Critique of Irmin Allner's article, "Managerial Leadership in Academic Libraries: Roadblocks to Success"

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1 Drexel University From the SelectedWorks of James Gross January 20, 2009 Critique of Irmin Allner's article, "Managerial Leadership in Academic Libraries: Roadblocks to Success" James Gross, Drexel University Available at:

2 Critique of Irmin Allner s article, Managerial Leadership in Academic Libraries: Roadblocks to Success James Gross Assignment #1 INFO 640, Drexel University Professor Krasulski January 20, 2009

3 2 A. The problem Bishop Desmond Tutu is quoted as saying, I am a leader by default, only because nature does not allow a vacuum. (1) In the library profession, one has the duty or obligation to serve the patron to the best of his or her ability. The library, whether it be public, private, or academic, usually has defined objectives for optimal information delivery. An integral, yet often invisible part of this information delivery, are the guiding models of leadership. In this short paper we will use the Competing Values Framework to examine the how the managerial leadership in academic libraries can be used as a problem solving or problem avoidance tool to help the library institution accomplish its stated goals and objectives of prompt and efficient information delivery. B. Nature of the problem You may have recently read the following news item: Circuit City, an electronics store chain, will soon be declaring bankruptcy, liquidating its assets, and closing its stores. Many companies, due to the deteriorating economy, are running into similar issues of economic insolvency. The Circuit City announcement included an intriguing statement which I believe is very relevant for the topic of management leadership: you [must] have a service model that differentiates you from the competition and keeps pace with changing needs of the consumer. (2) This leads us to the following question: Why do companies continue to experience management failures? In his article, Managerial Leadership in Academic Libraries, Roadblocks to Success, Irmin Allner addressed his concern for patterns of poor management. Allner believed

4 3 that within the library profession, the problem of poor library leadership manifested itself in the form of over micromanagement, lack of delegated authority, and the inability to work with others. (3) Per Allner, the overemphasis on micromanagement was partially due to management s desire to exert total control over all subordinates and limit their work flexibility. Another reason for micromanagement was the inability to effectively delegate authority. This manifested itself in a refusal to share control with other managers. And, the inability of managers to effectively delegate responsibility resulted in the potential for organizational failure due to management s inability to effectively plan, organize, and control. C. Approach Managerial leadership is about coping with change. (4). Managers have the responsibility to promote the organizations objectives via several processes. These processes include planning and budgeting, staffing, and problem solving. As discussed by Allner, organizations are expected to be task oriented, goal-oriented, and cost effective. (5) Yet these organizations are also expected to be people oriented, and utilize employee skills to help achieve the organizations goals and objectives. Allner, approached the issue of managerial leadership performance by introducing the Competing Values Framework model. The Competing Values Framework illustrates the seemingly contradictory demands and expectations faced by organizations.

5 4 The Competing Values Framework (see chart #1) is a conceptual model which is used in analyzing management leadership performance. (6) Ann Faerman, in her article entitled, Organizational Change and Leadership Styles, stated that this model, due to its conceptual, as opposed to empirical framework, was not limited to a particular type of organization. (7) The Competing Values Framework was originally developed by Robert Quinn. (8) This framework encompasses the following four roles: the Human Relations Model, the Open System Model, the Internal Process Model, and the Rational Goal Model. (9) Chart#1

6 5 The focus of this short paper is on identifying and examining a problem-solving tool for management. Each of the afore mentioned management models have a direct application as problem solving tools for management. These models are directly applicable to management responsibility within the organization as without prescribed goals and objectives, there would be no sustainability of an organization. We will therefore examine each of these management models. We will first address the Rational Goal Model. This model deals with the role of directing and producing. The library manager is tasked with ensuring that his organization conducts sufficient planning and goal setting resulting in maximum productivity and efficiency. An important aspect of directing and producing is strategic planning. Strategic planning is created via the organizations mission statement. The mission statement spells out the organizations goals, areas of priority, as well as strategic objectives. The mission statement is very important, as it is, in essence, the blueprint for the manager s organizational planning. The second model is the Internal Process Model. This model refers to the manager s duties of coordination and monitoring for organizational effectiveness. The manager is responsible for ensuring the smooth flow of information and work processes. The result is organizational stability and control. The manager is responsible for overseeing that the organization realizes maximum effectiveness. Two key elements of these processes include well defined job duties and the prudent assignment of staff personnel.

7 6 A clearly defined organizational structure, along with clearly defined staff roles and duties, are essential elements for optimum mission fulfillment. As Stueart and Moran stated, effective managers are those who have learned to delegate. (10) The third model is the Open System Model. The Open Systems Model deals with managements need to act as a broker. Within this role, library administrators are expected to secure continued funding, obtain approval for organizational change, as well as influence important movers and shakers outside of the library. Managers are tasked with ensuring that their organization can adapt to changes in their external environment. This may often involve understanding the changing needs of customers. The fourth model is the Human Relations Model. In this role the manager is best utilized as a mentor and facilitator. Companies rely on staff to facilitate processes. Staff must be encouraged, trained, educated, and above all else, rewarded for their efforts. Piccininni suggested that effective managers should strive to treat subordinates fairly, hold them accountable, tolerate mistakes and deficiencies, and maintain control. (11) D. Outcome We have previously discussed the four roles of the Competing Values Framework. In these four roles, we have seen that the manager is responsible for being the innovator and broker (Open System Model), the director and producer (Rational Goal Model), the coordinator and monitor (Internal Process Model), and the mentor and facilitator (Human Relations Model). We will briefly discuss three examples of these models.

8 7 In the Open System Model, the managerial leadership roles are innovator and broker. The innovator attempts to create a vision for change for the organization and strives to help it adapt to the desired changes. (12) The broker is the one who must sell the organization s objectives to external stakeholders who may have decision making control over funding. An example of the Open System Model was the strategic planning first initiated by Penn State s campus library management in Due to university growth in the years , the university had embarked on a five-year study of how to better incorporate the university s library within the various school programs. This strategic planning resulted in two surprising results: There was a realization that the library was a partner and not a threat to other academic departments, and there was a realization that the resulting cost savings would be of benefit for all departments. (13) An example of the Internal Process Model and the Rational Goal Model is the library re-organization at the University of Minnesota in (14) Thomas Shaughnessy had managerial involvement in this library re-organization effort. As part of a campus-wide strategic review, the University of Minnesota s library administration decided to examine its organizational structure for possible areas of improvement. The library administration discovered that there was a need for a revised organizational structure to help increase overall efficiency. As part of this review, managerial and leadership roles and responsibilities were clarified to avoid issues of jealousy and resistance. The process was designed to be open and participative.

9 8 Due to the inclusive planning, the library was able to present the reorganization as a team based plan. The results were surprising. There was a simplification and redesign of the library s overall command structure. The redesign involved the decentralization of the daily library assigned tasks and duty assignments. This resulted in a reduction of unneeded bureaucracy. In addition, staff felt a deeper connection and identification to the library s goals. As a result of these efforts, management noticed greater staff productivity as well as positive responses on the part of the student users. (15) Another example of the Internal Process Model is a study conducted by the University Libraries of Notre Dame. In 2000, the library engaged in a strategic plan to evaluate the effectiveness of its services. They utilized a plan based on Bryson s Strategic Planning for Public and Nonprofit Organizations. (16) A key aspect of this planning involved management s careful evaluation of the library s mission statement. E. Evaluation We have seen that the Competing Values Framework, with its four roles or models, acts as a conduit for management to identify and pursue their various organizational tasks in a multi-dimensional construct. The consensus from the previously quoted authors is that a degree of balance needs to be maintained within the managerial framework. It has been suggested that in addition to seeking outside expertise, managers can also benefit from group input and collaborative thinking. In today s fast paced society, information and user services are demanded on an immediate basis. Unfortunately, these services must often rely on a finite amount of

10 9 financial and human resources. It is the manager s responsibility is to see that the organization makes the best usage of these limited resources. In this short paper, we have identified and discussed a few tools or models which management can use to help direct, redirect, or better enable their corporate objectives. We have listed examples where libraries have used these tools to help improve their information delivery processes. It is the astute manager who strives to ensure that his or her organization takes the necessary steps to keep up with the ever changing needs, and demands, of the customer. As John Kotter commented, Leadership is about coping with change. (17) Companies and organizations who lose sight of their customer s needs risk the loss of their customer due to competition. Other entities, such as libraries and archives, can find themselves at financial risk as well. Whether funded privately or with public funds, libraries, archives and other corporate entities can find themselves in financial jeopardy if they lose sight of their stated goals and objectives. Due to these economic imperatives, it is imperative that companies give their managerial staff the flexibility to make the difficult decisions regarding user services. In addition, companies and organizations need to ensure that they have competent management to help maintain competitive in the marketplace. And management must stay tuned to the changing needs of its end-users. Identifying and responding to these needs is an essential priority for companies who want to survive. The effective review, analysis, and implementation of organizational tools by management will undoubtedly serve the economic interests of the company by improving productivity and efficiency.

11 10 References: (1) Mol, G.V. (n.d.). Impactroom for Managers, Marketeers, and Mothers. In Management Quotes.Blogspot.com: Gert Van Mol s Weblog. Retrieved January 15, 2009, from (2) Kavilanz, P. (2009, January 15). Circuit City to shut down. In CNNMoney.com, Retrieved January 16, 2009, from (3) Allner, I. (Spring 2008). Managerial Leadership in Academic Libraries: Roadblocks to Success. Library Administration & Management, 22 (2), 69. (4) Kotter, J. P. (1990). What Leaders Really Do. Harvard Business Review, 68(3), 104. (5) Allner, I. (Spring 2008). Managerial Leadership in Academic Libraries: Roadblocks to Success. Library Administration & Management, 22 (2), 72. (6) Faerman, S. (1993). Organizational Change and Leadership Styles. Journal of Library Administration, 19 (3/4), 61. Chart adapted from Quinn, R. E. (1988). Beyond Rational Management, San Francisco: Jossey-Bass, 48. (7) Faerman, S. (1993). Organizational Change and Leadership Styles. Journal of Library Administration, 19 (3/4), 59. (8) Quinn, R. E. (1988). Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance, Jossey-Bass, San Francisco. (9) Faerman, S. Organizational Change and Leadership Styles. Journal of Library Administration, 19 (3/4), 65. (10) Allner, I. (Spring 2008). Managerial Leadership in Academic Libraries: Roadblocks to Success. Library Administration & Management, 22 (2), 75. (11) Piccininni, J. (1996). Advice to First Time Library Directors on Managing a Library. Library Administration and Management, 10, (1), 41. (12) Faerman, S. Organizational Change and Leadership Styles. Journal of Library Administration, 19 (3/4), 66.

12 11 (13) Cline, N.M. & Meringolo, S.M. (1991). A Strategic Planning Imperative: The Penn State Experience. Journal of Library Administration, 13 (3/4), 211. (14) Shaughnessy, T. (1996). Lessons from Restructuring the Library. Journal of Academic Librarianship, 22 (4), (15) Shaughnessy, T. (1996). Lessons from Restructuring the Library. Journal of Academic Librarianship, 22 (4), (16) Ladwig, J. (2005). Assess the State of Your Strategic Plan. Library Administration & Management, 19(2), 91. (17) Kotter, J. (1990). What Leaders Really Do. Harvard Business Review, 68(3), 104.