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| Main Authors: | , |
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| Format: | Recurso educativo Open Access |
| Language: | en |
| Published: |
1995
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| Subjects: | |
| Online Access: | https://eric.ed.gov/?id=ED391535 |
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| _version_ | 1867181881644023808 |
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| author | Brown, Lynne Branche Stanley, Nancy Markle |
| author_facet | Brown, Lynne Branche Stanley, Nancy Markle Brown, Lynne Branche Stanley, Nancy Markle |
| collection | Education Resources Information Center |
| contents | A Model for Reorganization Applying Quality Principles and Techniques. Brown, Lynne Branche Stanley, Nancy Markle Academic Libraries Case Studies Departments Employee Attitudes Higher Education Job Development Job Satisfaction Library Administration Management Teams Models Organizational Change Organizational Objectives Participative Decision Making Planning Staff Development Teamwork Total Quality Management Training Work Environment This paper chronicles ongoing alterations to the organizational structure of the acquisitions department at Pennsylvania State University using the tenets of total quality management (TQM). The movement toward reorganizing for process improvement began in late 1992 when the associate dean of libraries called the acquisitions department together to discuss filling a vacant position. Proposals were made suggesting changes in the department's leadership and supervision hierarchies. A management team and a steering committee were established to begin the process of moving toward self-directed work teams. The first stage of reorganization involved administering a department survey which assessed the culture of the department, staff feelings and emotions, levels of employee involvement, and opinions on various issues key to reorganization process. Stage 2 was the assembling of the design team, who reviewed survey data, developed a project plan and time frames for accomplishing each task, and determined what activities would be necessary to maintain good communication, to solidify team structures, and to ensure everyone had proper training. Other preliminary activities have included site visits to other organization that have reorganized into teams. Throughout the planning process several informal approaches have been taken to encourage department members to become "team players," including coaching supervisors to become leaders rather than managers, coaching staff to think and act like teams, the formation of a pilot team, and intensive training efforts that are attempting to overcome remaining doubts among department members. (Contains 10 references.) (BEW) |
| format | Recurso educativo Open Access |
| id | eric_ED391535 |
| institution | ERIC Institute of Education Sciences |
| language | en |
| publishDate | 1995 |
| record_format | eric |
| spellingShingle | A Model for Reorganization Applying Quality Principles and Techniques. Brown, Lynne Branche Stanley, Nancy Markle Academic Libraries Case Studies Departments Employee Attitudes Higher Education Job Development Job Satisfaction Library Administration Management Teams Models Organizational Change Organizational Objectives Participative Decision Making Planning Staff Development Teamwork Total Quality Management Training Work Environment A Model for Reorganization Applying Quality Principles and Techniques. Brown, Lynne Branche Stanley, Nancy Markle Academic Libraries Case Studies Departments Employee Attitudes Higher Education Job Development Job Satisfaction Library Administration Management Teams Models Organizational Change Organizational Objectives Participative Decision Making Planning Staff Development Teamwork Total Quality Management Training Work Environment This paper chronicles ongoing alterations to the organizational structure of the acquisitions department at Pennsylvania State University using the tenets of total quality management (TQM). The movement toward reorganizing for process improvement began in late 1992 when the associate dean of libraries called the acquisitions department together to discuss filling a vacant position. Proposals were made suggesting changes in the department's leadership and supervision hierarchies. A management team and a steering committee were established to begin the process of moving toward self-directed work teams. The first stage of reorganization involved administering a department survey which assessed the culture of the department, staff feelings and emotions, levels of employee involvement, and opinions on various issues key to reorganization process. Stage 2 was the assembling of the design team, who reviewed survey data, developed a project plan and time frames for accomplishing each task, and determined what activities would be necessary to maintain good communication, to solidify team structures, and to ensure everyone had proper training. Other preliminary activities have included site visits to other organization that have reorganized into teams. Throughout the planning process several informal approaches have been taken to encourage department members to become "team players," including coaching supervisors to become leaders rather than managers, coaching staff to think and act like teams, the formation of a pilot team, and intensive training efforts that are attempting to overcome remaining doubts among department members. (Contains 10 references.) (BEW) |
| title | A Model for Reorganization Applying Quality Principles and Techniques. |
| topic | Academic Libraries Case Studies Departments Employee Attitudes Higher Education Job Development Job Satisfaction Library Administration Management Teams Models Organizational Change Organizational Objectives Participative Decision Making Planning Staff Development Teamwork Total Quality Management Training Work Environment |
| url | https://eric.ed.gov/?id=ED391535 |