A prototype twenty‐first century university library

Purpose: To document the process and strategies used to create transformational change at the operational, organizational and cultural level. Design/methodology/approach: The vision of transformational change was guided by three principles: building it today, adding value, aligning with the university's strategic plan. Findings: During a 2008-2009 internal review it became clear that our current services and systems were inhibiting our ability to move forward. To overcome this inertia 8 strategies were developed to lay the foundation for transformational change. These included: creating a framework for change, leveraging outside expertise, building a leadership team, designing a new organizational structure, influencing organizational culture, managing transition, forming operational teams and workgroups, and reflections. The greatest challenge has been to manage library staff fears and expectations. Dealing with both passive and active resistance has required flexibility and a commitment on the part of library administration to engage staff in an on-going dialogue to clarify the vision and to encourage staff to see change as serving both the library's interests and their own self-interest. Originality/value: The aim of this paper is to showcase tools and strategies for transforming an academic library's organizational culture and structure.

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“…(Wells, 2007). The "why" was communicated by creating a framework for change based on three guiding questions: 1.…”

Section: Creating a Framework For Changementioning

confidence: 99%

The path of transformational change

Nussbaumer

Merkley²

2010

Library Management

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“…Third, the world of the academic library is changing and the demands on the librarian for technical training are now more likely to be related to information technology than quantitative literacy. The internet has now overtaken the library as the first choice for students who require academic support (Wells, 2007) and this has changed the emphasis of library research away from mathematical models and towards electronic information provision and the nature of resource collections and learning spaces. This is not to say that OR cannot make contributions here too but the nature of that contribution may well be different.…”

Section: Discussionmentioning

confidence: 99%

On 40 years of queuing in libraries

Warwick

2009

Library Review

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PurposeThe purpose of this paper is to reflect 40 years of queuing theory in application to library modelling and management. It suggests that these models have not had the impact that the early queuing models promised and suggests some reasons as to why.Design/methodology/approachThe paper gives a brief exposition of queuing theory as a branch of operations research (OR) and describes three snapshots of library queuing models published in the literature. Each snapshot describes a different approach to library modelling using queues and illustrates some of the problems associated with applying queuing theory. Suggestions from the literature regarding the nature of the modeller/practitioner interaction are described and linked to queuing models.FindingsThe mathematical nature of queuing models highlights the difficulties in linking modelling theory to library practice. The paper suggests that there is an urgent need to find ways to bridge the practitioner/researcher gap, broaden the application base of OR methodology within libraries, engage in constructive debate around library OR to build a consensus view as to the value of OR interventions, and identify directions for future collaborative work in libraries. Otherwise, we seem destined to continue applying OR models as a matter of faith rather than as a proven paradigm for rational analysis in libraries.Originality/valueThere have been some notable successes in the application of queuing theory and other OR techniques to modelling library systems over the last 40 years. However, the nature of the intersection of OR modelling and library operations has evolved over the years and modelling projects that add real value to library operations now seem to be more rarely reported. The emerging modeller/practitioner nexus requires further consideration if library OR is to develop.

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“…Prior to restructuring, library support to researchers at UNSW was limited to traditional functions such as reference, consultations and IL. After an extensive process of review, the University Library merged five subject-based 'special' libraries into one Information Services Department in 2006 14 . With the exception of the Fine Arts and Law subject areas, the collections were also integrated into one building and special library staff filled the majority of positions in the new structure.…”

Section: Restructuring At the University Lib Ymentioning

confidence: 99%