Persistent Link:
http://hdl.handle.net/10150/299589
Title:
Making Change Happen in the Middle
Author:
Robert Farrell
Affiliation:
Lehman College, City University of New York
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.
Journal:
JLAMS, the electronic Journal of the Leadership and Management Section of the New York Library Association
Issue Date:
2013
URI:
http://hdl.handle.net/10150/299589
Additional Links:
http://www.nyla.org/images/nyla/documents/JLAMS_12_13V9N2.pdf
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.
Type:
Article
Keywords:
libraries; librarianship; change managment; leadership; entrepreneurship; innovation; strategic planning; institutional cultures; institutional memory; middle managers; middle management

Full metadata record

DC FieldValue Language
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.en_US
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
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