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Management & Planning. Eisenberg-style. Disclaimer. For every realistic, complicated problem There will be a simple, understandable inexpensive solution. H.L. Mencken. Disclaimer. For every realistic, complicated problem There will be a simple, understandable inexpensive solution

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management planning

Management & Planning

Eisenberg-style

disclaimer
Disclaimer

For every realistic, complicated problem

There will be a simple, understandable inexpensive solution

H.L. Mencken

disclaimer3
Disclaimer

For every realistic, complicated problem

There will be a simple, understandable inexpensive solution

that will be wrong.

H.L. Mencken

management aka leadership
Management(aka Leadership)

The art and science of making dreams come true.

the information school
The Information School
  • Strategic Plan
  • Documentation
management planning eisenberg style
Management & PlanningEisenberg-style

The A-B-C Approach:

  • Articulate a vision and agenda
  • Be Strategic
  • Communicate continuously
be strategic
Be Strategic
  • Strategic Thinking
  • Strategic Planning
strategic thinking
Strategic Thinking
  • Attitude
  • Insight and Politically Savvy
  • Flexibility
strategic thinking attitude
Strategic ThinkingAttitude

Attitude is everything!

strategic thinking insight and political savvy
Strategic ThinkingInsight and Political Savvy
  • Link to organizational initiatives, concerns, and priorities.
  • Create and use a user-based advisory committee to advise on priorities.
  • Learn (and use) how things really get done in the organization.
user based advisory committee
User-BasedAdvisory Committee
  • Advise on the broad program
  • Set priorities for program focus and emphasis
  • Help professionals and staff determine where to spend time and effort
  • Troubleshoot immediate problems
  • Engage in long-term problem solving and planning for major problems and concerns
  • Establish policies
strategic thinking flexibility
Strategic ThinkingFlexibility
  • It’s all relative
  • Expect and accept change
  • Organizational initiatives, concerns, and priorities change
  • Library & Information Programs must change
strategic planning the systems approach18
Strategic PlanningThe Systems Approach
  • OUTPUTS: services & instruction
  • INPUTS: the “stuff”
  • PROCESSES: making it happen
continuously communicate mechanisms
Continuously CommunicateMechanisms
  • 10 week memo
  • Planning matrices
  • Annual report
  • Formal meetings
  • Marketing
  • ____________________
  • ____________________
summary planning

Whining

Summary: Planning
  • Focus on vision. Think big.
  • Be systematic and strategic.
  • Communicate the vision.
  • Meet with other managers, decision-makers, constituents on a regular basis.
  • Set up an active Program Advisory Committee.
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