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.