By Lyndon Pugh
Info companies are at the moment dealing with what's essentially the most major interval of switch of their heritage. while, pondering organisational swap regularly administration has persisted to enhance, and lots of of the rising principles, ideas and approaches are more and more correct to info prone. because the first version of this very popular e-book was once released in 2000, the speed of switch has sped up a result of effect of digitisation and technological advancements generally, the emergence of what can be referred to as a company tradition, adjustments in talents and data specifications, and adjustments in consumer and team of workers attitudes. regardless of those fast advancements the present literature has a tendency to mirror a preoccupation with technological advancements on the price of attention for the wider managerial base. This moment variation fills the distance within the literature and is totally up-to-date with the inclusion of a few new chapters and new case reviews.
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Additional info for Change Management in Information Services, 2nd Edition
Never having been afraid of saying ‘I told you so’, it is difficult to imagine a better illustration of the perils of predicting the course of technology, or a stronger case for the use of the editor’s pencil to protect the author. An increasing number of public libraries world-wide would not be recognised as the same institutions they were in 1997. Nor will they be in 2017, unless the clock is put back. The Importance of Precedent Batt’s comment that many public libraries in 1997 looked no different than they did in the 1960s is an illustration of another problem to be encountered in trying to manage change on bureaucratic principles.
Skills and Training Skills and training are emphasised in bureaucracies, as part of the need to develop professionalism and in the interests of efficiency. Yet they are prosecuted within the same prescriptive framework which controls the other activities of the organization. This means that the skills and expertise of individuals are actually used to buttress the structure of what are traditional organizations already based on the grouping together of specialisations. Mintzberg (1983) labelled this the professional organization, where groups within the organization are built around shared knowledge and skills.
This moves the debate forward from a view of the organization as a machine to be controlled by management to a perspective which attached much significance to the ability of the individual to respond to alternative ways of managing. Another early member of this tendency was Argyris (1964), who stressed the concern for the psychological well-being of the individual and the need to weaken the superior-subordinate relationship in organizations. Rensis Likert was one of a number of writers who developed the proposition that a healthy organizational culture was important, and the human resources school were by now beginning to sketch out what that culture might look like.