By Lyndon Pugh
Info prone are at the moment facing what's essentially the most major interval of swap of their historical past. even as, puzzling over organisational swap quite often administration has persisted to enhance, and lots of of the rising rules, options and strategies are more and more appropriate to info prone. because the first version of this extremely popular ebook was once released in 2000, the velocity of switch has speeded up as a result effect of digitisation and technological advancements generally, the emergence of what can be known as a company tradition, alterations in abilities and information requisites, and adjustments in person and body of workers attitudes. regardless of those swift 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 version fills the space within the literature and is absolutely up to date with the inclusion of a few new chapters and new case reports.
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Extra info for Change Management in Information Services, 2nd Edition
Classical management principles identified major organizational characteristics, mainly to do with the creation and control of stable organizations. Specialisation In classically-structured organizations, specialisation is applied to skills and responsibilities. Tasks and roles are delineated on this basis, and are then grouped with related tasks in subgroups which form sub-units, usually in a sectional, departmental or divisional structure, where the internal boundaries of the organization reflect the divisions between the specialised groups.
Martell’s organization embraces: ● ● ● ● ● ● A highly developed communication system A structure of groups Decentralisation leading to a flat structure A powerful culture The force of organizational culture Distributed technology: by this Martell meant the systems which keep the library running, such as acquisitions, cataloguing and classification. A coherent philosophy which could support change management in a way which classical management theory cannot is now beginning to emerge. Perhaps surprisingly in view of what has gone before, I would stress that it takes something from classical management.
McGregor attached the label Theory Y to organizations based on these characteristics. Crucially, he felt that this theory could be applied to the professional bureaucracy. It is instructive to look at the kind of organization libraries predominantly adopted at the time McGregor’s ideas began to assume some prominence. Demone and Harshberger (1974) looked at what they called human service organizations, and identified some key characteristics: ● ● ● ● ● ● ● ● ● ● A strong service ethos An overall mission to alter behaviour Managed by professionals untrained in management Structures tending to be based on professional values Relative difficulty in measuring their output Use of technology Consensual ethos Good relationships between professionals and other groups in the organization Primary loyalty to the professional peer group rather than the organization Still hierarchical Change Theories ● 35 Dependent on clear linkages with the external environment in order to function properly.
Change Management in Information Services, 2nd Edition by Lyndon Pugh