In a time when libraries have to face constant change, this book provides examples and advises on how to lead when change is needed (for example, when quality management is implemented or when libraries have to merge or to relocate). Engaging with how constant change affects leadership in libraries and how leaders in libraries act in times of change, this book is aimed at practitioners and students of Library and Information Science (LIS) alike, and is based on both theory and expert interviews from leaders in academic and public libraries that are in the midst, or are now coming out of a process of change.
Rezensionen / Stimmen
"...case studies form the bulk of the book, with other chapters on change management theory, analysis of the case studies for what can go wrong, new leadership styles and tasks, and tips for managing libraries in time of change."--Australian Library Journal,September 2 2014
Reihe
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Für höhere Schule und Studium
Für Beruf und Forschung
Gewicht
ISBN-13
978-1-84334-690-6 (9781843346906)
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Schweitzer Klassifikation
Petra Dueren is Professor for Management of Library and Information Services at the Hamburg University of Applied Science. Prior to this, Petra was Head of Department at the German National Library of Science and Technology and the University Library Hannover (TIB/UB), member of Library Management and responsible for corporate management.
Autor*in
Hamburg University of Applied Sciences, Germany
List of figures and tables
Preface
About the author
Part 1: Change management
Chapter 1: Change management in libraries
Abstract.
1.1 Why change management?
1.2 Structure of the book
Chapter 2: Change management
Abstract.
2.1 Change management in general
2.2 Phases of a change process
2.3 Elements of change management
Part 2: Change management in practice
Chapter 3: When does change need change management?
Abstract.
3.1 Case studies of change projects in academic and public libraries
3.2 Change projects described by leaders
3.3 Asking change managers for another view on change projects
Chapter 4: Implementation of a library RFID management system
Abstract.
4.1 Implementation of a library RFID management system in an academic library
4.2 Implementation of a library RFID management system in public libraries
Chapter 5: Merging libraries and implementing quality management
Abstract.
5.1 Merger of three public libraries including a relocation process
5.2 Implementing a quality management system in an academic library
5.3 Merger of two academic libraries using the quality management system as a tool to support the transition
5.4 Merger of academic libraries and an implementation of TQM with a certification process followed by a reorganisation including downsizing
Chapter 6: Relocation processes and reduction of space
Abstract.
6.1 Relocation of a public library
6.2 Reduction of space in academic libraries
Chapter 7: Changes in the management of a library
Abstract.
7.1 Changes resulting from the announcement of a new director in an academic library
7.2 Management restructuring across the whole organisation for a less hierarchical structure in an academic library
Chapter 8: Case studies of change projects described by change managers
Abstract.
8.1 Implementation of a library RFID management system in a public library
8.2 Merger of an academic library with an information service provider
8.3 Change as day-to-day business in an academic library
Part 3: Change management and leadership
Chapter 9: Change - what can go wrong and how to do it right
Abstract.
9.1 Leaders
9.2 Staff
9.3 Goals
9.4 Time
Chapter 10: What kind of leadership does change management need?
Abstract.
10.1 New aspects of leadership in reference to change management
10.2 New leaders as a result of change
Chapter 11: Leaders as change managers
Abstract.
11.1 Change managers/change agents
11.2 Transformational leadership
11.3 Transactional leadership
Chapter 12: Useful tips for the management of libraries in times of change
Abstract.
12.1 Opportunities during the change process
12.2 Communication - say it loud and clear
12.3 There are people working in the team(s) or department(s) affected by a deliberate large-scale change
12.4 Change management
12.5 Learning throughout the change process
12.6 Scheduling
12.7 Things that can't be changed
Appendix
References
Index
