Show simple item record

dc.contributor.authorRobert Farrellen_US
dc.date.accessioned2013-08-22T21:47:44Z
dc.date.available2013-08-22T21:47:44Z
dc.date.issued2013
dc.identifier.citationFarrell, 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.urihttp://hdl.handle.net/10150/299589
dc.description.abstractThis 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.urlhttp://www.nyla.org/images/nyla/documents/JLAMS_12_13V9N2.pdfen_US
dc.subjectlibrariesen_US
dc.subjectlibrarianshipen_US
dc.subjectchange managmenten_US
dc.subjectleadershipen_US
dc.subjectentrepreneurshipen_US
dc.subjectinnovationen_US
dc.subjectstrategic planningen_US
dc.subjectinstitutional culturesen_US
dc.subjectinstitutional memoryen_US
dc.subjectmiddle managersen_US
dc.subjectmiddle managementen_US
dc.titleMaking Change Happen in the Middle
dc.typeArticleen_US
dc.contributor.departmentLehman College, City University of New Yorken_US
dc.identifier.journalJLAMS, the electronic Journal of the Leadership and Management Section of the New York Library Associationen_US
refterms.dateFOA2018-05-18T06:15:31Z
html.description.abstractThis 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.


Files in this item

Thumbnail
Name:
farrell-making change happen.pdf
Size:
238.5Kb
Format:
PDF

This item appears in the following Collection(s)

Show simple item record