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CHANGE MANAGEMENT IN THE LIBRARY ENVIRONMENT FOR ORGANIZATIONAL RENEWA



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CHANGE MANAGEMENT IN THE LIBRARY ENVIRONMENT FOR ORGANIZATIONAL RENEWAL

 

CHAPTER ONE

 

 

INTRODUCTION

 

The library is analogous to a living organism that grows and dies. Ranganathan (1931) outlined five laws of library science, the fifth of which stated that “the library is a growing organism.” This law emphasizes the need for internal change. He contended that libraries must expand to accommodate increases in staff, physical collections, and patron use. This includes expansion of the physical building, reading areas, and services, among other things, which necessitates change as the library grows.

Because of man’s insatiable nature as well as the dynamics of the social world, change is an unavoidable concept in human and organizational life that cannot be overstated. The social world’s dynamics, such as the characteristics of products and services that come to bear on their ability to satisfy stated or implied user needs through advancements in technology, services, and patron demands, create opportunities for change.

Change is unavoidable in organizations, and the library is no exception. Any action or process taken to smoothly transition an individual or group from their current state to a future desired state of being is referred to as change management (Varkey & Antonio, 2010).

The importance of change management in libraries cannot be overstated, as the monumental libraries of yesteryear, where materials were chained to tables, have given way to the open access libraries of today. Libraries may change strategy and processes, undergo mergers and acquisitions, restructure or downsize, or implement new technologies in order to gain a competitive advantage in the global marketplace, all of which result in organizational changes (Bordia, Lloyd, Restubog, Jimmieson, and Bernd, 2011).

According to Laudon and Laudon (2005), the introduction or modification of an information system has a significant behavioral and organizational impact because it changes how individuals and groups perform and interact. Each member of an organization may perceive organizational change differently. Change in their organization may present the opportunity for some people to face new challenges, gain promotion, and advance their careers.

Others may face a reduction in responsibility, a loss of status, or even an unplanned career break. Regardless of how you perceive organizational change, it entails venturing into new territory and “playing the game by new rules” (Gillian, 2000).

According to Bordia et al. (2004), these changes have far-reaching consequences for employees, who must deal with the uncertainty and stress that comes with a changing work environment and increased work demands. Employees, according to Kotter (1995), are critical for the successful implementation of any change program because they may resist the change initiative.

Change resistance has long been recognized as a critical factor influencing the success or failure of an organizational change effort. According to Maurer (1996), half to two-thirds of all major corporate change efforts fail, and resistance is a “little-acknowledged but critical contributor” to this failure. According to Zaltman and Duncan (1977), resistance is any behavior that serves to maintain the status quo in the face of pressure to change the status quo.

According to Schein (1988), resistance to change is an ever-present organizational phenomenon that must be overcome in order for change to be implemented smoothly. In this study, public and private university libraries were not exempt from the concept of change, as they responded to changes, particularly in the field of technology and library service provision.

That is, changes in technology have affected university libraries’ provision of services, requiring them to respond quickly in order to meet the demands of their clients and ensure their continued existence. For example, to meet the ever-increasing demands of their patrons, libraries have implemented technologies and services such as Online Public Access Catalogue (OPAC), 24-hour reading rooms, research commons, institutional repositories, and electronic services, to name a few.

The dynamic and turbulent environment in which libraries operate, combined with changing patron demands, creates an atmosphere of constant change in libraries. To reap the full benefits of this change, it must be effectively managed. According to Varkey (2010), the inevitability of change assumes that as soon as one becomes acquainted with something, it is time to improve it.

Technological advancements, as well as social and financial imperatives, have dramatically accelerated the rate of change in information provision and, by extension, library services. Changing patron needs, changing technology, and economic pressures are just a few of the many factors that contribute to the need for libraries and information centers to constantly modify their practices.

According to preliminary research conducted by researchers at the Balme Library, the most common problems that affect change implementation in academic libraries include the absence of a highly visible leader to take ownership of such projects, a longer than expected time frame to complete the change process, major unanticipated problems, and ineffective coordination of activities.

 

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CHANGE MANAGEMENT IN THE LIBRARY ENVIRONMENT FOR ORGANIZATIONAL RENEWAL


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