LI 805 Scenario AssignmentMarch 1, 2008

Professor Linda LillardEmporia State University

Presented by:Anita Able, Jennifer Arnold,Shelley Carney, Ann Semler

Mountain View Public Library

Mountain View, Co.-population 50,000 University of Colorado-Mountain View-enrollment

10,000 undergraduate, 2500 graduate students Tourism based economy-ski resort City government is undergoing restructuring--

Library to be placed under Parks and Recreation Department, along with the Mountain View Museum

Who are the Stakeholders?

Library Patrons (consumers) Library Staff Citizens of Mountain View Mountain View City Government Mountain View County Government

Stakeholders continued:

University of Colorado—Mountain View Mountain View Parks and Recreation Department Mountain View Museum Mountain View Public School District Mountain View Chamber of Commerce Benefactors

Mission Statement:

The Mountain View Public Library is committed to the collection and

preservation of materials, facilitating access and responding to the

information, educational and ascetic needs of our patrons.

Social Sector

Upper middle class community Highly educated Population ebbs and flows with school year and ski

season Seasonal residents Values leisure activities Values cultural activities Values active, healthy lifestyles Major employers are tied to ski industry

Cultural Sector:

History of Library Mountain View Centennial Celebration Annual Winter Carnival “Faces of Mountain View”--celebration of various

cultures represented in Mountain View Community values:

Education Hospitality Healthy lifestyles Culture

Legal Sector

City Government Copyright law ALA Guidelines

Political/Economic Sector

City Council’s decision to restructure Expected increase in tourism revenues Volatility of tourism industry Population Fluctuations

University students Snow Birds Tourists

Technological Sector

Highly educated community Values education University

Source of cutting edge computer technology Could assist in designing new computer systems

Use of multimedia and wireless technologies

Physical Sector

Historical building Landmark in community Weather conditions Impact of tourists ADA accessibility

Mountain

View

Public

Library

Community--Employees

UC-MV--University Resources

Benefactors--Whiteman Endowment

Legal Sector--Best Practices

Information

Education

Programs and

Activities

SocialCenter

OutputsSources--Resources

Parks and Recreation-- Budget

Resource Dependency Theory

Social Structure of Mountain View Public Library Flat organizational structure with several

departments (high degree of horizontal differentiation)

Few hierarchical levels (low vertical differentiation)

Social Structure Organic - adapting to changing

circumstances, lateral communication and coordination Ski season School year Flow of tourism Community needs changing

Social Structure Mostly modernist with symbolic-

interpretive approaches Formalization & Specialization - employees

with specific job but able to cross-over Standardization - standard procedures govern

operations, but able to deal with events as they arise

Decentralized - decision making devolves to all levels in the hierarchy

Symbolic-interpretive approach People interacting with each other and

material resources around them Routines with organizational improvisation Stability with leeway

Social Structure Community of practice - managers role is

one of integration Develop coherence to enable

organizational action and innovation

Social Structure - 25 - 30 employees Parks and Recreation Governs

Library Board - 5-8 people Administration/HR -2-4 people (Includes library

director) Department supervisors (Differentiation includes: ILL, Tech. services, circulation, reference/community

outreach, children’s/YA) Librarians and then associates

Our Vital Statistics• Our Library is only

4,4oo square feet• Yet we have

19,812books• Over 500 audio

materials• 827 video and DVDs• Subscribe to 52

serial subscriptions

Our Patrons Enjoy…• The use of 15

computer stations. with internet access

• The availability of 150 software titles.

• The opportunity of learning computer skills in small group classes.

And They Can…• Find a quiet place to

relax, read a book, do research etc.

• Have access to our small meeting room in the library basement.

We Could Be Better Yet If:We made WiFi available for our patrons who

own laptops,Collaborated with the Parks and Recreation

Department to develop a teen/young adult program,

Collaborated with the museum to open a genealogy reference area,

Collaborated with the university to involve early childhood education students in our children’s programs.

CORE TECHNOLOGY: Mountain View Public Library is an organization

that collects, preserves and organizes materials in a variety of formats.

Our library is here to fulfill requests for information or locate a particular piece of material requested by our patrons.

We are brokers in that our aim is to put a patron together with the material desired, and often to help the patron clarify the nature of his/her query

For this to occur we are dependent on professional staff, adequate funding, computers, software, databases, journals, books, search engines. etc

Organizational Culture

“[Organizational] culture focuses on the values, beliefs, and expectations that members come to share.” Siehl and Martin. (1984)

Artifacts

Values

Assumptions

Visible but often undecipherable

Greater level of awareness

Taken for grantedinvisible

Schein's Three Levels of Culture

Organizational Culture of Mountain View Public Library Artifacts:

Building as a Place

Library Traditions

History and Stories of the Library

Material Objects, such as community artwork and furniture

Values:

Service Organization

Community Focused

Employee Centered

Goal Oriented

Growing Organism

Assumptions:

Serve all Populations

Funded to Realize Goals

Valued in the Community

Staff Morale is High

Organizational Culture of Mountain View Public LibraryLooking to the Future: Postmodern Perspective: Focus/Values centered on

creativity, freedom, responsibility to the community

Postmodern view assumes that the human experience is fragmented creating a diversity of interpretations.

Mountain View Public Library's culture reflects the interests and viewpoints of the staff as well as the community.

Different departments can create sub-cultures.

Managing Culture? Recruit and hire employees with similar norms and values.

Top managers can influence culture both positively and negatively.

Strive for an internal culture that reflects the community culture.

Remember that organizational culture is fragmented and made up of the experiences of all employees.

Parks & Rec Organizational Chart

County Parks, Recreation, and Cultural Services

Parks Recreation Services

LibraryMuseum

Planning

Ski Parks

Programs

Administration

Arenas, Aquatics &Fitness

CommunityRecreation

Administration

Summary Positive Impact:

Increased funding Partnership opportunities

Parks and Recreation Museum University

Negative Impact: Funding may vary from year to year, based on tourism Lack of autonomy

Sources

Rodger, E. J. (September, 2007). What is a Library. American Libraries. P. 59-60.

Hatch, M.J. (2006). Organization Theory. Oxford University Press: Oxford.