Organizational Theory
Creating a Non-Hierarchical Structure
The North County library system has been at the forefront of a new movement to create people-centered, less hierarchical organizational structures. This type of structure has been successfully implemented at academic libraries such as the University of Arizona, as well as smaller public libraries.
This non-hierarchical structure is based on the cohesive teamwork of groups. Three types of work teams as well as the core values driving the library together make up the structure.
Functional Teams (or departments) act as basic work teams representing the different functions of the library. Functional teams will represent departments such as circulation, reference, youth services, technical services, information systems, outreach and administration.
Cross-Functional Teams are specialized work teams from different departments. They perform tasks related to library’s strategic plan. Cross-functional teams often work like “think tanks,” making recommendations to Team Leaders. Cross-functional teams can be specialized in tasks such as collection development, youth services, outreach, reference, public services, web teams, and personnel / staff appreciation.
Within each functional team, Team Leaders act as management. Though team leaders are in leadership positions, they are also members of functional departments and must work as a liason between the two groups. Team Leaders generally have final authority in decision-making.
“Sources of Energy” are at the driving forces at the heart of our model. This includes the director’s vision, the guidance of the Board of Trustees, funding authorized by county commissioners, and the mission and strategic plan formulated by the community.
Our Non-Hierarchical Model
There are four basic operations concepts that aid in the efficiency of this model. Every member is cross-trained in areas that are not a part of their main duties. Though the training process is longer, this will allow us to cut down on new hires. Team Leaders act as a management team, representing each major function of the library. Modular job descriptions help to define jobs, basic tasks and responsibilities. In order to benefit from employee feedback, peer reviews will be utilized in employee performance reviews.
The reason I am describing our organizational structure with you today is to illustrate how well the new regional library will fit into this system. We anticipate the many community-building and social service programs the library will have to offer. With diverse staff and programming, the library can only be enhanced in utilizing a system that relies heavily on staff feedback. Instead of a triangular, hierarchical structure, staff is utilized to create a culture of cooperation.
