Cathleen has taken on the role of acting manager at her library but is facing several challenges. She struggles with language training, asserting authority over friends, renovations, a decommissioning project, and absenteeism. The case proposes addressing these issues using Bolman and Deal's four frames: holding regular meetings for communication and input; motivating employees with incentives; establishing clear authority; and delegating tasks. This would help Cathleen feel less stressed and overwhelmed in her new role.

1. ISI 6148: Case Study Presentation
Case Study: Cathleen
By: Valerie MacMillan

2. Part 1
Background Information and Problems

3. Background

Works as a reference librarian in government
library

Small team: manager, 2 reference librarians, 2
cataloguers, 2 co-op students, 1 library
technician at circulation desk, and 1 systems
librarian

4. Background (cont'd)

Manager goes on maternity leave and hints that
she may not return

In the past, Cathleen has replaced her during
vacation and is chosen to do so again

Cathleen is sociable, well-liked by staff, and
even has close friendships with some
individuals

5. Problems Overview

Language training

Uncomfortable “bossing around” her friends

Renovations must be done to the library

Decommissioning project

Absenteeism

6. Problem #1: Language Training

Language training is intensive and must be
attended several times per week

Overwhelming in conjunction with other duties
in new role

Restricts the amount of time she is in the office

7. Problem #2: Discomfort With
Authority

Feels she should “lead by example” and
continues to perform old duties along with new
ones, which causes her to be over-worked

“Open door policy” to allow coworkers to
approach her with questions or concerns but
she is frequently disrupted

8. Problem #3: Renovations

Space constraints

Increased number of meetings resulting in
more absences

Changes in plans from architects leading to
employee frustration

9. Problem #4: Decommissioning
Project

Cathleen is doing a lot of the weeding,
shipping, and storage herself

Cataloguers responsible for cleaning up
bibliographic records are complaining but feel
as if Cathleen is not listening since she is
frequently out of the office with meetings and
language training

10. Problem #5: Absenteeism

Cathleen is stressed out and overworked

She begins taking a large number of sick days
- Argyris: trying to stay sane by
withdrawing to escape frustration
(Bolman & Deal, 2008, 128)
Coworkers become resentful, as they cannot
do their jobs as well
Coworkers concerned

11. Part 2
Bolman & Deal's Four Frames + Proposal

12. Proposal
Regular meetings
Outline tasks and goals
Discuss progress on projects
Keep employees up to date with renovation
plans
Acquire input
Address questions and concerns

13. Proposal (cont'd)
Motivate employees by creating incentives
Establish authority
No “open door policy”
Establish agenda and how it will be
implemented
Focus on making final decisions, rather than
day-to-day work

14. Proposal (cont'd)
Delegation
Cataloguers could do weeding, as well as
records clean up
Postpone social events until after renovations
completed
Student can sort through donations
Student can help with reference

15. Human Resources Frame
Cathleen clearly values the people in her
organization
She should not worry about “bossing them
around”, but rather use good relationships to
motivate them
Hold regular meetings to gain input and
communicate changes
Important to provide information and support
(Bolman & Deal, 2008, 149)

16. Human Resources Frame (cont'd)
If employees understand tasks, “they can see
the big picture – how their work affects the
bottom line and how the bottom line affects
them” (Bolman & Deal, 2008, 150)
Aligns their best interests with organization
Empowers employees by assuring them their
concerns are valid and input welcome
Decision-shaping vs. Decision making (Mintzberg,
2009, 68)

17. Symbolic Frame
Important to maintain culture -- no time for
planning events right now but after?
Include people in vision of new library
Focus on past challenges to overcome new
ones

18. Political Frame
Cathleen must make decisions about allocating
scarce resources (time, space)
No “open door” policy so that her time and
space are respected
Need to outline ideas, set agenda, and decide
how it will be implemented
Must address conflict
Persuade employees about importance of
mission

19. Structural Frame
Restructure:
Mintzberg's Machine
Bureaucracy
Retrieved from
http://www.lindsaysherwin.co.uk/guide_managing
_change/html_change_strategy/07_mintzberg.h
tm

20. Conclusion
Cathleen probably taking time off work due to
stress from new role as acting manager
Cathleen will probably be relieved to have
some of her responsibilities taken away but
might still feel uncomfortable as authority figure
Re-iterate the impact of her positive
relationships with coworkers

21. Conclusion (cont'd)
Regular meetings
Motivate employees by creating incentives
Establish authority, agenda, and goals
Delegation

22. Sources
Bolman, L. & Deal, T. (2008). Reframing
organizations: Artistry, choice, and leadership.
San Francisco: John Wiley & Sons Inc.
Mintzberg, H. (2009). Managing. San Francisco:
Berrett-Koehler Publishers, Inc.