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The impact of leadership and change management in academic libraries in Australia and Oceania. Sonny Vikash Chandra PhD Candidate (u3112983) May, 2014. Presentation overview. Brief background Feasibility of the project Extent and relevance of the project

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Sonny Vikash Chandra PhD Candidate (u3112983) May, 2014


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    1. The impact of leadership and change management in academic libraries in Australia and Oceania Sonny Vikash Chandra PhD Candidate (u3112983) May, 2014

    2. Presentation overview • Brief background • Feasibility of the project • Extent and relevance of the project • Evaluation of the relevant literature • Justification of the selected methodology and methods • Self re-flexibility • Ethics • Limitation of research • Conclusion • Recommendation

    3. Brief background • Supervisor: Dr. Stuart Ferguson • Timeline: eight (8) years (part time basis) • Research design: case study • Mixed model approach (qualitative / inductivism / interpretative and quantitative / deductivism / positivist) • PhD by publication • Publish four (4) journal articles in ERA ranked journals

    4. Brief background My publication outline (draft) Journal article 1 • Coverage of types of management practices used in academic libraries and what impact it has made (positive and negative) using the qualitative and quantitative research methods. Journal article 2 • The methods and ways in which the library leadership has an impact on the organizational culture and change management and the resultant outcomes, based on qualitative and quantitative research methodology.

    5. Brief background My publication outline (draft) Journal article 3 • The extent and role of stakeholder participation in the organizational culture and change management and the impact of these in the provision of quality library services Journal article 4 • The emerging issues and concepts in the area of organizational culture and change management in academic libraries and its impact on the workforce.

    6. Feasibility of the project Why is this study important? • set as a benchmark for other libraries (innovation) • relevant to the changing library environment • desire to do more with less resources using innovation and technology • contribute towards the proliferation of professional literature in the area of library leadership and management

    7. Feasibility of the project Why is this study important? • increase profile of leadership and change management within academic libraries • improvement of service delivery in academic libraries • effective use of human capital in the provision of enhanced library services • contribution towards scholarly literature in the area of library management

    8. Extent and relevance of the project Extent Australia: • Group of Eight (G8) university libraries, particularly in ACT (Australian National University) and NSW (University of New South Wales and University of Sydney) Oceania: • Fiji (Fiji National University, University of Fiji and University of the South Pacific) • New Zealand (Auckland University of Technology and University of Auckland)

    9. Extent and relevance of the project Relevance • reduction in government budgets for universities • increased competition for market share (students, research grants, etc) • increased competition for innovation and change • changing nature of business environment

    10. Extent and relevance of the project Relevance • replication of best practises • contribution to scholarly output • greater accountability of taxpayer funds • greater customer expectation for increased service delivery • organization restructures

    11. Extent of the research Key research objectives • To examine the types of leadership and organizational culture prevalent in academic libraries • To indentify the change management and its effect on the library, its staffing and clientele

    12. Extent of the research Key research objectives • To examine the impact of leadership, organization culture and change management of the academic library’s service delivery • To indentify the emerging issues and concepts in leadership, organizational culture and change management in academic libraries and its impact on the workforce

    13. Evaluation of the relevant literature • read twenty (20) plus journal articles • reviewed journal articles from countries such as Australia, New Zealand, Canada, United Kingdom, Taiwan, Hong Kong, China, • research was based on case studies and comparative studies

    14. Evaluation of the relevant literature • some case studies showed positive impacts of change management within academic libraries , whilst other finding had mixed reactions • most of the studies were based on qualitative and mixed models

    15. Evaluation of the relevant literature • key themes of these journal articles were: change management, innovation, professional ethics, employee behaviour, leadership, staff development, human resource management, library management, professional education, employee development, organizational change, organizational structures, strategic management, management strategy, competences

    16. Evaluation of the relevant literature • University of Queensland library demonstrated that change management was embedded into their library organization structure and it had positive outcomes and had significant improvements in its service delivery • this paper does not highlight any short comings or challenges of the implementation of its change management initiatives.

    17. Evaluation of the relevant literature • the studies did not indicate the longitudinal study within the organizations • the studies did not indicate the size of the focus groups • shared vision, communication and collaboration were highlighted as key factors in the change management process

    18. Evaluation of the relevant literature • the literature indicated what may be a suitable strategy at one organization may not necessarily be suitable in another organization • the literature indicated that resistance is expected from the staffs at the initial stages during the change management process

    19. Evaluation of the relevant literature • most of the libraries used skills enhancement, professional development and staff forums as part of their change management strategy, • however, Deakin University Library further enhanced its change management process by introducing team building, and bringing in external speakers

    20. Evaluation of the relevant literature • the literature highlighted that aligning the employees personal vision should be aligned to the library’s vision, similarly, the library’s vision to be aligned to the University’s overall vision and strategic plans • the study also indicated that the employees performance must be linked to the staff appraisal process to ensure congruence and commitment towards the organizational vision

    21. Management theories The journal articles highlighted some of the works of the following management theorists: • Kotter • Doppelt • Webber • Drucker • Taylor • Goffman

    22. Justification of the selected methodology and methods Methods and justification Qualitative • Focus group interviews - Interactive and small groups - more open feedback / free response - participatory and engaging session - conversational style - list of specific topics to cover - capture the richness - more flexibile than structured surveys

    23. Justification of the selected methodology and methods Methods and justification Qualitative • unstructured interviews - participants will provide open feedback - obtain more information from participants

    24. Justification of the selected methodology and methods Methods and justification Qualitative • Ethnography - researcher is immersed in a social setting - provides observations and listening to gain an appreciation of the culture of the participants - watching and listening to the interaction or phenomenon as it takes place

    25. Justification of the selected methodology and methods Methods and justification Qualitative • Discourse analysis - provides an understanding of how individuals represent experiences in a shared form - presents an explanation of shared meanings and assumptions

    26. Justification of the selected methodology and methods Justification Quantitative • Surveys - easy to administer - easy to analyse using open and closed questions - can be executed within using technology (such as Survey Monkey, e-mail, web based surveys)

    27. Theory • observations will lead to new questions • interpretation of new questions will lead to further observations (reiterative process) • new observations and questions will lead to new theories

    28. Concepts • innovation • leadership • organizational culture • change management • continuous improvement • quality customer services • emerging issues and trends in management

    29. Population / sample Unit of analysis • Academic libraries (Group of Eight) • Australia (ACT and NSW), Fiji (VitiLevu) and New Zealand (Auckland) • Library Management team (executive management, middle management and frontline management) • University Executive Management (random sampling) • Library staffs (random sampling, focus groups) • Library clientele (random sampling, focus groups)

    30. Data collection • via online surveys (using Survey Monkey and social media such as twitter and Facebook) • self administered questionnaires (using open and closed / pre coded questions) • interviews (telephone, e-mail, face to face), • site visitation (observation) • focus groups

    31. Data collection • as per timeline (total span of each project will be six months from start to finish) • paper, online, recordings (audio, video) • structured, semi structured and unstructured questions

    32. Data analysis Data will be analyzed using the following softwares: • NVIVO (qualitative data) • SPSS (quantitative data)

    33. Measurement quality • reliability • validity • triangulation

    34. Self reflexibility • Separation of my own ideas, experiences and beliefs on the research process and its findings • Ability to maintain transparency • Having on going process of checking that I am being true to the data and information that I am drawing on

    35. Self reflexibility • budget / funding • timeline / leave from work • non response from participants • invalid response(s) • interviewee bias • recording, transcribing and interviewing

    36. Ethics in research • compliance with National Statement on Ethical Conduct in Human Research • privacy issues • protection of participants (and their rights) • informed consent • confidentiality

    37. Ethics in research Why factor • avoiding exploitation • avoiding abuse of participants • fairness • principle of justice • recognition of participants contributions

    38. Limitation of the research • focuses only on Australian G8 university libraries in ACT (1) and NSW (2) • focuses only on University Libraries in the Auckland region (New Zealand) • focuses only on Fiji (3 academic libraries) and New Zealand (2 academic libraries) from Oceania

    39. Limitation of the research • budget • timeline • manpower • small sample size

    40. Conclusion • researchable topic • focuses on emerging area of librarianship • based on a mixed model (qualitative and quantitative models) • based on ethical principles

    41. Recommendation • Longitudinal study • Comparative study with other countries and types of libraries • Larger sample size

    42. End of presentation