Change Management in Information Services, 2nd Edition by Lyndon Pugh

By Lyndon Pugh

Info providers are presently dealing with what's the most major interval of switch of their historical past. while, considering organisational switch mostly administration has endured to improve, and lots of of the rising rules, options and procedures are more and more appropriate to info companies. because the first variation of this very hot ebook was once released in 2000, the speed of switch has speeded up as a result of the effect of digitisation and technological advancements generally, the emergence of what can be known as a company tradition, alterations in talents and information necessities, and adjustments in person and body of workers attitudes. regardless of those speedy advancements the present literature has a tendency to mirror a preoccupation with technological advancements on the cost of attention for the wider managerial base. This moment variation fills the space within the literature and is absolutely up to date with the inclusion of a few new chapters and new case stories.

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Even in this respect, any imaginative attempt at integration was likely to fail. For example, one resourceful and committed subject librarian, who also had a diploma in counselling, put forward a paper advocating the absorption of the student counselling service into information services, on the basis that the information service was the place where most students went to obtain information in any case, and that many had consequently built up a sound relationship with library staff. This may or may not have been a workable proposition, but it deserved more than the out-of-hand dismissal and ridicule it was subjected to by the Director of Information Services.

Today’s ICT-based change in particular affects all aspects of organizational life. If its impact is to be maximised, it has to be governed by ideas which will take advantage of all the skills, talents and opinions available. Change will have to be viewed as intrinsic, and the system will have to support creativity and entrepreneurism. None of these things can easily come about in an organization based on regularity, specialisation and standardisation. Everything depends on how an organization fit for change is visualised, and this is looked at in more detail later.

Libraries can be broken down into subsystems (from Burnes, op cit): ● ● ● ● ● Technical subsystem: skills, processes and knowledge Values subsystem: the aims and objectives of the service Psycho-social subsystem: the culture Managerial subsystem: the things that managers do Structural subsystem: the organizational framework. Obtaining a clear understanding of the subsystems – the parts of the organization which are not necessarily reflected in an organigram or organizational chart – will raise questions about the form an organization should take.

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