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| Format: | Recurso educativo Open Access |
| Langue: | en |
| Publié: |
1988
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| Sujets: | |
| Accès en ligne: | https://eric.ed.gov/?id=ED329276 |
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Table des matières:
- The Impact of Planned Organizational Change on an Academic Library: An MRAP Case Study. Kuo, Ming-ming Shen Administrative Change College Libraries Higher Education Management Systems Organizational Change Organizational Effectiveness Organizational Theories Self Evaluation (Groups) This paper examines the impact of organizational change on a university library. The change process started in 1980 at Ball State University Libraries, Muncie, Indiana, with the initiation of a self-study, the Management Review and Analysis Program (MRAP). With certain key recommendations implemented, the University Libraries has been transformed from a divisional organizational structure with a broad span of control into a classical, hierarchical, functional structure in order to achieve greater efficiency and effectiveness, and to maintain its accountability in a changing environment. The effects of this change have become evident over the decade. This paper begins by summarizing theories on organizational change. An overview of the MRAP and the processes for its application and implementation are then described, and the libraries' organizational structures at the pre- and post-MRAP eras are contrasted. An analysis of the process and impact of organizational change in the context of selected organization theories in the management and public administration literature concludes the paper. (Author/MAB)