Download e-book for iPad: Change Management in Information Services, 2nd Edition by Lyndon Pugh
By Lyndon Pugh
Details prone are at present dealing with what's the most major interval of switch of their background. while, considering organisational switch commonly administration has endured to advance, and lots of of the rising rules, techniques and techniques are more and more proper to info providers. because the first version of this very popular booklet used to be released in 2000, the speed of swap has sped up as a result of effect of digitisation and technological advancements as a rule, the emergence of what should be known as a company tradition, adjustments in abilities and information specifications, and alterations in consumer and team of workers attitudes. regardless of those quick advancements the present literature has a tendency to mirror a preoccupation with technological advancements on the fee of attention for the wider managerial base. This moment version fills the space within the literature and is totally up to date with the inclusion of a couple of new chapters and new case stories.
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Additional resources for Change Management in Information Services, 2nd Edition
Rittel and Webber (1973), and Mackinnon (1978), explored the difference between various kinds of problems, and identified ‘wicked problems’. These are akin to open change projects: ● ● ● ● They begin with imprecise objectives There is no immediate solution There may be only one opportunity to get things right It may not be possible to evaluate the solution except in the long-term. A project to automate an information service is a closed change project based on a simple problem. A project to introduce digital/electronic information, or even e-books, into a library service is usually treated as a closed change project.
In the end this cannot be answered with finality, but it is a question to which we will return. It flies in the face of reality to deny that bureaucracies can support change under some circumstances. Library managers no longer assume that their organizations are stable, although significant change programmes are being implemented through the application of tried and trusted ideas. The general difficulty with an approach based on the modification of classical theories and traditional structures is that it probably does not develop a holistic and natural capacity for change within the organization.
For the purposes of this section the term ‘classical’ will be used as a generic label. If we take scientific management, bureaucratic management and administrative management as three overlapping elements in the general theory of classical management, then it is possible to identify the major characteristics of the genre and assess their relevance to the change management process. Classical management principles identified major organizational characteristics, mainly to do with the creation and control of stable organizations.
Change Management in Information Services, 2nd Edition by Lyndon Pugh