際際滷

際際滷Share a Scribd company logo

Case Study Presentation

Download as PPT, PDF
Val MacMillan
Val MacMillan

Cathleen has taken on the role of acting manager at her library but is facing several challenges. She struggles with language training, asserting authority over friends, renovations, a decommissioning project, and absenteeism. The case proposes addressing these issues using Bolman and Deal's four frames: holding regular meetings for communication and input; motivating employees with incentives; establishing clear authority; and delegating tasks. This would help Cathleen feel less stressed and overwhelmed in her new role.

1 of 22
Downloaded 35 times
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
Human Resources Frame 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 (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.h tm
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.

More Related Content

Case Study Presentation

  • 1. ISI 6148: Case Study Presentation Case Study: Cathleen By: Valerie MacMillan
  • 3. 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
  • 4. 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
  • 5. Problems Overview Language training Uncomfortable bossing around her friends Renovations must be done to the library Decommissioning project Absenteeism
  • 6. 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
  • 7. 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
  • 8. Problem #3: Renovations Space constraints Increased number of meetings resulting in more absences Changes in plans from architects leading to employee frustration
  • 9. 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
  • 10. 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
  • 11. Part 2 Bolman & Deal's Four Frames + Proposal
  • 12. 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
  • 13. 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
  • 14. 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
  • 15. Human Resources Frame 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)
  • 16. 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)
  • 17. 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
  • 18. 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
  • 19. Structural Frame Restructure: Mintzberg's Machine Bureaucracy Retrieved from http://www.lindsaysherwin.co.uk/guide_managing _change/html_change_strategy/07_mintzberg.h tm
  • 20. 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
  • 21. Conclusion (cont'd) Regular meetings Motivate employees by creating incentives Establish authority, agenda, and goals Delegation
  • 22. 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.
AboutCopyright
息 2025 際際滷