It has been widely projected in the library literature that a substantial number of librarians will retire in the near future leaving significant gaps in the workforce, especially…
Abstract
It has been widely projected in the library literature that a substantial number of librarians will retire in the near future leaving significant gaps in the workforce, especially in library leadership. Many of those concerned with organizational development in libraries have promoted succession planning as an essential tool for addressing this much-anticipated wave of retirements. The purpose of this chapter is to argue that succession planning is the wrong approach for academic libraries. This chapter provides a review of the library literature on succession planning, as well as studies analyzing position announcements in librarianship which provide evidence as to the extent to which academic librarianship has changed in recent years. In a review of the library literature, the author found no sound explanation of why succession planning is an appropriate method for filling anticipated vacancies and no substantive evidence that succession planning programs in libraries are successful. Rather than filling anticipated vacancies with librarians prepared to fill specific positions by means of a succession planning program, the author recommends that academic library leaders should focus on the continual evaluation of current library needs and future library goals, and treat each vacancy as an opportunity to create a new position that will best satisfy the strategic goals of the library. In contrast to the nearly universal support for succession planning found in the library literature, this chapter offers a different point of view.
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Succession planning is more than knowing who will take the reins if the corporate jet crashes tomorrow. It's about growing your own talent to ensure your company's future over the…
This article examines some key principles underlying the design of development programmes and provides some examples of the principles in practice.
William J. Rothwell and H.C. Kazanas
This article discusses the place of the survey as one approach to human resource strategic planning. Viewed as a simple, efficient and effective approach to be used in the overall…
Abstract
This article discusses the place of the survey as one approach to human resource strategic planning. Viewed as a simple, efficient and effective approach to be used in the overall strategic planning process, the survey may produce desirable results that would be acceptable to all involved. It also provides opportunities to many individuals in the organisation to become directly or indirectly involved in the planning process, a phenomenon that is increasing in importance to management and non‐management people.
Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier…
Abstract
Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
Abstract
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
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Judith A. Kolb and William J. Rothwell
The purpose of this study was to examine the facilitator competencies viewed as important by experienced small group facilitators. Participants were provided with a…
Abstract
The purpose of this study was to examine the facilitator competencies viewed as important by experienced small group facilitators. Participants were provided with a literature‐generated list of facilitator competencies and asked to rate each competency on frequency of use and importance and to add other competencies believed important. Results and implications are discussed.
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Roland L. Sullivan, William J. Rothwell and Mary Jane B. Balasi
– To share ten integrated OD practices that propels the entire enterprise to transform itself to a higher state of performance
Abstract
Purpose
To share ten integrated OD practices that propels the entire enterprise to transform itself to a higher state of performance
Design/methodology/approach
We have distilled the evolutionary learning of 47 years with over 1,000 organizations the application of authentic organization development universal principles and methodology that can apply universally to most organizations regardless of industry, culture, country or issue.
Findings
We have the confidence that if these practices are competently applied, extraordinary results will occur. The key is having the process led by a competent internal change agent.
Research limitations/implications
This is not disciplined qualitative or quantitative research. It is the boiling down of years of reflection by the authors on what needs to change our methodology in order to achieve organization development's original focus and that is of changing the entire system through engagement and action research.
Practical implications
We believe that all aspiring OD professionals would best consider bringing each and every one of these practices into their approach. We would welcome research artists to contact us and get involved in researching our on-going work.
Originality/value
Organization development is coming back to its original focus of the whole system. Whole system transformation is but one of many new organization wide change methodologies. It is of value to any student or seasoned practitioner of organization change who wishes to embellish their practice.
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With more corporations using the Malcolm Baldrige National Quality Award as a benchmark, any change in the award's criteria is significant. New for 1995: Money talks. This year's…
Abstract
With more corporations using the Malcolm Baldrige National Quality Award as a benchmark, any change in the award's criteria is significant. New for 1995: Money talks. This year's version of the Baldrige standards incorporates a new segment on financial results and more assessments of future‐oriented activities.
The purpose of this paper is to examine the idea that flexible job descriptions are vital options that would allow library managers the latitude necessary to promote developmental…
Abstract
Purpose
The purpose of this paper is to examine the idea that flexible job descriptions are vital options that would allow library managers the latitude necessary to promote developmental opportunities in library succession management plans.
Design/methodology/approach
This paper uses supportive literature from both within and outside librarianship to examine the impact flexible job descriptions could have on the succession management process.
Findings
Traditionally, job descriptions have been constructed with a very narrow focus and could be construed to limit the ability to provide various opportunities for growth, particularly in a unionized environment. Flexible job descriptions may allow library managers more freedom in providing accelerated learning and development opportunities through a succession management program.
Originality/value
With the projected impending retirement of baby boomer library managers, libraries should explore the use of flexible job descriptions. Flexible job descriptions may aid in accelerating development opportunities for those employees who will fill the positions vacated by retiring managers.