A Model for Reorganization Applying Quality Principles and Techniques.

Autor/inn/en	Brown, Lynne Branche; Stanley, Nancy Markle
Titel	A Model for Reorganization Applying Quality Principles and Techniques.
Quelle	(1995), (14 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	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 + Suchen Sie Ihr Suchwort? College; Colleges; University; Universities; Libary; Libraries; Hochschule; Fachhochschule; Universität; Bibliothek; Hochschulbibliothek; Case study; Fallstudie; Case Study; Department; Abteilung; Arbeitnehmerinteresse; Hochschulbildung; Hochschulsystem; Hochschulwesen; Labor; Labour; Satisfaction; Arbeit; Zufriedenheit; Analogiemodell; Organisationswandel; Business goal; Unternehmensziel; Ablaufplanung; Planungsprozess; Personnel development; Personalentwicklung; Quality management; Qualitätsmanagement; Ausbildung; Arbeitsmilieu
Abstract	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)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC