Managing Cultural Change In Public Libraries: Marx, Maslow And Management (routledge Studies In Library And Information Science)

Managing Cultural Change in Public Libraries argues that changes to library Strategies and Systems can lead to transformations in library Structures that can, in turn, shape and determine Organisational Culture. Drawing on Management theories, as well as the ideas of Marx and Maslow, the authors present an ambitious Analytical Framework that can be used to better understand, support and enable cultural change in public libraries. The volume argues for radical – but sustainable – transformations in public libraries that require significant changes to Strategies, Structures, Systems and, most importantly, Organisational Culture. These changes will enable Traditional Libraries to reach out beyond their current active patrons to engage with new customer groups and will also enable Traditional Libraries to evolve into Community-Led Libraries, and Community-Led Libraries to become Needs-Based Libraries. Public libraries must be meaningful and relevant to the communities they serve. For this to happen, the authors argue, all sections of the local community must be actively involved in the planning, design, delivery and evaluation of library services. This book demonstrates how to make these changes happen, acting as a blueprint and road map for organisational change and putting ideas into action through a series of case studies. Managing Cultural Change in Public Libraries will be of particular interest to academics and advanced students engaged in the study of library and information science. It should also be essential reading for practitioners and policymakers and all those who believe that communities should be involved and engaged in the planning, design, delivery, and evaluation of library services. Cover Half Title Series Information Title Page Copyright Page Dedication Table of contents Foreword by Ken Williment Foreword by John Vincent Preface Acknowledgements 1 Introduction History of the public library since 1850 The Traditional Library 1850–1970 The Community-Led Library 1970–2000 The Needs-Based Library 2000–present Social class Karl Marx Historical materialism Cultural Revolution Dialectical materialism Human needs Abraham Maslow Hierarchy of needs Eupsychian management Theory X, Theory Y and Theory Z Management Built to last, good to great, great by choice Break the rules, discover your strengths, strengths-based leadership Type X, Type I, blue ocean strategy Bad, good and great libraries Strategy, Structures, Systems and Culture Strategy Structures Systems Organisational Culture The public library continuum The Traditional Library The Community-Led Library The Needs-Based Library Case studies Wider contexts Conclusions and recommendations References 2 Analytical Framework Marx Historical materialism Cultural Revolution Dialectical materialism The law of the transformation of quantity into quality The law of the interpenetration of opposites The law of the negation of the negation Human needs Maslow Maslow’s hierarchy of needs Preconditions Physiological needs Safety Love Esteem Cognitive needs Aesthetic needs Self-actualisation Marx against Maslow? The public library under capitalism References 3 The Traditional Library The development of the Traditional Library ‘Alehouses and socialism’ 1850–1930 ‘Clapped on from above’ 1930–1950 ‘Universal provider’ 1950–1970 Analytical Framework Strategy Amethyst Library Trillium Library Green Library Staff Structure Amethyst Library Pine Library Yellow Library Trillium Library Loon Library Green Library Service Structure Amethyst Library Trillium Library Loon Library Green Library Systems Amethyst Library Pine Library Trillium Library Loon Library Green Library Culture Amethyst Library Pine Library Loon Library Green Library Conclusion References 4 The Community-Led Library The development of the Community-Led Library ‘Community Librarianship’ 1970–1980 ‘No such thing as society’ 1980–2000 Analytical Framework Strategy Amethyst Library Pine Library Trillium Library Loon Library Green Library Staff Structure Amethyst Library Trillium Library Green Library Service Structure Amethyst Library Pine Library Yellow Library Trillium Library Green Library Systems Amethyst Library Yellow Library Trillium Library Green Library Culture Amethyst Library Yellow Library Trillium Library Green Library Conclusion References 5 The Needs-Based Library The development of the Needs-Based Library ‘Open to all?’ 2000–2005 ‘Working Together’ 2005–2010 ‘The Needs-Based Library’ 2010–2018 Analytical Framework Strategy Yellow Library Trillium Library Green Library Staff Structure Amethyst Library Trillium Library Green Library Service Structure Green Library Systems Amethyst Library Culture Trillium Library Green Library Conclusion References 6 Conclusions and ways forward Summing up The development of public libraries Marx Historical materialism Cultural Revolution Dialectical materialism Human needs Maslow Management The Traditional Library The Community-Led Library The Needs-Based Library Conclusions Cultural change is holistic change Cultural change is slow change Cultural change is conscious change Cultural change is practical change Cultural change gives hope of change Cultural change is small steps change Cultural change is everyone’s change Cultural change is strengths-based change Cultural change is voluntary change Cultural change is not finite change Ways forward Step one: begin the process of cultural change Step two: know who you are up against Step three: picture the future you want to see Step four: create a road map to implement your blueprint for change Step five: adopt a new strategy, test it and go for it! Concluding thoughts References Appendix Index "In Managing Cultural Change in Public Libraries, Pateman draws on the ideas of Marx and Maslow to present an ambitious 'analytical framework', which, he says, can be used to create bold public-library strategies, structures, and systems. Pateman argues for radical--but sustainable--transformations in public libraries. In particular, he envisions: - Strategies that are focused on users with the greatest needs, and that have social justice at their core. Public libraries can be converted, Pateman says, from institutions of social control into agencies of social change. - Non-hierarchical staff structures, or 'holocracies' in which organizational positions are matched to individual strengths, talents, and skills. - Service structures which are flexible and are able to respond quickly and creatively to changing community needs. - Systems which are 'enabling' with policies, processes, and procedures which permit community needs to be identified and met. Prescriptive manuals will be superseded by parameters to encourage innovation and creativity. - Evaluation and assessment of library services which no longer rely on 'one-dimensional and misleading metrics' such as circulation, membership, and visits but, rather, depend on a more qualitative approach. Managing Cultural Change in Public Libraries will be of particular interest to advanced students, practitioners, and policymakers working in Library and Information Science. It offers hope of a world where 'every section of the community will be fully involved and engaged in the planning, design, delivery, and evaluation of library services' and of 'libraries which are inclusive and truly open to all'"-- Provided by publisher "In Managing Cultural Change in Public Libraries, Pateman draws on the ideas of Marx and Maslow to present an ambitious 'analytical framework', which, he says, can be used to create bold public-library strategies, structures, and systems. Pateman argues for radical ... but sustainable ... transformations in public libraries. In particular, he envisions: - Strategies that are focused on users with the greatest needs, and that have social justice at their core. Public libraries can be converted, Pateman says, from institutions of social control into agencies of social change. - Non-hierarchical staff structures, or 'holocracies' in which organizational positions are matched to individual strengths, talents, and skills. - Service structures which are flexible and are able to respond quickly and creatively to changing community needs. - Systems which are 'enabling' with policies, processes, and procedures which permit community needs to be identified and met. Prescriptive manuals will be superseded by parameters to encourage innovation and creativity. - Evaluation and assessment of library services which no longer rely on 'one-dimensional and misleading metrics' such as circulation, membership, and visits but, rather, depend on a more qualitative approach. Managing Cultural Change in Public Libraries will be of particular interest to advanced students, practitioners, and policymakers working in Library and Information Science. It offers hope of a world where 'every section of the community will be fully involved and engaged in the planning, design, delivery, and evaluation of library services' and of 'libraries which are inclusive and truly open to all'" .. __Managing Cultural Change in Public Libraries__ argues that changes to library Strategies and Systems can lead to transformations in library Structures that can, in turn, shape and determine Organisational Culture. Drawing on Management theories, as well as the ideas of Marx and Maslow, the authors present an ambitious Analytical Framework that can be used to better understand, support and enable cultural change in public libraries. Managing Cultural Change in Public Libraries will be of particular interest to academics and advanced students engaged in the study of library and information science. It should also be essential reading for practitioners and policymakers and all those who believe that communities should be involved and engaged in the planning, design, delivery, and evaluation of library services.