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“libraries” as separate entities. In addition, the cross-functional team structure has been continued for those ongoing virtual library teams, although these teams now encompass a more inclusive perspective of the USF Library system. Library staff still self-identify those teams that appear most closely aligned with their interests and apply to join them. From a larger external perspective, the upcoming SACS (Southern Association of Colleges and Schools) accreditation has encouraged library system staff to see the total library system, not just portions of it.
Implementing Large-Scale Programmatic Change 175
in marking progress should be clearly communicated to managers, staff, and teams.
With clear communication of expected goals and outcomes, all members of an organization can focus on accountability, evaluating how well goals are achieved, and specifying exactly who is responsible for what (Forrester & Drexler, 1999).
CONCLUSION
There are potential advantages in organizational restructuring to achieve more effective collaboration in planning and delivering information services by libraries.
The hierarchical, “top down” management style of the past is rapidly giving way to a system where employees take responsibility for their own actions and leadership comes from employee teams (Pierce & Kleiner, 2000). It does not mean that leadership always makes decisions at the lower levels, but rather it oversees the decisions that are made and evaluates their congruence with the direction of the organization. This has a direct effect on the organizational composition. Flatter and more flexible structures are emerging, moving away from traditional structures to multi-skilled, multi-tasked, and cross-organizational teams that more effectively tailor services and resources to particular patron requirements. Further, a strong leadership emphasis on team goals, clear expectations from team leaders, attention to team development, and an emphasis on coaching and challenging rather than directing is critical for successful change management when utilizing a team-based structure.
However, change requires a more thoughtful approach for the impact that major projects can and will have on the organizational culture and structure. Nearly two decades ago, Soudek (1983) formally defined the relationship between the organizational climate and professional behavior of academic librarians. In work building upon Kurt Lewin’s programmatic equation (B = f (PE) where B = behavior, P = personality, and E = environment), Soudek combines the P and E elements of the equation to refer to organizational climate. A good organizational climate is high in individual autonomy, low in job structure, high in reward and recognition of achievement (personal or organizational), and high in consideration, warmth, and support (Soudek, 1983, p. 337). Successful organizational change should include these measures as outcomes of the change process.
FUTURE ISSUES
In the quickly evolving environment of academic libraries, Collier and Esteban (2000) see library leadership as being the systematic capability diffused throughout the organization to encourage creativity and to generate processes and practices
TE AM FL Y
Team-Fly®
176 Arsenault, Hanson, Pelland, Perez & Shattuck
that translate into organizational learning. Administrators exercise this through influence and intention, openness and communication, and autonomy and account- ability. Successful leadership of libraries requires commitment, imagination, and energy, but above all the capacity to embrace change as a positive stimulus to organizational learning and development (Corrall, 1995a). In this way, learning and change can become legitimate aspects of organizational life.
According to Follett (1993) and Fielden (1993), the key tasks for academic library administrators are: to articulate future directions, based on a vision shared by all stakeholders and informed by continuing environmental appraisal; to secure the financial and other resources required to achieve agreed-upon goals; and to inspire and support colleagues as partners in exciting collaborative ventures. The information environment of the 21st century offers libraries the opportunity to play a central role in the academic community, but it will require bold and confident leadership along the way.
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