Synopses & Reviews
Academic libraries undergo episodes of strategic change. Transformational change may be seen as fundamentally different from other kinds of change. A part of this process is often deep level cultural change. At the individual level this may be traumatic, but at the strategic level, such change can prove essential. This book explores the purpose and nature of "Transformational Change" and its exponents and discusses the benefits and limitations of its place in an academic library setting. The title is divided into five chapters, covering: a definition of transformational change; drivers of transformational change and its place in a strategic change agenda; selling the vision of cultural change; human resource issues and cultural change; and the nature of change as a constant.
About the Author
Stephen Mossop is Head of Library Services at the University of Exeter, UK.
Table of Contents
PART 1 TRANSFORMATIONAL CHANGE: PLANNING, PROCESSES AND PEOPLE
: So what is ‘transformational change?; Organisational resistance to change: ‘I wouldnt start from here!; Staff resistance to change: ‘Thats not how we do things here …; Its all about the people; When does it all end?
PART 2 TRANSFORMATIONAL CHANGE: CASE STUDIES: Transforming library services: the University of Exeter experience; Leadership to transform our library: a case study from the University Library, University of Saskatchewan, Canada; Transforming library services: the University of Central Lancashire experience