Organizational Change and Renewal: Can Strategic Communication Methods Ease the Pain? A Case Study from the University of Southern Queensland
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ERIC Institute of Education Sciences
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| Main Authors: | , |
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| Format: | Recurso educativo Open Access |
| Language: | en |
| Published: |
2016
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| _version_ | 1867181049135497217 |
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| author | O'Sullivan, Carmel Partridge, Helen |
| author_facet | O'Sullivan, Carmel Partridge, Helen O'Sullivan, Carmel Partridge, Helen |
| collection | Education Resources Information Center |
| contents | Organizational Change and Renewal: Can Strategic Communication Methods Ease the Pain? A Case Study from the University of Southern Queensland O'Sullivan, Carmel Partridge, Helen Organizational Change Communication Strategies Case Studies Strategic Planning Academic Libraries Library Personnel Employee Attitudes Organizational Communication Library Administration Change Strategies Foreign Countries Strategic communication is not solely the remit of library managers and directors, but is the product of internal culture and engagement with the organization's brand. Libraries need to communicate strategically, in order to demonstrate to individuals across the organization that their message is on point, and that they understand, are committed to, and actively support the university's goals. Much of this work happens via the myriad of interactions library staff at all levels have with students and staff (and indeed community members) of all kinds. When the attitude and behavior of library staff does not truly reflect the library's and the university's branding or goals, this undermines more explicit measures of value. It is important for the leadership of academic libraries to understand and influence how every library staff member views his or her role in the organization, so that their communication is reflective of a confidence in themselves and their profession, and a solid understanding of their institution and the higher education landscape. In large-scale organizational change, both intellectual and emotional buy-in to the organization can wane. We seek to show how a people-centered change process, rather than adversely affecting staff buy-in, could instead increase buy-in to the organizational change. |
| format | Recurso educativo Open Access |
| id | eric_EJ1113275 |
| institution | ERIC Institute of Education Sciences |
| language | en |
| publishDate | 2016 |
| record_format | eric |
| spellingShingle | Organizational Change and Renewal: Can Strategic Communication Methods Ease the Pain? A Case Study from the University of Southern Queensland O'Sullivan, Carmel Partridge, Helen Organizational Change Communication Strategies Case Studies Strategic Planning Academic Libraries Library Personnel Employee Attitudes Organizational Communication Library Administration Change Strategies Foreign Countries Organizational Change and Renewal: Can Strategic Communication Methods Ease the Pain? A Case Study from the University of Southern Queensland O'Sullivan, Carmel Partridge, Helen Organizational Change Communication Strategies Case Studies Strategic Planning Academic Libraries Library Personnel Employee Attitudes Organizational Communication Library Administration Change Strategies Foreign Countries Strategic communication is not solely the remit of library managers and directors, but is the product of internal culture and engagement with the organization's brand. Libraries need to communicate strategically, in order to demonstrate to individuals across the organization that their message is on point, and that they understand, are committed to, and actively support the university's goals. Much of this work happens via the myriad of interactions library staff at all levels have with students and staff (and indeed community members) of all kinds. When the attitude and behavior of library staff does not truly reflect the library's and the university's branding or goals, this undermines more explicit measures of value. It is important for the leadership of academic libraries to understand and influence how every library staff member views his or her role in the organization, so that their communication is reflective of a confidence in themselves and their profession, and a solid understanding of their institution and the higher education landscape. In large-scale organizational change, both intellectual and emotional buy-in to the organization can wane. We seek to show how a people-centered change process, rather than adversely affecting staff buy-in, could instead increase buy-in to the organizational change. |
| title | Organizational Change and Renewal: Can Strategic Communication Methods Ease the Pain? A Case Study from the University of Southern Queensland |
| topic | Organizational Change Communication Strategies Case Studies Strategic Planning Academic Libraries Library Personnel Employee Attitudes Organizational Communication Library Administration Change Strategies Foreign Countries |
| url | https://eric.ed.gov/?id=EJ1113275 |