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Transforming Organizational Culture: A Case Study of University of Maryland Library

Explore how the University of Maryland Library leveraged organizational assessments for strategic change, including surveys like ITO and OCDA, to enhance teamwork, leadership and diversity. Learn about survey results, milestones, and interventions implemented over time.

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Transforming Organizational Culture: A Case Study of University of Maryland Library

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  1. From Organizational Assessment to Organizational Change: The University of Maryland Library Experience M. Sue Baughman Johnnie Love Charles Lowry Maggie Saponaro

  2. Outline • Background and Context - Lowry • The Individual-Team-Organization (ITO) Survey - Baughman • The Organizational Culture and Diversity Assessment (OCDA) - Saponaro • Barriers and Enablers to Assessment - Love • Concluding Remarks - Lowry

  3. Background and Context • Organizational Development  (COD)Continuous Organizational Development • Teamwork, learning, leadership, measurement • "Working Paper #1 on Team Management: The Vision of a Team-Based Organization" http://www.lib.umd.edu/PUB/team_management.html

  4. Background and Context • Milestones—committing the people resources • Directorate for Planning • Assistant Dean for Organizational Development • Coordinator of Personnel Programs • Facilitators Team • Manager, Staff Learning and Development • Manager, Management Information Systems & LARC

  5. ITO Survey • Commercially-available instrument • Focuses on three components: individual, team, organization • Measures perception of frequency that behaviors occur • Uses Likert Scale to rank 52 statements

  6. Goals for Using the ITO Survey • Identify learning and training needs for teams • Generate baseline data to gauge change over time • Identify areas for team and organizational development

  7. These statements are examples of the issues members of teams are asked to consider: ITO Survey Sample Statements Almost Usually Frequently Occasionally Seldom Almost Always Never 5 4 3 2 1 0 • My co-workers and I communicate clearly and effectively. • My team has effective leadership. • My team solves problems in a timely fashion. • I am happy to contribute to the accomplishments of the organization’s mission and goals.

  8. ITO Survey - Administration • 1998 – 3 teams from public services plus a few other librarians • 25 out of 36 librarians participated • 69% return rate • Paper-based survey • 2000 – same group of participants as in 1998 • 31 out of 40 librarians participated • 78% return rate • Paper-based survey • 2003 – 16 teams from public and technical services • 119 librarians and staff out of 171 participated • 70% return rate • Web-based survey • Use Excel and SPSS for data analysis

  9. ITO Survey - Results • 1998 • Identified needs for training in team development • Developed team mission statements & workplans • 2000 • Identified skill development areas that were incorporated into the Learning Curriculum • Created the Assistant Dean for Organizational Development position • Formed the Facilitators Team to support teams • 2003 • Identified training needs in the areas of leadership and decision-making • Identified rewards and recognition as areas to focus organizational attention

  10. The OCDA • 1999 – Need Identified • Diversity Committee saw need for training in diversity issues • Library Administration suggested development of an assessment • UMD Industrial/Organizational Psychology Department chosen to administer survey • 2000 – Survey Administered • Survey Goals: • Examine current management practices and policies as related to diversity • Provide a baseline against which future progress could be measured • 2004 – Survey Repeated • Expanded to address issues of team development and climate

  11. OCDA - Development Role of I/OP in 2000/2004 Surveys • Conducted extensive literature reviews • Developed and administered focus group sessions • Developed survey instruments • Administered survey and analyzed results • Produced final reports • Reported results at all-staff meetings (2004 survey) • Conducted follow-up sessions with targeted divisions (2004 survey)

  12. OCDA - Administration • Focus groups - 17% participation in 2000 (19.4 % in 2004) • Gather qualitative information regarding perceptions of organizational climate • Written survey items based upon focus group themes • Written Survey - 81.8% participation in 2000(71.1% in 2004) • Questions covered ten areas, including organizational commitment and perception of fair interpersonal treatment • Survey offered multiple times of day/days of the week • Survey by mail option offered

  13. OCDA Results (2000) • Recommendations for Action • Managerial training • Standardization of Procedures • Recruitment and selection of ethnic minorities for managerial positions • Empowerment and trust • Mentoring and diversity training • Selected Interventions • Monthly all-staff meetings • Development of the Learning Curriculum • Administration strengthens support for professional development • Coordinator of Personnel Programs positioncreated

  14. OCDA Results (2004) • Survey Results • Improvement in a number of areas including: • Libraries’ support of diversity • Employees kept well-informed • Libraries have non-discriminatory practices • Employees are fairly treated • Increase in Organizational Withdrawal from 2000 to 2004 • Consistent ethnic/division differences - warranting additional assessment • Interventions and Next Steps • All-Staff Meetings to discuss survey results • Written report distributed to all staff • Small-group meetings with lead researcher • Additional focus groups to examine survey results • IMLS National Leadership Grant proposal to automate the survey • Submitted January, 2006

  15. “Enablers” and “Barriers” • Two types: • Tangible • Intangible

  16. Tangible “Enablers” & “Barriers” • Easily observable • Manageable • Easily transformed

  17. Intangible “Enablers” & “Barriers” • Abstract • Not easy to identify • Have ability to create a positive or negative impact on a given change process

  18. Research shows… • “Enablers” & “Barriers” are: 1. Time 2. Culture 3. Structure • Catalysts to the “Enablers” and “Barriers”: • Trust • Risk Taking

  19. Organizational Framework Assessment Process Learning Curriculum Performance Management Communication Vehicles Library Staff Staff (TRIAD) Diversity Team Facilitators Team Leadership Skill Development Team Development UM Tangible “Enablers” and “Barriers” Management Human Resources

  20. UM Intangible “Enablers” and “Barriers” • Attitude and/or “Buy-In” • Role Clarity • Job Satisfaction • Climate for Change • Morale • Communication

  21. The UM Libraries found: • Leadership skills • Role clarification • Team purpose • Climate and organizational purpose • Job satisfaction • Communication • Collaboration • Supervisory skill development

  22. Conclusions • Acculturation and change • Constant tinkering

  23. From Organizational Assessment to Organizational Change: The University of Maryland Library Experience M. Sue Baughman - mbaughma@umd.edu Johnnie Love – jlove1@umd.edu Charles Lowry – clowry@umd.edu Maggie Saponaro – msaponar@umd.edu

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