ISI 6148: Case Study Presentation

Case Study: Cathleen

By: Valerie MacMillan

Part 1

Background Information and Problems

Background

Works as a reference librarian in government library

Small team: manager, 2 reference librarians, 2 cataloguers, 2 co-op students, 1 library technician at circulation desk, and 1 systems librarian

Background (cont'd)

Manager goes on maternity leave and hints that she may not return

In the past, Cathleen has replaced her during vacation and is chosen to do so again

Cathleen is sociable, well-liked by staff, and even has close friendships with some individuals

Problems Overview

Language training Uncomfortable “bossing around” her friends Renovations must be done to the library Decommissioning project Absenteeism

Problem #1: Language Training

Language training is intensive and must be attended several times per week

Overwhelming in conjunction with other duties in new role

Restricts the amount of time she is in the office

Problem #2: Discomfort With Authority

Feels she should “lead by example” and continues to perform old duties along with new ones, which causes her to be over-worked

“Open door policy” to allow coworkers to approach her with questions or concerns but she is frequently disrupted

Problem #3: Renovations

Space constraints Increased number of meetings resulting in more

absences Changes in plans from architects leading to

employee frustration

Problem #4: Decommissioning Project

Cathleen is doing a lot of the weeding, shipping, and storage herself

Cataloguers responsible for cleaning up bibliographic records are complaining but feel as if Cathleen is not listening since she is frequently out of the office with meetings and language training

Problem #5: Absenteeism

Cathleen is stressed out and overworked She begins taking a large number of sick days

- Argyris: trying to stay sane by withdrawing to escape frustration (Bolman & Deal, 2008, 128)

Coworkers become resentful, as they cannot do their jobs as well

Coworkers concerned

Part 2

Bolman & Deal's Four Frames + Proposal

Proposal

Regular meetings

Outline tasks and goals

Discuss progress on projects

Keep employees up to date with renovation plans

Acquire input

Address questions and concerns

Proposal (cont'd)

Motivate employees by creating incentives

Establish authority

No “open door policy”

Establish agenda and how it will be implemented

Focus on making final decisions, rather than day-to-day work

Proposal (cont'd)

Delegation

Cataloguers could do weeding, as well as records clean up

Postpone social events until after renovations completed

Student can sort through donations

Student can help with reference

Cathleen clearly values the people in her organization

She should not worry about “bossing them around”, but rather use good relationships to motivate them

Hold regular meetings to gain input and communicate changes

Important to provide information and support (Bolman & Deal, 2008, 149)

Human Resources Frame

Human Resources Frame (cont'd)

If employees understand tasks, “they can see the big picture – how their work affects the bottom line and how the bottom line affects them” (Bolman & Deal, 2008, 150)

Aligns their best interests with organization

Empowers employees by assuring them their concerns are valid and input welcome

Decision-shaping vs. Decision making (Mintzberg, 2009, 68)

Symbolic Frame

Important to maintain culture -- no time for planning events right now but after?

Include people in vision of new library

Focus on past challenges to overcome new ones

Political Frame

Cathleen must make decisions about allocating scarce resources (time, space)

No “open door” policy so that her time and space are respected

Need to outline ideas, set agenda, and decide how it will be implemented

Must address conflict

Persuade employees about importance of mission

Structural Frame

Restructure:

Mintzberg's Machine

Bureaucracy

Retrieved from

http://www.lindsaysherwin.co.uk/guide_managing_change/html_change_strategy/07_mintzberg.htm

Conclusion

Cathleen probably taking time off work due to stress from new role as acting manager

Cathleen will probably be relieved to have some of her responsibilities taken away but might still feel uncomfortable as authority figure

Re-iterate the impact of her positive relationships with coworkers

Conclusion (cont'd)

Regular meetings

Motivate employees by creating incentives

Establish authority, agenda, and goals

Delegation

Sources

Bolman, L. & Deal, T. (2008). Reframing organizations: Artistry, choice, and leadership. San Francisco: John Wiley & Sons Inc.

Mintzberg, H. (2009). Managing. San Francisco: Berrett-Koehler Publishers, Inc.