By Cathryn Gallacher
In occasions of fast swap, it is simple for managers to develop into so absorbed via day-by-day calls for and judgements that they lose point of view at the swap method as an entire. a pragmatic method of coping with the switch method.
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Extra resources for Managing Change in Libraries and Information Services (Aslib Know How Guides)
Example text
Vision A vision is an idealistic view of how the library sees itself, or of what it wants to be in the long-term. For example, some libraries wish to view themselves as the best library of their type in the country, or as providing the most complete resource in their field, or as being at the forefront of innovation and development. As these examples demonstrate, a vision need not be measurable or provable, but it must be inspiring. Traditionally, it is senior managers that hold a vision of the library’s future.
Other abilities and qualities which help people manage change are an 35 Managing Change in Libraries and Information Services ability to cope with uncertainty and a willingness to take risks. These and other change-related skills and qualities are summarised in Chapter 6. Effective human resource systems help to ensure that library staff have these change-related skills and qualities. Firstly, sound recruitment and selection processes must aim to appoint new staff with the innate abilities and personal qualities which help them manage change.
Sheila Corrall describes strategic planning as ‘a continuous process’, which ‘fulfils the dual role of relating an organisation and its people to the environment and providing unity and direction to its activities’ (Corrall 1994, p. 3). Continual environmental analysis is at the centre of this process. In addition, strategic planning includes some or all of the elements discussed below. Vision A vision is an idealistic view of how the library sees itself, or of what it wants to be in the long-term.