Mining the Cultural Evidence: Situating Planning and Leadership within the Academic Library Culture

Abstract

2012 Currie and Shepstone. This is an Open Access article distributed under the terms of the Creative Commons-Attribution-Noncommercial-Share Alike License 2.5 Canada (http://creativecommons.org/licenses/bync-sa/2.5/ca/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly attributed, not used for commercial purposes, and, if transformed, the resulting work is redistributed under the same or similar license to this one. AbstractObjective -This study investigated organizational culture in two academic libraries in order to propose culturally responsive strategies for developing planning and leadership initiatives. A case study conducted at the University of Saskatchewan Library (Shepstone & Currie, 2008) was replicated at two other Canadian academic libraries to generate some comparative data on organizational culture in Canadian academic libraries. (Cameron & Quinn, 1999, 2006 provided the theoretical framework and the methodology for diagnosing and understanding organizational culture. The Organizational Culture Assessment Instrument (OCAI) was administered by questionnaire to all library staff at Mount Royal University and Carleton University libraries. Methods -The Competing Values FrameworkResults -Scores on the OCAI were used to graphically plot and describe the current and preferred culture profiles for each library. We compared the cultures at the three libraries and proposed strategies for initiating planning and developing leadership that were appropriate for the preferred cultures.Evidence Based Library and Information Practice 2012, 7.3 52 Conclusions -This research demonstrates that academic library culture can be diagnosed, understood, and changed in order to enhance organizational performance. Examining organizational culture provides evidence to guide strategy development, priority setting and planning, and the development of key leadership abilities and skills. Creating culturally appropriate support mechanisms, opportunities for learning and growth, and a clear plan of action for change and improvement are critical.

Kajian evaluasi budaya organisasi Perpustakaan Nasional Republik Indonesia

“…CVF merupakan sebuah pendekatan dan metode evaluasi nila-nilai organisasi. CVF juga merupakan sebuah strategi untuk mengenal dan memetakan karakteristik, jenis, dan kemampuan organisasi dalam mencapai kinerja yang maksimal dan dalam membentuk organisasi yang efektif, efisien, dan sukses (Currie & Shepstone, 2013). Secara umum, CVF dapat memetakan tipe budaya organisasi pada aspek clan, adhocracy, hierarchy, dan market.…”

“…Hasil analisis dari budaya organisasi Perpustakaan RI saat ini dan budaya organisasi di masa depan dapat diihat pada gambar 3. Gambar 3 menunjukkan tidak adanya kesenjangan yang lebar, sehingga dapat disimpulkan bahwa budaya organisasi Perpusnas RI di masa depan (setidaknya dalam kurun waktu 5-10 tahun mendatang) relatif stabil, dengan asumsi tidak ada perubahan lingkungan eksternal maupun internal yang drastis (Currie & Shepstone, 2013).…”

Building on our strengths: working towards a preferred workplace culture

“…10 This 2007 case study was subsequently replicated at two other Canadian university libraries, Carleton University and Mount Royal University (MRU), 11 in 2009 to identify both the existing culture and the preferred culture at each library with a view to proposing culturally responsive strategies for initiating planning. 12 For this research, Cameron and Quinn's 13 Competing Values Framework (CVF) provided the theoretical framework for understanding organizational culture. The CVF groups measures of organizational effectiveness along two dimensions: internal versus external focus and high versus low fl exibility.…”