January 5: 10 to 11 a.m. January 6: 2:30 to 3:30 p.m.
The nature of this group is as follows:
A Note From the Work Culture Task Force: The primary charge of our task force is to devise a work culture vision for our institution -- not a description of what is currently in place, but rather a picture of the culture that we desire to exist in the UM Libraries. Voicing this vision is the start of realizing the Vision. On August 20, 1998, an unprecedented --all library staff -- Values and Visioning session was held in the Stamp Student Union. Never in the history of this institution have so many people been given an opportunity to take charge of our own future and the future of the Libraries. This Task Force chose to use the work of August 20 as our baseline for discussion and development rather than holding a new set of "hearings" or focus groups to gather more or different ideas than those identified at that extraordinary session. We believe that it is essential to validate the voices that spoke on that day. Please look for your ideas and comments in our Work Culture Statement, and in the Draft Recommendations which follow. We seek your comments and criticism in order to improve this document.
University of Maryland Libraries' Mission
The Libraries' Mission Statement is the first and most important in a series of vision and values statements generated by this organization to support that Mission. Goals statements, and other vision and values statements must be clearly defined, easily accessible, regularly addressed and revised. Every employee must understand and support these goals if the Mission is to succeed.
The Libraries' Most Important Asset is Its Staff:
The Libraries require a qualified, informed, well-trained, dedicated and appreciated staff in order to meet its Mission and Goals. To that end, the Libraries are committed to hiring, training, developing and retaining a diverse staff in a creative and supportive work environment. It is both reasonable and appropriate for the Libraries to acknowledge and repay the dedication and commitment of its staff by providing sufficient opportunities for personal and professional growth in a flexible, fair and financially rewarding framework.
Work Culture - A Definition:
The "work culture" of an organization is a product of its history, traditions, values, and vision. Organizational culture expert, Edgar H. Schein defines culture as
"a pattern of basic group assumptions that has worked well enough to be considered valid, and, therefore, is taught to new members as the correct way to perceive, think and feel."Desirable work culture includes shared institutional values, policies, rewards and other practices which foster inclusion, high performance, and commitment, while still allowing diversity in thought and action. The Libraries seek to identify and document existing group assumptions which should either be reinforced, changed or replaced in order to create an environment that acknowledges and increases the value and performance of its staff. The Libraries and the University have endorsed the concepts, tools and techniques of CQI, or Continuous Quality Improvement, as a method of inducing beneficial organizational change.
Work skills - Training and Development:
Many Library staff have received, and will continue to receive, training in team building, conflict management, coaching, strategic planning, and other skills. Such training will be extended to more staff. As we collectively learn these new skills and vocabularies, and become proficient with them, we will become a more efficient and cohesive organization. Such learning enhances our capacity to create. Our ultimate progress depends on many factors. Among these is the need to trust ourselves and each other, and to take responsibility for our actions in promoting the work of the Libraries.
Organizational Change - An Evolutionary Process:
Organizationally, the UM Libraries have chosen to move from a hierarchical structure to a flatter structure; from top-down decision making to empowerment at the point of customer contact; from measurement of outputs to measurement of outcomes; and most dramatically, from an exclusionary division of labor to a team-based, inclusionary model. The emphasis is on moving from rigid procedures and policies, to flexible, empowering guidelines for behavior. The organization rewards behaviors conducive to the workplace vision, and confronts/surmounts behaviors which detract from that vision. Changes are always made with the intention of improving services beyond existing high standards to new levels not possible under previous structures. Organizational change is seldom fast, easy, comfortable or even understood. Effective organizational change depends on having a universally informed and supportive staff. Support comes when the staff understands and shares the values and vision of the institution.
This document was produced on December 9, 1998. It is maintained by Marlene Vikor, chair Work Culture Task Force.