Making Change Happen in the Middle
| dc.contributor.author | Robert Farrell | |
| dc.date.accessioned | 2013-08-22T21:47:44Z | |
| dc.date.available | 2013-08-22T21:47:44Z | |
| dc.date.issued | 2013 | |
| dc.identifier.citation | Farrell, Robert. (2013). Making Change Happen in the Middle. JLAMS, the electronic Journal of the Leadership and Management Section of the New York Library Association, 9(2), 4-18. | en_US |
| dc.identifier.uri | http://hdl.handle.net/10150/299589 | |
| dc.description.abstract | This paper seeks to provide library managers with a theoretical framework for thinking about how change is effected by those in middle management positions. Starting from the principles that change takes place within socio-culturally bounded contexts and is most successful when approached indirectly, two scenarios characteristic of many situations requiring change middle managers commonly face are then put forward. Following each scenario, a possible solution or path towards change is advanced in order to provide the reader with models for putting into practice the theoretical ideas presented. A methodology that combines theoretical frameworks and practical scenarios is adopted in order to ground theory in practice and thereby lead readers toward what might be called a “praxis” of change making. | |
| dc.relation.url | http://www.nyla.org/images/nyla/documents/JLAMS_12_13V9N2.pdf | en_US |
| dc.subject | libraries | en_US |
| dc.subject | librarianship | en_US |
| dc.subject | change managment | en_US |
| dc.subject | leadership | en_US |
| dc.subject | entrepreneurship | en_US |
| dc.subject | innovation | en_US |
| dc.subject | strategic planning | en_US |
| dc.subject | institutional cultures | en_US |
| dc.subject | institutional memory | en_US |
| dc.subject | middle managers | en_US |
| dc.subject | middle management | en_US |
| dc.title | Making Change Happen in the Middle | |
| dc.type | Article | en_US |
| dc.contributor.department | Lehman College, City University of New York | en_US |
| dc.identifier.journal | JLAMS, the electronic Journal of the Leadership and Management Section of the New York Library Association | en_US |
| refterms.dateFOA | 2018-05-18T06:15:31Z | |
| html.description.abstract | This paper seeks to provide library managers with a theoretical framework for thinking about how change is effected by those in middle management positions. Starting from the principles that change takes place within socio-culturally bounded contexts and is most successful when approached indirectly, two scenarios characteristic of many situations requiring change middle managers commonly face are then put forward. Following each scenario, a possible solution or path towards change is advanced in order to provide the reader with models for putting into practice the theoretical ideas presented. A methodology that combines theoretical frameworks and practical scenarios is adopted in order to ground theory in practice and thereby lead readers toward what might be called a “praxis” of change making. |
