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Managing Archives in a Time of Change

Managing Archives in a Time of Change. Michael J. Kurtz, Assistant Archivist for Records Services National Archives and Records Administration Joint Conference of NAGRARA, CoSA and SAA August 5, 2006. Leadership in Management. Innate or Learned?. Roles, Responsibilities, Skills.

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Managing Archives in a Time of Change

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  1. Managing Archives in a Time of Change Michael J. Kurtz, Assistant Archivist for Records Services National Archives and Records Administration Joint Conference of NAGRARA, CoSA and SAA August 5, 2006

  2. Leadership in Management Innate or Learned? Roles, Responsibilities, Skills August 2006

  3. Organizational Culture Context for Leadership Webster’s:“A complex of typical behaviors or standardized social characteristics peculiar to a specific group, occupation, or profession, sex, age, or grade.” Webster’s: “How we do things here.” Leadership style and organizational culture: In sync? August 2006

  4. Paradigm Managing Organizational Complexity August 2006

  5. SAA Archives Seminar

  6. Seven Major Organizational Types HEALTHY ORGANIZATIONS UNHEALTHY ORGANIZATIONS PASSIVE-AGGRESSIVE RESILIENT Congenial and seemingly conflict-free, this organization builds consensus easily but struggles to implement agreed-upon plans. Flexible enough to adapt quickly to external market shifts, yet steadfastly focused on and aligned behind a coherent business strategy. JUST-IN-TIME Inconsistently prepared for change, but can turn on a dime when necessary, without losing sight of the big picture. OUTGROWN Too large and complex to be effectively controlled by a small team, it has yet to "democratize" decision-making authority. Inconclusive MILITARY PRECISION Often driven by a small, involved senior team, it succeeds through superior execution and the efficiency of its operating model. OVERMANAGED Multiple layers of management create "analysis paralysis" in a frequently bureaucratic and highly political environment. FITS-AND-STARTS Contains scores of smart, motivated and talented people who rarely pull in the same direction at the same time. Gary L. Neilson et al., “The Passive-Aggressive Organization,” in Harvard Business Review, October 2005, p. 85.

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