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
Classical
“A principal aim of the bureaucrat was – and is – control at all
levels of operation. Control is achieved through the rational
application of accounting (for fiscal control) and of hierarchy
(for control of personnel)”
Budd, 33-34
4. 4
Scientific Management
“…the goal of bringing the aims of managers and workers
together by ensuring productivity (and, thus higher pay) for the
workers and higher profits for the managers through increases
in productivity.”
Budd, 34
5. 5
Systems Approach
“Organizations must be constantly adapting to a
constantly changing environment”
Budd, 37
6. 6
Reframing
Overview of Four-Frame Model
Reframing Organizations by Lee G. Bolman, Terrence E. Deal
Frames: Structural HR Political Symbolic
Metaphor for Factory or Family Jungle Carnival, temple,
organization machine theater.
Ritual, ceremony,
Central Rules, roles, Needs, skills, Power, stories, heroes or
Concepts goals, relationships conflict, heroines.
policies, competition,
technology organizational Inspiration
politics
Image of Social Empowerment Advocacy Create faith, beauty,
Leadership architecture meaning
Basic Attune Align Develop
Leadership structure to organization agenda and
Challenge task, and human power base
technology, needs
environment
Effective Leadership vs. Ineffective Leadership
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 Miller
Associat 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. 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 Controller
Communicatons
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
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
Other Issues
Culture and Perception are important and will be
covered in another section
Cal State University System
What about your organization?
Hinweis der Redaktion
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…