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LIBR 204 Synthesis
Transcript of LIBR 204 Synthesis
"The findings also can be used to develop options for designing and delivering digital platforms and services, which will enable educators and service provides to make
informed decisions relative to engagement and motivation for individuals
as they progress through the educational stages."
-Connaway, Cornu, Hood, Lanclos, White
Over the past 20-some years, organizations including library have undergone a “flattening: of their structures (fewer layers); they have downsized (increasing workload) and required existing staff to learn new skills.
As a result, employee must be more productive, flexible, willing to learn, and generally must be willing to accept more responsibilities.
All of these factors place a premium on flexibility and on having a knowledgeable workforce that is more capable of working independently than in the past.
-Evans & Alire
Leadership and Culture
Management can steer both stability and radical change
Managers have a tolerance to ambiguity and uncertainty
Diversity of (top) management team
Culture of Inventiveness, openness, curiosity
Strategy communicated and embraced by all
Portfolio management; making clear choices
Knowledge and Organizational Learning
Requisite variety: diversity of teams
Innovation budget, transaction budget
Learning from failure
Absorptive capacity for external knowledge
Understanding user communities
Mix of adhocracy and bureaucracy, ‘Hybrid’ organization
-Balk, Kwant, Neudecker
"Progress requires investment and innovation, yet such investment and innovation inevitably draws resources away from more concrete matters. It is up to organizations to decide where along this scale of resource allocation they must fall. Like any important decision, this one is not easy. One-size fits all assertions are not appropriate for the disparate situations, both financial and otherwise, of the many libraries in the world. . . rather, such
hard decisions must be made individually, and based upon the unique factors, strengths, and challenges faced by each library.
-Bengtson & Bunnett
"More leaders equals more library presence at more tables throughout the institution bringing the most appropriate and deepest expertise to the initiatives at hand.
The dean can and should delegate appropriate leadership opportunities to ensure that library leadership permeates into every corner of the campus. The end result is a dynamic environment of partners, collaborators, and co-creators of knowledge and learning to advance the global society
. In the future, the experiences gained from campus leadership by deans and librarians may be the basis for a growing number of high level campus administrators who originate from libraries."
LIBR 204 Synthesis