mary margaret que_challenges and opportunities

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ìMANAGING THEWORKPLACE

Challenges and Opportunities ofLibrarians and InformationProfessionals in the Age of New

Technology

Dr. Mary Margaret Que 

28 April 2011Dipolog, Zamboanga Del Norte

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Managerial Objectives

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Technology in the Workplace

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Impact of Technology in the Workplace

ì Requirementsì Financial resources

ì IT equipment and software ì Maintenance and upgrading 

ì Online database subscriptions 

ì Trainingì Use and management of IT infrastructure 

ì Change in job design 

ì New security challenges

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Impact of Technology in the Workplace

Todd, Jason. “What is the impact of new technology in the workplace?”. July

4, 2007. http://www.helium.com/items/436615-what-is-the-impact-of-new-

technology-in-the-workplace. Retrieved on April 11, 2011.

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ìSusta inab i l i t yMANAGING THE WORKPLACE

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Organizational sustainability

ì “The ability for a group of persons toendure the internal and external

pressures of a culture, through changeand innovation, as they endeavor todeliver their specific products”

ìContinuous operations

http://organizationalsustainability.com/ Retrieved on April 20,

2011.

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Organizational Sustainability

http://organizationalsustainability.com/ . http://managementhelp.org/org_sustain/org_sustain.htm. Retrieved on April 20,2011.

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ì

“MANAGING” PEOPLEMANAGING THE WORKPLACE

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Managing vs. leading

AUTHORITY

INFLUENCE

Rost. 1993.

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Impact of Technology in the Workplace

Stress“Bad”

Employee

Relations

Conflict inthe

Workplace

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ìSt ress Managem ent

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STRESS

ì “Stress is anormal physicalresponse toevents thatmake you feelthreatened orupset your

balance insome way.”

Smith, M.; Jaffe-Gill, E.; Segal, J. “Understanding stress”.

November 2010. http://www.helpguide.org/mental/stress_signs.htm.

Retrieved on April 11, 2011.http://www.medicinenet.com/stress/article.htm. Retrieved onApril 19, 2011.

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Impact of Stress

Stress

“Bad”

Employee

Relations

Conflict in

theWorkplace

Effectiveness * Efficiency

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SOURCES OF STRESS IN THE

WORKPLACEì “I have too much work to do.”

ì Am I doing what I am supposed to do?

ì KRAs and KPIs 

ì Am I clear about my priorities?

ì Can I schedule my work better?

ì What can I delegate?

ì

Balancing and redistributing work load 

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SOURCES OF STRESS IN THE

WORKPLACEì “My staff’s output is either incorrect, late,

or both!ӓ Are they qualified / trained to do the work

expected of them?ì Are they clear about what they are

supposed to do?ì KRAs and KPIs 

ì

Instructions ì Can I help them set priorities?

ì Can I help them schedule work?

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SOURCES OF STRESS IN THE

WORKPLACE

ì Our workplace is a war-zone

ì Hostile work environment

ì Counter-productive relationships ì Superior vs. subordinate

ì Bullying in the workplace

ì Warring co-employees / factions

ì

Inter-departmental conflict

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SOURCES OF STRESS IN THE

WORKPLACEì My subordinates do not have the right

attitude / are hardheaded

ìHow do I impose discipline?

ì How do I get them to cooperate?è

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MANAGING STRESS IN THE

WORKPLACE

WELLNESS

ACTIVITIES

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ì

Conflict Management

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Conflict

ì Definitions

ì Fighting

ì Difference in opinion, perspective orpersonality

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Causes and Consequences of

Conflict

CONFLICT

 R E LA  T I O N

 S H I

 P S

 P R I N C I P L

 E S

C  H  A N  G E  

 TERRI TORIES

Finding a Definition of Conflict. http://www.practical-management-skills.com/definition-of-conflict.html. Retrieved onApril 19, 2011.

STRESS

EFFECTIVENESS

EFFICIENCY

BAD

RELATIONSHIPS

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Role Conflict

ì Are KRAs (Key Result Areas) clear?

ì What tasks have to be completed?

ì How much authority do employees have tomake decisions on their own?

ì In what ways are they expected to use their

initiative?

Finding a Definition of Conflict. http://www.practical-management-skills.com/definition-of-conflict.html. Retrieved on April 19,2011.

W. Edwards Deming told Ford that management actions were responsible for 85% of all problems in developing better cars .(http://en.wikipedia.org/wiki/W._Edwards_Deming. Retrieved on April 19, 2011)

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Team Conflict

ì To ensure synergy, are the ground rulesclear?

ì How are we going to use our individualstrengths in the team?

ì How are we going to divide the tasks and

measure success?

ì What are the ground rules on how we willwork together and communicate?

Finding a Definition of Conflict. http://www.practical-management-skills.com/definition-of-conflict.html. Retrieved onApril 19, 2011.

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Values / Moral Conflict

ì Difference in the most fundamental andcherished assumptions about the best

way to liveì Difference in standards of rightness and

goodness

ì Difference in ideas about the good life

ì Stress the importance of different things ì Develop radically different or incompatible goals 

Malese, M. “Moral or Value Conflicts.” 2003, July.http://www.beyondintractability.org/essay/intolerable_moral_differences/ .

Retrieved on April 11, 2011.

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Values / Moral Conflict

ì Shared values

ì Corporate culture

ì Values orientationì Values as a hiring consideration

Making Ethical Decisions - Josephson Institute of Ethics.http://www.hent.org/world/rss/files/ethics/ethics_values.htm. Retrieved on April 21, 2011.

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Addressing Conflict

ì Accommodationì Surrender one's own needs and wishes to accommodate

the other party.

ì Avoidanceì Avoid or postpone conflict by ignoring it, changing the

subject, etc.

ì Collaborationì Work together to find a mutually beneficial solution.

ì Compromiseì Bring the problem into the open and have the third person

presentì Competitionì Assert one's viewpoint at the potential expense of another.

(Thomas &Killman, 1976)

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Conflict Prevention

ì Open communication

ì Acceptance and understanding of

differences

ì Setting & leveling expectations

ì Shared values

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ì

Em ployee Relat ionsMANAGING THE WORKPLACE

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Employee Relations

ì Managing relationships towardssatisfactory productivity, motivation, and

moraleì Managers as agents

ì Preventing and resolving problemsinvolving individuals which arise out of oraffect work situations

http://ohcm.gsfc.nasa.gov/employee_relations/whatis.htm. Retrieved on April 20, 2011.

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Managing and maintaining

relationships

http://ohcm.gsfc.nasa.gov/employee_relations/whatis.htm. Retrieved on April 20, 2011.

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Employee Relations:

Recognizing and respectingrights and responsibilities

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Employees’ Rights &

Responsibilitiesì Rights and duties as human beingsì Rights to life and worthy standard of living, including

right to proper development of life and to basicsecurity (Pacem in Terris, #11);

ì Rights of cultural and moral values, including thefreedom to search for and express opinions (Gaudium etSpes, #60);

ì Freedom of information, and the right to education(Pacem in Terris, #12-13; Populorum Progressio, #6).

ì

Responsibilitiesì Responsibility to acknowledge and respect the rightsof others (Pacem in Terris, #30),

ì Responsibility to act for others responsibly (#39).

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Employees’ Rights &

Responsibilitiesì Rights (man’s economic rights)

ì Freedom of action and the right to work(Quadragesimo Anno, #74);

ì Right to just wage (Quadragesimo Anno, #63);

ì Right to join workers associations (Octogesima

Adveniens, #14; Pacem in Terris, #23)

ì Right to uphold religious values (Rerum Novarum, #s 5,

9, 48, 55, 62, 63, 69)

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Employees’ Rights &

Responsibilitiesì (Economic) Responsibilities / duties

ì To work well (Rerum Novarum, #30)

ì Not to harm the property of the employer(Rerum Novarum, #30)

ì To refrain from violence and rioting (Rerum

Novarum, #30)

ì To be thrifty (Rerum Novarum, #30)

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Managers’ Rights &

Responsibilities

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Managers’ Rights &

ResponsibilitiesCommon Good Model

ì Do the right thing

ì Acknowledge and respect the rights of others (Pacem in Terris , #30)

ì To act for others responsibly (Pacem in Terris,#39);

ì To serve the common good (U.S. Catholic Bishops, 1986, #s 110-111)

ì Moral obligation to work to ensure that our places ofemployment build rather than break down the humanspirit” (Pfeffer, 2003)

ì Help people reach their full potentialì Be responsible for the moral consequences of our actions

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Managerial Objectives

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Th an k you !

Good d ay!