Week 4 Managing Culture Organisation and Managing Power and all that goes with it.

Managing and Organizations: An Introduction to Theory and Practice: Third Edition (2011) by Stewart R Clegg, Martin Kornberger, and Tyrone Pitsis; Sage Publications: UK. Ch. 6&7

 

Linn, M. (2008). Getting onto the agenda. The Bottom Line: Managing Library Finances, 21(2), 55-60. Retrieved from http://search.proquest.com/docview/57563000?accountid=14507

 

Shepstone, C., & Currie, L. (2008). Transforming the academic library: Creating an organizational culture that fosters staff success. The Journal of Academic Librarianship, 34(4), 358-368. doi: 10.1016/j.acalib.2008.05.008

 

 

In chapter 6 managing culture is explored. I will just delve slightly into the multifaceted region of organisation. The four CVF Organisational Models referred to by Shepstone and Currie are The Clan Culture – ‘an organisation that focuses on internal maintenance with flexibility, concern for people, and sensitivity to consumers’. The Adhocracy Culture – ‘an organisation that focuses on external positioning with a high degree of flexibility and individuality. The Hierarchy Culture – ‘an organisation that focuses on internal maintenance with a need for stability and control’. The Market Culture – ‘an organisation that focuses on external positioning with a need for stability and control’. In M&O the ‘strong culture’ perspective is still seen as the  most popular and yet it is not as evolved as other culture organisation culture. Many theorists talk of flattening down hierarchy models. There are many models for organisation culture. Ethnographers have suggested that culture may be characterised by fragmentation, taking a few models and sharing their cultural values and organisation.

 

In chapter 7, power and decision making is explored. Power has the possibility if managed correctly to be positive and less mechanical when it shapes and frames what others want to do ‘seemingly’ of their own free will. I found ‘managing power: seven steps to its effective use extremely helpful.

  1. Decide what your goals should be and what you are attempting to accomplish in consultation with direct stakeholders in the organisation. i.e. communication is paramount.
  2. Strategize patterns of dependence and interdependence which internal and external stakeholders are influential in achieving these goals
  3. Find out the points of views of the stakeholders, how they feel about the goals and strategies
  4. What are the power bases of important stakeholders? Which stakeholders are the most influential in the decision process
  5. What are your bases of power and influence, stress positive control over the situation
  6. Which strategies  for emoting power seem most appropriate/effective given the context
  7. Remember ethics and choose an ethical strategy to get your goals achieved

 

Mott’s  paper aims to argue that when managing strategically it is important to consider how to get one’s priorities onto the institution’s agenda. Design/methodology/approach  is key steps for managing strategically. The author  discusses and gives examples to illustrate why and how one would get an issue onto an institution’s agenda.  The author’s findings  suggests that, in advancing the library’s issues, it is helpful to determine methods of getting on the governing body’s agenda. The practical implications provides concepts to be considered when a manager attempts to move a library’s priorities forward. Original/value is paramount to decision-making and managing with power.  The author hope that this article will motivate librarians to think strategically when working to advance their library’s interests. The key word here are library management and professional development. I find that it is including the stakeholders for organisational culture and to achieve a strategic plan and the elements of communication, values and ethics must be involved in the process.

 

 

 

 

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