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To get the free app, enter your mobile phone number. Would you like to tell us about a lower price? If you are a seller for this product, would you like to suggest updates through seller support? He has published and presented widely on aspects of Strategic Organisational Development and Library Management, and has special interests in library design, RFID and customer relationship management.

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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. Achieving Transformational Change in Academic Libraries 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.

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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.

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Achieving transformational change in academic libraries | News and Press Center

See all free Kindle reading apps. Don't have a Kindle? Share your thoughts with other customers. Training sessions, surveys, focus groups, town hall meetings, and other mechanisms yielded a treasure trove of information about staff's perception of the change, their morale, the organization itself, and the need to address many critical issues. It is not unusual for such shifts to bring long-standing organizational challenges to the forefront.

We felt that we had a wonderful opportunity to learn from the information that had been gathered and to explore how we would move forward collectively. What we found was similar to what has proven true in other organizations: Transformation is only possible when you attend to three critical levers of change--human capital, infrastructure, and culture. It was clear from the gathered information and staff feedback that many were eager to help lead the organizational change. Both new and long-term staff could clearly see what actions they needed to take to propel the organization forward.

In fact, a model did exist in the organization where representatives from across the department came together to address issues and solve problems. The Change Agent Team CAT , a group that was formed organically by managers and supervisors, had initially focused on implementing best practices in one segment of the organization.

After the merger, the group reassessed its purpose and mission and decided to become more actively engaged in facilitating the integration of the organization. CAT defines itself as a community of practice that promotes the ability to lead and manage continuous change at all levels of the organization. While this mechanism existed and met the needs of those who participated in the group, many others in the organization had limited opportunities to engage in similar kinds of dialogue or to offer their perspective regarding the future of the organization.

As is often the case, staff who are working directly with clients are unable to participate in committees and discussion groups. Pressures Cultural competence is a critical component for delivering high-quality services, addressing disparities, and achieving equity and client-centered care.

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