© 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