When Morgan Haley becomes Dean of Libraries at Palladia University, she finds a disjointed, building-centered system with five libraries acting in isolated organizational silos. Reporting relationships are hierarchical, and a standing Library Management Committee has little formal authority. Moreover, the possibility of losing a library building to other institutional priorities looms on the horizon. Haley aims to transform the library system into a coherent, program-centered organization led by teams that are empowered to make local decisions. A strategic planning process is implemented that involves ninety percent of the library staff. The new organizational structure that emerges is based on functions rather than building locations. Initially, the new plan is greeted with enthusiasm but, over time, cooperation gives way to resistance and an outside consultant is called in to smooth the waters. Challenges continue, however, as a new budget crunch hits the University and Haley struggles to remain accessible to her staff while becoming more visible on the broader campus. She acknowledges that the transformation process has evolved slowly, demanding patience and persistence.
Subjects: Reorganization, Strategic Planning
Setting: Large Public
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