© Eisenberg 2006
Management & Planning
Eisenberg-style
© Eisenberg 2006
Disclaimer
For every realistic, complicated problem
There will be a simple, understandable inexpensive
solution
H.L. Mencken
© Eisenberg 2006
For every realistic, complicated problem
There will be a simple, understandable inexpensive
solution
that will be wrong.
Disclaimer
H.L. Mencken
© Eisenberg 2006
Management(aka Leadership)
The art and science of making dreams
come true.
© Eisenberg 2006
The Information School
• Strategic Plan
• Documentation
© Eisenberg 2006
Management & PlanningEisenberg-style
The A-B-C Approach:The A-B-C Approach:
• Articulate a vision and agenda
• Be Strategic
• Communicate continuously
© Eisenberg 2006
Planning
A-B-C Approach Actions
Articulate a Vision and
Agenda
Be clear on vision, functions, roles; goals aligned; services & program fully integrated w. organization
Be Strategic Planning, thinking, managing; deciding; evaluating
Communicate Continuously
Communicate outcomes; public relations, marketing, advocacy; document, accountability
© Eisenberg 2006
Be Strategic
• Strategic Thinking
• Strategic Planning
© Eisenberg 2006
Strategic Thinking
• Attitude
• Insight and Politically Savvy
• Flexibility
© Eisenberg 2006
Strategic ThinkingAttitude
Attitude is everything!
© Eisenberg 2006
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.
© Eisenberg 2006
User-Based Advisory 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
© Eisenberg 2006
Key Questions Program Actions• What does the
organization really care about? What are the key concerns, programs, and initiatives of the organization?
• Link the program functions to addressing concerns, supporting and fulfilling initiatives.
• Frame the program in terms of where the action is (for example, today, that’s information and technology, standards, performance and achievement).
• Recognize that concerns, programs, and initiatives change—sometimes from year to year.
Strategic Thinking
© Eisenberg 2006
Key Questions Program Actions
• Who are the movers and shakers in the org? Who is respected?
• Who gets things done?
• Involve them in decision-making about the library & information program.
• Help them to succeed in achieving their goals and priorities.
• Link to winners.
Strategic Thinking
© Eisenberg 2006
Key Questions Program Actions
• How do things really get done in the organization - not necessarily the “official” ways, but the real ways - particularly in terms of priority setting, budget and spending, and decision-making?
• Align the management processes of the library & information program to the processes of the organization.
• Be seen as part of the solution, not part of the problem.
Strategic Thinking
© Eisenberg 2006
Strategic ThinkingFlexibility
• It’s all relative• Expect and accept change• Organizational initiatives, concerns,
and priorities change• Library & Information Programs
must change
© Eisenberg 2006
Input
Process
Output
Strategic PlanningThe Systems Approach
© Eisenberg 2006
Strategic PlanningThe Systems Approach
• OUTPUTS: services & instruction
• INPUTS: the “stuff”
• PROCESSES: making it happen
© Eisenberg 2006
Continuously CommunicateMechanisms
• 10 week memo• Planning matrices• Annual report• Formal meetings• Marketing• ____________________• ____________________
© Eisenberg 2006
Role Current Status Desired Future Needs - Gaps - Opportunities Timeframe
TEACHER: teach essential information &
technology skills
READING ADVOCATE:
guide and promote reading, books,
media, technology
INFORMATION MANAGER:
provide information & technology
services, systems, resources, and
facilities
© Eisenberg 2006
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.
Whining