Management of content development and subject engagement through an arts matrix model: A case study

From 2007 - 2009, Kansas State University Libraries (K-State Libraries) committed to strategically assess and redevelop their organizational structure. The Libraries’ Strategic Plan and position redistributions commenced in 2007 and 2009 respectively, with adjustments in 2010 to accommodate the university’s “K-State 2025” Strategic Plan. Together, these plans changed the roles of former subject librarians, dividing and transferring responsibilities for outreach, reference, instruction, and collection development. Among the more significant changes was the creation of departments devoted to patron groups, rather than specific academic disciplines. Illustrating how the reorganization changed the roles of traditional library services, this chapter will outline the responsibilities of three librarian positions: Undergraduate and Community Services, Faculty and Graduate Services, and Content (collection) Development. The librarians are also founding members of the K-State Libraries Arts Matrix, an ad hoc team operating within the new organization to enhance communication and expand subject expertise in the visual and performing arts. These transitions presented both opportunities for engagement and specialization, and challenges to communication and subject identity. These issues are addressed, including solutions offered by the matrix model. Although this study is limited by the neoteric existence of this model, and lack of precedents for comparison, K-State Libraries’ example may offer a viable model for institutions adapting to fiscal realities. Additionally, matrices may supplement the traditional subject librarian model for those seeking to enhance engagement and collaboration. This chapter offers further insight into a strategic planning process, as well as a transparent, inclusive strategy for librarians adjusting to organizational change

Leveraging Library Ecology: Growing Beyond Boundaries to Cultivate a Sustainable Knowledge Community Through Team-Based Librarianship

Higher education increasingly challenges libraries to thrive while adapting to fiscal realities, imploring institutions to accomplish more with less, and leverage assets creatively. When competing demands vie for attention, interdisciplinary concepts such as sustainability may be neglected, or simply absent from a library’s mission. A team-based community of librarians can galvanize existing assets wherever they reside within an organization. This approach requires that librarians transcend traditional boundaries to reveal untapped or underutilized expertise. Interdepartmental teams within a library can address topics difficult to assign to one designated specialist, and access the education, interests, or networks possessed by multiple individuals across an organization. A matrix model addressing this concept has been administered at K-State Libraries, and the following paper provides expanded insight into how such concepts have been handled within the organization

Leveraging Library Ecology: Growing Beyond Boundaries to Cultivate a Sustainable Knowledge Community Through Team-Based Librarianship

Higher education increasingly challenges libraries to thrive while adapting to fiscal realities, imploring institutions to accomplish more with less, and leverage assets creatively. When competing demands vie for attention, interdisciplinary concepts such as sustainability may be neglected, or simply absent from a library’s mission. A team-based community of librarians can galvanize existing assets wherever they reside within an organization. This approach requires that librarians transcend traditional boundaries to reveal untapped or underutilized expertise. Interdepartmental teams within a library can address topics difficult to assign to one designated specialist, and access the education, interests, or networks possessed by multiple individuals across an organization. A matrix model addressing this concept has been administered at K-State Libraries, and the following paper provides expanded insight into how such concepts have been handled within the organization

Welcome! Creating an Effective New Employee Orientation Program at Kansas State Libraries

K-State Libraries found itself in the interesting position of a simultaneous hiring boom and organizational redesign that threatened to leave a large group of new employees adrift without guidance from an HR director or unit. Deciding to embrace change from within, an ad hoc task force of three stepped forward to create, implement, and manage a new employee orientation program until an HR director could be hired. We started with formal and informal surveys of staff members to assess needs. Based on those results, and with the endorsement of the Libraries’ leadership team, we created a three-pronged program to orient incoming faculty and staff to the Libraries. The program was designed as a whole-organization orientation, with the intention of standardizing “first month” experiences on the assumption that employees who start off on the right foot will be more likely to adapt, succeed, and be retained as contributing members of the organization. First of the three prongs was a step-by-step checklist for use by the administrative staff and immediate supervisor during the first 3 months of employment. This checklist covered basic necessities like phone lines and computer equipment, as well as orientations to other library departments and information about benefits, policies, and procedures. Next was an orientation notebook for the new employee, containing helpful campus information, documentation for common computer tasks, and general facts about the Libraries. Finally, we solicited and trained volunteer guides to be matched with each new employee. Guides were assigned from outside the new employee’s immediate work area to serve as a social connection/introduction to the rest of the library, and to be a friendly, neutral source for answering procedural questions. As of this writing, 17 individuals have been through the orientation program, and it has resulted in a smoother integration of these individuals into the Libraries compared to those hired before the orientation program was in place

Leveraging Library Ecology: Growing Beyond Boundaries to Cultivate a Sustainable Knowledge Community Through Team-Based Librarianship

Higher education increasingly challenges libraries to thrive while adapting to fiscal realities, imploring institutions to accomplish more with less, and leverage assets creatively. When competing demands vie for attention, interdisciplinary concepts such as sustainability may be neglected, or simply absent from a library’s mission. A team-based community of librarians can galvanize existing assets wherever they reside within an organization. This approach requires that librarians transcend traditional boundaries to reveal untapped or underutilized expertise. Interdepartmental teams within a library can address topics difficult to assign to one designated specialist, and access the education, interests, or networks possessed by multiple individuals across an organization. A matrix model addressing this concept has been administered at K-State Libraries, and the following paper provides expanded insight into how such concepts have been handled within the organization