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



Managerial Objectives



Technology in the Workplace



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




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.



ìSusta inab i l i t yMANAGING THE WORKPLACE



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.



Organizational Sustainability

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





ì

“MANAGING” PEOPLEMANAGING THE WORKPLACE



Managing vs. leading

AUTHORITY

INFLUENCE

Rost. 1993.




Stress“Bad”

Employee

Relations

Conflict inthe

Workplace



ìSt ress Managem ent



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.



Impact of Stress

Stress

“Bad”

Employee

Relations

Conflict in

theWorkplace

Effectiveness * Efficiency



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




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

or both!”ì 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?




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




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



MANAGING STRESS IN THE

WORKPLACE

WELLNESS

ACTIVITIES



ì

Conflict Management



Conflict

ì Definitions

ì Fighting

ì Difference in opinion, perspective orpersonality



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



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)



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.



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.



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.



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)



Conflict Prevention

ì Open communication

ì Acceptance and understanding of

differences

ì Setting & leveling expectations

ì Shared values



ì

Em ployee Relat ionsMANAGING THE WORKPLACE



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.



Managing and maintaining

relationships

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



Employee Relations:

Recognizing and respectingrights and responsibilities



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).




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)




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)



Managers’ Rights &

Responsibilities



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



Managerial Objectives



Th an k you !

Good d ay!

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Mary Margaret Que_Challenges and Opportunities