years, it continues working to grow its business internationally and pay down debts from its government bailout.
An interlocking set of values, communications practices, goals, processes, roles, attitudes and assumptions are included in the organization’s culture. We must understand our culture and choose and implement the cultural changes that support our aspirations.
The automobile industry in India is the tenth largest in the world and is expected to overtake China. It contributes 3.1% to India's GDP and is dominated by domestic companies. Two-wheelers form the major share of domestic sales while passenger vehicles lead exports. Key players in different segments include Hero, Maruti, Ashok Leyland and Tata Motors. The industry has experienced major changes over the years including delicensing, increased competition and diversification. While the industry is currently in a slowdown, factors like rising incomes, exports and innovation are expected to boost growth in the long run.
This document discusses personal leadership and creating a personal leadership approach. It defines leadership as influence and outlines characteristics of good leaders such as honesty, trustworthiness, and having a strong vision. It discusses that personal leadership has six significant parts: leading where you are, having a vision, presence, embodying values, enabling others, and making a contribution. It encourages the reader to reflect on their personal leadership traits and consciously explore one trait for 30 days to develop it.
General Motors is a large multinational automaker headquartered in Detroit, Michigan. The document outlines GM's vision, mission, brands, global sales, models, pricing, environmental analysis, competitors, SWOT analysis, and financial results. It was presented to discuss GM's management style, marketing strategies, and distribution network.
This document provides an analysis of General Motors (GM) as part of a strategic management assignment. It includes sections on GM's mission and vision statements, background history, organizational chart, key strategic dilemmas, industry factors, brand divisions, financial performance, competitors, and a SWOT analysis. The analysis examines GM's challenges in recent years including bankruptcy and declining market share, as well as opportunities for improving performance globally.
K5 Consulting provides business support and consultancy services including business coaching and interim assignments for small to medium sized businesses across London and surrounding counties. Their services help clients with management, leadership, team building and other operational aspects of running a business. Effective management requires setting objectives, planning, control and coordination of resources while leadership involves influencing others to achieve goals. There are different styles of leadership such as autocratic, paternalistic and democratic. Factors like teamwork, communication and delegation also impact leadership approaches within an organization.
PESTLE ANALYSIS ON AUTOMOBILE INDUSTRY IN INDIA-BY MANISH BADHIYEManish Badhiye
The document discusses the automobile sector in India. It provides a brief history of the automobile industry in India starting in 1897. It then covers the top 10 automobile companies in India and performs a PESTLE analysis of the political, economic, social, technological, environmental, and legal factors affecting the industry. The industry contributes significantly to India's GDP and employment. Government policies aim to promote growth in the sector. Changing lifestyles and incomes are increasing demand for automobiles in India.
September 4, 2007
Managing Cultural Change
Change is disruptive. Whether you are making changes resulting from audit or appraisal findings, lessons learned, or external innovations there will be disruptions to the status quo. Some people will support the changes, some will wait and see what happens, and others will resist any change. Being aware of the pitfalls associated with changing an organization’s culture will greatly aid the success of any Process Improvement program.
A leader is defined as a person who influences others towards achieving a goal. To be an effective leader, one must have followers who trust them. Key attributes of good leadership include having a deep commitment to the goal, the ability to visualize success, and being worthy of others' trust. Effective leadership requires understanding followers' needs and motivating them through two-way communication that depends on the specific situation. Traits, skills, inspiring a vision, and inviting participation are important factors in leadership.
General Motors filed for Chapter 11 bankruptcy in June 2009 after facing a liquidity crisis due to declining sales and revenues exacerbated by the global financial crisis. The company received $13.4 billion in federal loans from the US government to restructure its operations and reduce costs. However, GM still faced challenges emerging from bankruptcy due to lingering brand issues, an unfavorable shift in consumer preferences away from trucks, and the potential for government influence over product decisions as the largest shareholder.
GM has undertaken several actions since 2005 to address legacy costs and international operations. It faces threats from economic fluctuations and regulations but opportunities in smaller vehicles and emerging markets. Alternative 1 proposes differentiating brands while Alternative 2 divests some brands and decentralizes to empower individual brands. Implementation would phase out brands over 3 years, restructure the organization, and invest in specialized assets.
There are several leadership styles that can be adopted in different situations: autocratic, bureaucratic, democratic, and laissez-faire. The autocratic style involves a leader retaining power and authority without staff input, while bureaucratic leadership manages through procedures and rules. Democratic leadership encourages staff participation in decision-making. Laissez-faire provides little direction from the leader and gives staff freedom. The most effective style depends on factors like the manager's background, the staff being managed, and the organization.
In 2005, General Motors (GM) – the world's largest automotive manufacturer is now stepping to the point, where strategic thinking, planning and breakthrough are necessary. Three consecutive years of global market share declines, high pressure from world-class competitors, health care and retirement burdens, and rapid changes in consumer profile are the reason of that. How GM should minimize such threats and in the same time capture potential opportunities with its strengths is very interesting issue in term of strategic management and policy.
This presentation was composed to fulfill the requirement of my masters degree subject. The analysis and solution in this presentation were originated from a business case blended with my knowledge, research and idea. Even though, they may not 100% correct, or not reflect the current situation and solutions of GM, I still hope that this presentation would help those who is interested the situations occurred in 2005
The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
General Motor Strategic Management AnalysisRashid Javed
Best report of Strategic Management . We apply these tools strategic formulation, implantation and evaluation on general motor very effectively. we hope u will got help from this report. .
In these slides accompanying an AXELOS webinar in March 2015, Sharon Mossman of Newcastle University discusses their journey through ITIL adoption.
You can read the full case study at: www.axelos.com/case-studies-and-white-papers/newcastle-university-it-service
The document summarizes Stellenbosch University Library and Information Service's approach to research support and evaluates whether their services are "with-it". It finds that the library provides basic research support services like a digital repository, dedicated research space, and distributed service model through liaison librarians. However, it notes some areas that could be improved like developing a research support charter, optimizing their service model, and providing more specialized support for data, bibliometrics, and unique author identification. The document concludes by comparing Stellenbosch's services to other research libraries and determines there is still work to be done to fully be considered "with-it", but encourages the library to continue improving their research support.
Are we with it: research support services at an academic library presented at...Reed Elsevier
The document summarizes Stellenbosch University Library and Information Service's approach to research support and whether their services are "with-it". It discusses defining features like research performance management and digital services. It also notes areas that could be improved like developing a research support charter and optimizing their service model. The document concludes by comparing Stellenbosch's services to other research libraries and determines there is still work to be done to fully be "with-it", such as specializing services and partnerships with other research units on campus.
This document discusses whether the Stellenbosch University Library and Information Service's approach to research support is "with-it". It outlines the library's strategy, structure, policies, and defining features that guide its research support services. These include having a strategic plan, research support committee, digital repository, research commons space, workshops, and events. The document also reviews the library's services in comparison to other research libraries and identifies some areas for improvement, such as developing a research support charter and optimizing its service model. It concludes by stating the library needs to get on with implementing its research support services.
Evaluating library spaces while developing a ?culture of assessmeIFLA
This document summarizes a presentation given by librarians from the Singapore Management University Libraries on their initiatives to evaluate library spaces and develop a culture of assessment. It describes how the libraries conducted various studies including people counting, surveys, focus groups and interviews to assess how newly renovated learning spaces were impacting students. Key findings included that students valued quiet study spaces as well as collaborative spaces, and that "seat hogging" was a way for students to reserve preferred study spots and maintain routines. The libraries used the findings to inform further space planning and partnerships with faculty on teaching and learning initiatives.
The Informationist: Pushing the BoundariesElaine Martin
Library Director Elaine Martin of UMass Medical School's Lamar Soutter Library described the core competencies, roles, and new professional identity directions informationists are taking in the medical research field. She highlights opportunities for informationists, an emerging role in medical libraries today.
The Transition Advisory Team provided a summary report to the LSU Board of Supervisors in July 2013. The report outlined the team's efforts, which included 5 subcommittees, 6 task forces, and involvement from 114 members. It presented LSU2015, a vision for LSU to be recognized for academic achievement, research excellence, commitment to service, and economic development. Key recommendations included improving the student experience, expanding access to graduate programs, focusing research efforts, generating new revenue, modernizing technology systems, and adopting a new management model and funding approach to support a high-performance culture.
[Lefebvre] [Multiple stakes in the ground] IFLA LBES 2016Diane Koen
Presentation made by [Madeleine Lefebvre] at the IFLA Library Buildings and Equipment Satellite Meeting. Illinois Institute of Technology, Chicago, August 10-11, 2016.
Buildings and spaces: Are they relevant in the virtual environment?IFLA
This presentation covers library buildings, spaces and users in the current environment. It highlights how Singapore libraries have evolved and their approaches to library spaces. A case study of Singapore Management University Libraries is presented. Other libraries covered are National Library Board (Early Literacy Library), National University of Singapore (Hon Sui Sen Memorial Library), Nanyang Technological University, Temasek Polytechnic, Nanyang Polytechnic.
This presentation is part of the Executive Library Management Programme (ELMP) course by the Library Association of Singapore in August 2014.
Axiell User Conference, Public Libraries, 3rd May - Nick Poole, CILIP: Strate...Axiell UK Public Library
Nick Poole, Chief Executive of CILIP looks at library sustainability and makes some recommendations on how libraries can implement a more sustainable strategy.... it starts with the user!
1) Introduction to the Open University,and why we need to continue to build our change capability
2) What we're doing and how we're doing it
3) Challenges and opportunities: now and in the future
This document outlines the steps taken to lead a successful change initiative at a university library. It began by establishing a sense of urgency around the need for change due to new leadership and strategic goals. A guiding coalition was assembled to lead the change. An organizational design was developed that aligned with the university's strategic goals and priorities. Input was gathered from staff through numerous listening sessions. The new organizational structure was implemented and expectations were used to assess outcomes and evaluate the change process. While some improvements were seen, continued progress is still needed in some areas like collaboration and removing silos.
This document summarizes the information literacy needs and offerings at De Montfort University. It discusses surveying academics and students to understand their perspectives. Academics agreed that students need skills in differentiating information types, expanding searches, and evaluating sources. Students reported feeling mostly confident in their information and digital literacy skills. The university will promote its information literacy program to academics and faculty to improve understanding and student experience. It will also consider future changes in higher education. The information literacy program provides instruction at different levels, including inductions, in-curriculum support, and advanced training for researchers.
The document discusses trends that will impact the future of libraries and reference services. It examines 23 trends, such as an aging population, the sharing economy, drones, makerspaces, and the internet of things. The document suggests libraries may need to change reference services to address these trends. This could include providing more remote services using technology, expanding instructional roles, and curating information to help the community understand current issues. The goal is for libraries to meet evolving community needs and remain relevant.
A discussion of Samford University Library's move to turn reference on its head and how it impacted instruction, patron service, and employee productivity. Presented at Alabama Library Association, April 2013
This document discusses next steps for piloting self-directed support. It begins by posing big questions about how to enact meaningful change within resistance to flexibility, where to begin change efforts, the goals of self-directed support, and how to change attitudes. It then discusses taking a permanent piloting approach through various pilots focused on social workers, service providers, deinstitutionalization, family support, school transitions, transforming day centers, and system design. Examples are provided and building research into pilots is emphasized. Key questions for culture change are also listed.
Strategies for Success - delivering sustainable librariesCILIP
The document outlines four strategies for developing sustainable libraries:
1. Focus on the user by engaging them in service development and prioritizing their changing needs.
2. Design services to ensure they continue meeting user needs over time through convenient access, appropriate formats, and adapting based on feedback.
3. Design sustainable organizations by investing in staff, having a clear mission, and demonstrating impact.
4. Get necessary help through foresight on trends, building partnerships, and nurturing stakeholder support.
NISO Virtual Conference: Expanding the Assessment Toolbox: Blending the Old and New Assessment Practices
Keynote Address: The Value of Library-Provided Content: Assessing Usage and Demonstrating Impact
Megan Oakleaf, Associate Professor of Library and Information Science, iSchool at Syracuse University
Similar to Change Leadership in South East Asian Academic Libraries (20)
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Change Leadership in South East Asian Academic Libraries
1. 6th Rizal Library International Conference
Leadership and Change: Setting Directions, Braving the Odds
October 23-24, 2014
Change leadership in South East
Asian academic libraries
Gulcin Cribb and Tamera Hanken
Singapore Management University
Our Passion, Our Commitment, Your Advantage
2. Agenda
• About SMU Libraries
• What’s in a name?
• Change Leadership and Management
• Agile Management
• SMU as a case study
• AUNILO Libraries survey results
• Conclusion
Our Passion, Our Commitment, Your Advantage
3. Singapore Management University
(SMU)
• A young university – opened in 2000
• 6 Schools – Business, Economics, Accounting,
Information Systems, Law, Social Sciences and many
research centres
• City Campus - 6 buildings at the heart of Singapore
• 8000 students (7000 ug and 1000 pg), 320 faculty
• Broad based education, small classes, interactive
tutorial style learning, blended learning
• International experience, community service,
Our Passion, Our Commitment, Your Advantage
internship
4. Li Ka Shing Library
Known as a ‘Different
Library’
Student and faculty
engagement
Lean library
Consultation,
participation, inclusivity,
listening to ‘Voices’
Our Passion, Our Commitment, Your Advantage
5. Change…
• Change is a constant
• Change is inevitable
• Change is transformational
• Change is for the long-term
• Change is a journey
• Change must build on the past and the future
• Change must be linked to ‘reality’
• Change is about ‘communication’
• Change is dependent on ‘vision and leadership’
Our Passion, Our Commitment, Your Advantage
8. Agile Management
• Associated with private
sector
– Software industries
– Emphasizes the need to
quickly respond to
changing environment
– Emphasizes the need for
an organization to be
adaptable, flexible, etc.
Our Passion, Our Commitment, Your Advantage
9. Agile Management – 5 ways
Birkinshaw, J. (2012). How to stay agile. Management Today,
Our Passion, Our Commitment, Your Advantage
March: 40.
• Use peripheral vision – monitor trends, innovations, anticipate the
new, practice scenario planning
• Encourage dissent – encourage debate, allow assumptions/beliefs
to be challenged
• Experiment – experiment
• Simplify & flatten – push decision making to the front line, utilize
outsourcing for scalability of resources
• Act quickly – practice ‘active waiting’ keep costs under control,
manage resources so that when an opportunity presents itself the
organization can act
10. Agile Management @ SMU
• The 5 ways @ SMU
– Using peripheral vision
– Encouraging dissent
– Experimenting
– Simplifying and
flattening
– Acting quickly
Our Passion, Our Commitment, Your Advantage
12. Preparing for agility
• Team Building – 2012
workshop (offsite)
• Strategic Planning – 2012
• Master Planning -2013
• Repurposing of positions
Our Passion, Our Commitment, Your Advantage
(ongoing)
• Design thinking workshop
- 2013
• Greenbelt training 2013
(ongoing)
• Change management
workshop (offsite)- 2014
13. Using Peripheral Vision @ SMU
Australia study trip:
• Informed new service model
ideas
• Observation of best practices,
trends in action, etc.
• LMS feasibility study
• A Day in the Life of …
• Consultants report: “Changing
Roles in Research Libraries:
Future Directions …”
Our Passion, Our Commitment, Your Advantage
14. Encouraging dissent @ SMU
• Defining Value workshop
• Voice of the customer
– SMUSA
– LibQual
– Suggestion Board
• Culture of Assessment
– Data-driven decision
making
– Evidence based planning
and decision making
Our Passion, Our Commitment, Your Advantage
15. Experimenting @ SMU
• “Phone booth”
• Print PDA
• Chat services
• New Librarian rotation
scheme
• New staff immersion
program
Our Passion, Our Commitment, Your Advantage
16. Experimenting @ SMU
• Student Engagement
e.g. Halloween, April
Fool’s Day, Faculty
reception etc…
• Luna
Our Passion, Our Commitment, Your Advantage
17. Simplifying & flattening @ SMU
• The Desk
• Student Assistants
– Training and empowerment
• Upskilling ALL
• Simplifying processes
Our Passion, Our Commitment, Your Advantage
18. Simplifying & flattening @ SMU
• Lean Six Sigma Green Belt
training
– Process improvement librarian
• Redesigned staff work area
Our Passion, Our Commitment, Your Advantage
20. AUNILO Survey Results
• Twenty five responses from 13 AUNILO
(ASEAN University Network Inter-Library
Online) Libraries
• Like SMU, all are involved in similar change
activities
– Drivers of change
– Methods of staff engagement
– Challenges
– Strategies to manage change
Our Passion, Our Commitment, Your Advantage
24. Challenges faced @ AUNILO Libraries
Our Passion, Our Commitment, Your Advantage
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
No challenges Lack of support from
the Parent Institution
Lack of funding Lack of technology Staff resistance Delays due to staff
changes
Series1
25. Change management strategies
@AUNILO Libraries
• “Change management involves all parties impacted. Buy-ins
are important and so are careful planning, discussions with
people involved. Most importantly, communicate,
communicate and communicate”
• “When existing staff take on different roles, that helps too.
They start developing new perspectives. Getting staff buy-in is
the most critical element for change. They also need to see the
benefits to them personally.”
• “Change management is very important in academic libraries
because it can lead to a more efficient and effective services
especially with regards to new technology currently available”
• “I find that libraries spend significant time on planning and
communication, and even evaluation, but less time is spent on
actual impact assessment both as a decision making tool prior
to change and an assessment tool after change.”
Our Passion, Our Commitment, Your Advantage
26. Conclusion
• Success of any change initiative is dependent
on communication, collaboration, continuity
and context
• Change leadership and vision
• Agile management – ‘alive & well’ in AUNILO
libraries
• Staff involvement and participation
• Learning from each other – survey results
Our Passion, Our Commitment, Your Advantage
28. Agile Management in Libraries
• Haricombe, L.J., Lusher, T.J. (1998). Creating the
agile library: A management guide for librarians.
Libraries Unlimited.
• Tennant, R. (2001). Building agile organizations.
Library Journal.
• McKnight, M. (2009). The Agile librarian's guide
to thriving in any institution. Libraries Unlimited.
• Critchlow, M., Friedman, L. & Suchy, D. (2010).
Using an agile-based approach to develop a
library mobile website. Code{4}Lib Journal.
Our Passion, Our Commitment, Your Advantage
29. Agile Management in Libraries
• Overby, S. (2013). Library Competes Thanks to Agile
Development Outsourcing. CIO.
• Wells, A. (2014). Agile management: strategies for
success in rapidly changing times – an Australian
University Library perspective. IFLA Journal.
• Cervone, H.F. (2014). Improving strategic planning by
adapting agile methods to the planning process.
Journal of Library Administration.
• Forsman, D. (2014). Introducing agile principles and
management to a library organization. 35th IATUL
Conference Proceedings
Our Passion, Our Commitment, Your Advantage
30. References
Birkinshaw, J. (2012). How to stay agile.
Management Today, March: 40.
Kotter, J.P. (2006). Leading change: Why
transformation efforts fail. In Harvard
Business Review on leading through change
(pp. 1-18). Harvard Business School Press.
Wells, A. (2014). Agile management: strategies for
success in rapidly changing times – an
Australian University Library perspective. IFLA
Journal
Our Passion, Our Commitment, Your Advantage
Editor's Notes
.
To Change or NOT to change! Is that the question? Do we have an alternative, a choice? How often do you face this question in a day, a week, a month or a year?
Or have you ever faced this question? My co-presenter and colleague Tamera and I will talk about change leadership and how it is closely linked to agile management. We will use our own library, Singapore Management University Library as a case study first.
We will then share with you the findings of our survey amongst AUNILO libraries about change management.
Currently 6 schools: business, economics, accounting, information systems, law and social sciences
Housed in 6 buildings including the library, located in the heart of downtown Singapore
Different Library for a Different U; students, faculty and even the local library community often talk about SMU library and librarians as being ’cool’. Our library staff are very good at student engagement; consultations with and listening to students, faculty, staff and even broader community are very important.
Soon to add Madam KGC Law Library
The world talks about, thinks about and does ‘change management’. We hear about ‘change management’ almost on a daily basis.
According to John P Kotter, most change efforts fail.
A 2013 survey of UK research libraries showed that nearly two thirds of respondents had recently restructured the library to provide more capacity to support researchers, and one third is planning to restructure or restructure further. Yet evidence from the management literature is that only around thirty percent of change management programmes succeed.
Within the text, HBR on Leading Through Change- his article, “Leading change- Why transformation efforts fail” he identifies the most common errors or reasons for failure:
Not establishing a great enough sense of urgency (3)
Not creating a powerful enough guiding coalition (5)
Lacking a vision (7)
Undercommunicating the vision (9)
Not removing obstacles to the new vision (11)
Not systematically planning for and creating short term wins (13)
Declaring victory too soon (14)
Not anchoring changes in the corporation’s culture (16)
Fortunately, librarians in general have been relatively successful in adapting to change and adopting new technologies, new ways of offering services.
We have changed a great deal over the years.
A recent article in Forbes, a business magazine by library vendor said that:
“what amazes me is that librarians aren’t so different from startups and the concept of pivoting.” “They reinvented what it meant to be a librarian. They became tech-brarians.”
A startup pivots when their initial business model does not work as hoped, and they either start from scratch or leverage their existing resources to try something new”.
http://www.forbes.com/sites/nealtaparia/2014/09/11/anyone-can-pivot-what-the-changing-role-of-librarians-mean-for-you/
However, the pace of change in our universities, in industry, technology, expectations of our stakeholders, our users, our staff are such that those who cannot and do not pivot, may not survive, maybe survive but lose ground, left behind.
Examples, like embedded librarians in Schools, departments, where the customers are, some libraries have no service desk, all self-help, some have no more separate front of the house and back of the house separation, but these functions have been combined to better serve the customers so the staff work on projects across the library, in a matrix style organisation, rather than in separate silos.
Rather than competing for market share in the information business which is futile anyway, creating new markets and being quick, fast and agile about it. Some of these new markets are and can be….
Digital humanities, TDM (text-data mining), collaborative projects both within and outside the Library in areas like Big Data, Analytics, alternative metrics, measuring/ analysis and reporting on the impact of research publications and so on….
Demonstrating value not for one part of the library, but the whole;
Constant change is the new normal and it requires a new set of skills/competencies and a 21st century organizational culture…
Libraries, like other organizations need to help their staff develop new competencies in staff to help them succeed in this ‘new normal’ and leaders in these organizations/libraries need to foster an organizational culture that is adaptable, flexible and agile.
Learning, unlearning and re-learning for not only our staff, but for us as leaders have become a critical aspect of our modus operandi, our role as leaders.
One example here is the move from silo/function-based work to project-based work, where the old departments or units in libraries do not and cannot work anymore. Staff themselves expect to learn new skills, competencies and not have to do same routine day-in-day out, people, especially the new generation need to be able feel they are getting ahead, moving forward, rather than being stagnated. That is why task forces, project teams, working parties important to have opportunities to work with people across the organisation.
Definition of ‘Agile’ according to OED
“Able to move (esp. to climb or manoeuvre) quickly and easily; nimble, dexterous”
http://www.oed.com.libproxy.smu.edu.sg/view/Entry/3979?redirectedFrom=agile#eid
What is Agile Software Development?
In the late 1990’s several methodologies began to get increasing public attention. Each had a different combination of old ideas, new ideas, and transmuted old ideas. But they all emphasized close collaboration between the programmer team and business experts; face-to-face communication (as more efficient than written documentation); frequent delivery of new deployable business value; tight, self-organizing teams; and ways to craft the code and the team such that the inevitable requirements churn was not a crisis.
http://www.agilealliance.org/the-alliance/what-is-agile/
Image: http://agilecomplexificationinverter.blogspot.sg/2011_06_01_archive.html
Rather than perfecting a catalogue record, MARC record; agonising over original cataloguing or making sure we have covered all bases in our information literacy, being perfectionist; Need to be more risk taking, experiment, and ‘Near Enough is good Enough’ approach, rather than the perfectionist approach.
Perhaps make initial reference to IFLA presentation – introducing Julian Birkshaw’s ‘5 ways’ as a way to frame or identify elements of agile management at work in libraries…
From Andrew Wells at UNSW (2014)
UNSW has faced rapid changes in its operating environment over the last decade
Enrollment grew 30% from 2005-2010
The budget increased by 9% over the same time period
UNSW transitioned from print based to digital based
A restructuring from multiple ‘special libraries’ to a single library
“While the management of UNSW has not consciously used the term ‘agile management’ to describe its approach it has used many of the ways of agile management described by Birkinshaw to meet the challenges of rapid change”
SMU Library has been using TMS instrument to help staff learn about and be aware of their own team preferences as well as their colleagues.
It is helpful for team building, for appreciating diversity and for recognising that teams need diversity of skills, competencies and way of thinking and working. All new staff do this and we use it when appropriate to refer to, to reinforce the value of diversity in teams etc…
We used another instrument called QO2 (Opportunities-Obstacles Profile (QO2™ Profile) in preparation for major changes to come as a result of renovations. This tool helps again to help staff to be aware of their own and others’ approaches to work and their approaches to risk and change.
The Risk-Orientation Model is the basis of the QO2™ concept and defines five subscales that are used to calculate the QO2™.
MTG Energy - how much energy you put into 'Moving Towards Your Goals'
Multi-Pathways - the extent to which you find ways around obstacles
Fault-Finding - how good you are at seeing potential obstacles
Optimism - the extent to which you expect positive outcomes
Time-Focus - a measure of your psychological time and your orientation to the past, the present or the future
The Opportunities-Obstacles Profile (QO2™ Profile) enables individuals to review their approach to work and improve both the way they seize opportunities and foresee obstacles. An overall score on the instrument is given together with data on the five subscales
For most jobs it is important to have some sort of 'balance'. People who focus on the opportunities without seeing potential obstacles can make hasty decisions, whereas those who focus on the obstacles may never give the go-ahead to new products or ventures. It is this degree of balance within individuals, teams and organizations which can have profound implications on issues such as conflict resolution, goal setting, problem-solving, risk management and change.
For master planning, all library staff, faculty, students involved in focus groups to do scenario planning, come up with design approaches
Team Building, using TMS, revisiting values, vision, mission and coming up with strategic goals and measures
Change Management workshop – using the results of Opportunities and Obstacles profile, doing scenario planning, looking at worst and best case scenarios, drawing pictures of the future after the change, lots of celebrations….
Monitor trends & innovations; anticipate the new; practice scenario planning to identify & assess industry changes
Feasibility study… people learned to work in groups, study current state, future state
Annual work plans
Computer use study – outcome not what we expected; a good learning experience “when in doubt ask the customer’, but learn about user studies, don’t rely only on one form of study, triangulate etc…
Leaders of organizations are successful when they encourage debate and are prepared to have their assumptions and beliefs challenged. There are dangers in organizations becoming complacent or being unwilling to change course.
Learning to listen to different voices, approaches, views both within and outside the Library and be able to say ‘why not’… What are the options,
It is important that organizations try out new activities, even if this requires redirecting resources from existing activities.
Disruptive technology;
Repurposing of many positions (times changes, job descriptions change)
New student spaces also used for university wide events
SmUSA survey, focus groups, lib qual
Chat came about because of blended learning
It is important that organizations
try out new activities, even if this requires
redirecting resources from existing activities.
Birkinshaw recommends pushing decision-making to the front line to enable responsiveness as opportunities arise.
He notes that ‘‘agile companies are typically very flat, with clear lines of accountability’’ and mentions that they are often major users
of outsourcing, allowing them to reduce or increase capacity as needed.
Pushing decision making to the front lines,
Student
Birkinshaw recommends
pushing decision-making to the front line to
enable responsiveness as opportunities arise.
He notes that ‘‘agile companies are typically
very flat, with clear lines of accountability’’
and mentions that they are often major users
of outsourcing, allowing them to reduce or
increase capacity as needed.
Paradoxically, it is sometimes smarter to wait, make preparations and save resources, so that when an opportunity arrives,
an organization can act quickly.
Priority renovations – in record time --- but preparations began long ago with master planning exercise…
Desk
Lounge
Investment Studio
Learning Lab
Learning Commons - 24X7
Hive
Staff spaces - consolidation
What is AUNILO (Asean University Network Inter-Library Online); established in 2004. So, exactly 10 years old.
The AUNILO Working Committee held its 1st meeting in April 2004 in Singapore. The theme for the meeting was “Growing people; training and developing new-age information professionals for academic libraries”.
To promote competent human resource development in ASEAN by the strong support of wider access to academic source supplies shared by all ASEAN countries.
To strengthen existing linkages and support further co-operations among higher education institutions in ASEAN countries through the sharing of academic resources.
To provide another channel of information sharing among academic communities in ASEAN, utilizing technological advancement and existing resources in the AUN Member Universities.
Why we did this… how change management happens, what is happening in SE Asian libraries…
All libraries who responded said that they have been involved in ‘change’ activities in the last 3 years.
25 people said yes to the question whether they have been involved in ‘change’ activities.
Malaysia, Philippines, Vietnam, Indonesia, Singapore, Cambodia, Laos, Myanmar, Thailand, Brunei
Space, followed by staffing followed by introduction of new services were the top kinds of change. The lowest identified type was workflow change.
Did your library prepare a plan for the change projects? All but one said ‘Yes’.
Staffing re-organisation appeared to be the top driver of change, followed by customer feedback and then by technology. Of course, often all these three are interlinked, inter-dependent on each other. It looks like directive from government is not a driver of change. Budget cuts was one of the lowest ranked drivers. That is interesting, because often libraries use ‘budget cuts’ or funding as a powerful driver to make changes. It may be then more palatable for staff to understand, cooperate, participate and move forward with the changes needed to deal with the budget cuts, e.g. cancelling print subscriptions, re-organisation of departments, changing workflows, closing branch libraries which is a regular occurrence in North America, Australia and the UK. etc. Not sure, if that is the case for many AUNILO libraries.
If the Library has not been involved in any change activity in recent times, do you have any plans for ‘change’ in the near future? All except one library said ‘yes’ to the question:
What does lack of funding mean, and what were they trying to do that needed funding. It looks like ‘lack of funding’ is identified as the top challenge: What kind of challenges did the Library face with the ‘change’ projects?
Example: master planning to design planning
It’s often an opportunity (sense of urgency for change); funding cuts and issues to do with funding often a good driver for change and ‘agile change’;
Other challenges:Deficient technology infra & slow support/responses & lack of spaces;
What kind of strategies did they use to deal with the challenges:
Postpone such projects and re-propose them the following year; Regular meetings with the various groups and communicate changes whenever necessary; Individual and group discussions
Role modeling; Discussion and retraining staff; strengthening internal as well as external networking for wider support and expertise; Communication strategies
Professional development strategies; Staff engagement strategies; understand and properly address resistance of the staff - - communicate change with the staff - coach staff through change;
Did the Library have an evaluation or assessment plan or scheme to review effectiveness and impact of the 'change' initiatives? 83% said they did, 16% didn’t. Some said their plans are on-going.
Here are some of the comments expressed by the Library Directors and/or Associate Directors.…
Good leadership & excellent professional staffing ensure smooth Change...
I am a believer of change, no matter how hard the challenges this will entail. Injecting change in the library (people,
processes, initiatives) is always good for its advancement, however, it really takes time for one's team to really
embrace these changes and become a learning organization.
Ageing staff and difficulty in recruiting suitable candidates
Teamwork and unity is very important to make the change and the supporting staff need the exposure for better
involvement in the team
Academic libraries should be able to flexibly adapt to new condition and challenges in order to develop and be
responsive to both user demand and current trends as necessary
I find that libraries spend significant time on planning and communication, and even evaluation, but less time is
spent on actual impact assessment both as a decision making tool prior to change and an assessment tool after
change.
Change management is very important in academic libraries because it can lead to a more efficient and effective
services especially with regards to new technology currently available
Change as they say is constant, with the fast paced environment we have, change management is vital for an
organization in order to meet the its mission.
The one important thing to make a process of change management success is involving staff in 'change process'.
Do some brainstorming process to keep up an ideas from all of the staff with our guidelines to the new library
vision. Policy support from the parent institution is important to break-up any resistances from the staff and also to
support any new activities regarding the change management. Library leader should be an active person to get an
involve with the staff problems.
Staff involvement and participation is a key to the success management
The change management in academic libraries is very interesting . Its result should be distributed
The greatest challenge in change management is how to handle staff resistance. You need to carefully explain the
reasons for implementing change for this to be appreciated and accepted by the staff
It's good to implement pilot test to get feedback rather than impose it as a mandatory
we do the change and we've confident to do it.
Using evidence based planning and decision making is essential. We used a variety of feedback, input, analysis,
eg LibQual, Suggestions from students, Library Advisory Committee, an external consultant and report, sending
staff to visit both local and international libraries and asking them to share their observations and get them involved
in various project teams and initiatives etc. Change takes time and patience. New staff with new ideas also help.
When existing staff take on different roles, that helps too. They start developing new perspectives. Getting staff
buy-in is the most critical element for change. They also need to see the benefits to them personally.
Did the Library have an evaluation or assessment plan or scheme to review effectiveness and impact of the 'change' initiatives? Most said yes.
There are many ‘windows of opportunities’ that are coming to us at faster and faster speeds almost every day. Hence agility, nimbleness and communication with all stakeholders as well as involvement critical.
What choice of strategy for managing organizational change best suits your library?
What might a successful change management process look like for your library, and?
“Be the change that you wish to see in the world.” (Mahatma Gandhi). Are you?