Expert answer:SWOT and Appreciative Inquiry Analysis on the Lexi
Expert answer:Strategic change is a process that involves analyzing an organization’s vision, mission, goals, and strategic plans. Organizational leaders can perform this analysis using several methods, such as a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis and an Appreciative Inquiry analysis. Although these two analysis methods have a different approach, they both involve examining an organization’s internal and external environments. By analyzing an organization’s strengths, weaknesses, opportunities, and challenges, leaders are more equipped to identify and address issues and help the organization in achieving its goals. In this Assignment, you select an organization in need of strategic change and then conduct a SWOT analysis and an Appreciative Inquiry analysis for the organization.To complete:Write a 6- to 8-page paper (not including title page and reference page) that addresses the following:Describe an existing non-profit or public organization of interest to you.Explain why the organization is in need of strategic change.Conduct a SWOT analysis for the organization. Explain the results of the analysis and how the results might influence the strategic planning process.Conduct an Appreciative Inquiry 4-D Cycle analysis for the organization. Explain the results of the analysis and how the results might influence the strategic planning process.Compare organizational outcomes when using SWOT to organizational outcomes when using Appreciative Inquiry.Use proper APA formatting and include the following:A title page and running headAn introduction that states the purpose of the paperLevel 1 headings to define each part of the paperA conclusion to synthesize the entire paperA minimum of six scholarly sources to support your paperIn-text citations as appropriateA reference listReferences:Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.Chapter 5, “Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges” (pp. 150–184) This chapter explains the importance of identifying organizational strengths and weaknesses through environmental assessments. It also examines this assessment process, including external and internal environmental assessments. Chapter 6, “Identifying Strategic Issues Facing the Organization” (pp. 185–218) This chapter provides examples of strategic issues organizations commonly face. It also offers ways to identify these issues within an organization. Resource B, “Using the Web in the Strategic Planning Process” (pp. 428–449) This resource examines Web-based tools that might benefit organizations. It also provides examples of their use in the strategic planning process.Case Western Reserve University. (n.d.). AI and nonprofit/NGO: The GEM initiative. Retrieved June 14, 2014, from http://appreciativeinquiry.case.edu/practice/nonpr… This website provides links to resources for appreciative inquiry, as well as the Global Excellence in Management (GEM) initiative website.Case Western Reserve University. (n.d.). AI in the non-profit & NGO sector. Retrieved June 14, 2014, from http://appreciativeinquiry.case.edu/practice/organ… This website lists links to case studies, field stories, articles, and books on appreciative inquiry.Case Western Reserve University. (n.d.). Outstanding cases. Retrieved June 14, 2014, from http://appreciativeinquiry.case.edu/intro/bestcase… This website offers over 20 case studies on using appreciate inquiry in a variety of settings.Cooperrider, D., Barrett, F., & Srivastva, S. (1995). Social construction and appreciative inquiry: A journey in organizational theory. In D. Hosking, H.P. Dachler, & K. Gergen, (Eds.), Management and organization: Relational alternatives to individualism (pp. 157–200). Burlington, VT: Ashgate Publishing. Retrieved from http://appreciativeinquiry.case.edu/uploads/SocCon… This text excerpt examines the theory and practice of appreciative inquiry in organizations.Whitney, D., Cooperrider, D. L. (2000). The appreciative inquiry summit: An emerging methodology for whole system positive change. Journal of the Organization Development Network, 32, 13–26. Retrieved from http://www.davidcooperrider.com/wp-content/uploads… This article explores a framework for the appreciative inquiry methodology. It also outlines conditions for successfully using appreciative inquiry on a large-scale. Note: To view the article, follow the link “The Appreciative Inquiry Summit Method (a pre-publication draft) (doc)” on this webpage.Optional ResourcesKotlin, A. D. (2008). What does it take to have a successful strategic plan?! CPA Practice Management Forum, 4(1), 20–21.Malik, S. A., Al Kahtani, N. S., & Naushad, M. (2013). Integrating AHP, SWOT and QSPM in strategic planning—An application to College Of Business Administration in Saudi Arabia. International Journal of Academic Research, 5(5), 373–379.Millett, S. M. (2006). Futuring and visioning: Complementary approaches to strategic decision making. Strategy & Leadership, 34(3), 43–50.Yoder, E. C., Long, W. E., & Nix, D. E. (2013). Phase zero contracting operations—Strategic and integrative planning for contingency and expeditionary operations. Defense Acquisition Research Journal, 20(3), 349–372.Lega, F., Longo, F., & Rotolo, A. (2013). Decoupling the use and meaning of strategic plans in public healthcare. BioMed Central Health Services Research, 13(5). Retrieved from http://www.biomedcentral.com/1472-6963/13/5
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The organization I chose to examine is one that I am very familiar with and currently
work for. The Lexington Public Library system. The Lexington Public Library system has six
library branches. The largest being the downtown Lexington Central library, The Village Branch,
The Northside Branch, The Beaumont Branch, The Eastside Branch and The Tate’s Creek
Branch. These branches make up the Lexington Public library system which service the city of
Lexington and surrounding counties in central Kentucky. The library has a strategic plan process
that follows these six key elements: Education, Access, Inclusion, Space, Culture, and
Stewardship (Lexington public library, n.d.). As part of these six elements the library follows a
strict guideline laid out in the Lexington public libraries policy and procedure manual. This
effects all library staff, operations, and implementations within all the library system. As director
of security, my staff and I follow closely the Lexington Public Library Policy and Procedures
manual.
In strictly following the Lexington public library policy and procedure manual the certain
policy implementations have been reviewed by myself and my staff that could further use
methods of research and evaluation implement better and safer practices inside the Lexington
public library systems. The library policy and procedure dealing with surveillance of library
property and access of customer information is one that needs further research and evaluation
especially in clarifying and finding proper solutions to vague policy understanding and
enforcement of the actual policy as it stands. With examining these areas of the Lexington public
library policy and procedures and finding actual realistic data certain research methods would
help identify key solutions that would institute better policy implementation including
Quantitative research that depends essentially on the accumulation of quantitative information,
Qualitative or research that depends on the gathering of subjective information and Mixed
research that utilization both quantitative and qualitative in a joint evaluation of research
(Johnson, 2014) .Research on this issue of surveillance of library property and the access to
customer information is a vital problem inside the library policy and procedure and could gather
the necessary data to better institute the policy and procedure in a more effective manner.
Lexington Public Library. (n.d.). Retrieved December 08, 2017, from
https://www.lexpublib.org/strategic-plan
Johnson, G. (2014). Research methods for public administrators (3rd ed.). Armonk, NY: M. E.
Sharpe.
The organization I chose to examine for my final project is of course The Lexington Public Library system.
the Lexington Public library system services the city of Lexington and surrounding counties in central
Kentucky. The Lexington Public library is a public governmental organization under the umbrella of the
Lexington Urban County government. The library is overseen by an advisory board and a board of
trustees who are all selected by the mayor of Lexington Kentucky an approved by the Fayette urban
county government.
The Vision of the Lexington public library is “A community engaged in a lifetime of discovery” The
Mission is “Lexington Public Library connects people, inspires ideas, and transforms lives”. The library
strategically plans for the mission and its vision by coordinating efforts with various private and public
entities to improve its services to the public. Such nonprofit groups such as God’s pantry, Friends of the
library, Bluegrass.org and others. The library has made efforts to partner with outside organizations,
government institutions, and professionals to come up with various youth and adult programs. The
library has a strategic plan process in place that seeks to follow these six key elements which operate
with the core vision and mission statement in mind: Education, Access, Inclusion, Space, Culture, and
Stewardship (Lexington public library, n.d.).
The library stakeholders include the Fayette Urban county government, Lexington citizens, and
employees and managers within the organization. Strategic planning processes incorporate all these
stakeholders when the planning and implementation process begin. The various strategic plans are open
documents and released to the public, such as capital improvement plans and budgeting plans, the
library remains accountable regarding the amount and types of services that it plans to offer. Such as
strategic planning methods as SWOT analysis which help the library examine external and internal
factors in their implementation (Bryson, 2011) thus properly implementing strategic methods which
benefit the library as an organization and it stakeholders.
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening
and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.
Lexington Public Library. (n.d.). Retrieved December 13, 2017, from
https://www.lexpublib.org/strategic-plan
A strategic plan is essentially is the envisioning a desired process which incorporates the vison, and
translates this vision into broadly defined goals or objectives to achieve the vision brought forth (Bryson,
2011). Strategic planning in the case of the library six key areas of focus is necessary in order to properly
allocate necessary resources, personnel, and action to the six core areas the library wants to focus on in
order to achieve the successes in those endeavors. The strategic planning process is examined and
evaluated for strengths and weakness and to maintain the goals and objectives are being met. This
process occurs year-round and is the key strategic implementation the library administration and its
board of trustees focus on.
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening
and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.
Lexington Public Library. (n.d.). Retrieved December 13, 2017, from
https://www.lexpublib.org/strategic-plan
Ahmed, great discussion board post. Strategic planning is very necessary in public and non profit
organizations and is the key analysis in order to properly implement key elements which will sustain and
empower the vision or mission of the organization. Strategic planning methods could be
basic strtegic planning which identify basic core goals and ways to implement them. Also SWOT analysis
which look at external and internal factors around the organization or the alignment model which look
at resource allocation in conjunction with the mission statement and how resources could or should
be allocated for better results (Bryson, 2011). Either way strategic planning is necessary in the survival
and actual service the organization wants to incorporate. Great discussion board post
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening
and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.
Running head: LEXINGTON PUBLIC LIBRARY
Lexington Public Library
Dominic Norwood
Walden University
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LEXINGTON PUBLIC LIBRARY
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Abstract
The Lexington Public Library is one of the oldest and most recognizable organizations in
Kentucky. Within it organizational context we see that this organization with all of it rich
history and public influence has a tremendous impact on the city of Lexington from a
constitutional standpoint and the community it services. Within its legal foundations we see how
the Lexington public library is regulated to follow city codes, and ordnances in proper and
ethical means by the Lexington Fayette urban county government. With it’s connection to public
service we see that the organization was formed to spread information to enable the citizens to be
educated and more informed. We also see ethical issues and dilemmas within the library when it
comes to funding and personnel. Although the library has been successful, it has also been faced
with some ethical challenges that have threatened its status as one of the best libraries in the
nation. Issues have arisen between the staff and public in regards to the management and
operations of the Lexington public library. The management and leadership of the Lexington
Public Library is showcased through the selection of its board of trustees and trustee advisors by
the mayor’s office and approved by the Fayette Urban council. We also see the internal
administrators who maintain the day to day operations of the library while reporting to the board
in monthly meetings. When surveying the power and civic engagement of the Lexington Public
along with collaborative intergovernmental relations within the library structure we see through
partnerships with various stakeholders, the library has been making an impact all over the
county. The library is accountable to the public as well as the Fayette urban county government
and its advisory and board of trustees. Throughout rigorous accountability measure the Library
makes sure that it makes all fiscal and operating information available. We also see the
budgeting and financial management side of the Lexington public Library. Through the aid of
LEXINGTON PUBLIC LIBRARY
federal and state monetary instruments, to the assistance provided by grants and other financial
avenues the library is consistently planning and budgeting the most cost efficient services it can
provide. Finally we examine the future of the Lexington Public Library. The Challenges, trends
and opportunities that have been and will be the cornerstone to the future of the public library
within the community. Technology, financial gains and cut backs, as well new implementations
to programs and service within the library system have been presenting a lot of new trends,
challenges and opportunities for the organization. The success and failures of the library as
whole are incorporated into these very intrinsic categories that allow us to examine and gain
understanding of how the Lexington public library in its role as non-governmental organization
has been and is servicing a growing and diverse community.
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LEXINGTON PUBLIC LIBRARY
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Organization Context
The Lexington Public Library is located in Lexington, Kentucky. It was established in
1905. The library was formed by incorporating the former Transylvania Library and the former
Lexington Library. The initial first branch of the library is located along Lexington’s East Main
Street. This branch is known as the Central Library. The library also has grown to incorporate 5
more branch systems inside its organization system. This includes The Village Branch, The
Northside Branch, The Beaumont Branch, The Eastside Branch and The Tate’s Creek Branch.
These libraries service all the major areas of the city and residents in the community are granted
access to all library resources no matter the area they live.
One of the main reasons why the library was established is that the people around
Lexington knew that libraries are very important when it comes to the functioning of a society in
a society. Therefore, the library is heavily influenced by the United States constitution, which is
the cornerstone of democracy in the nation (Wiegand, 2015). One of the guiding points that
supports the mission of and enhances the causes of the public library is located in the First
Amendment of The U.S. Constitution. “Congress shall make no law respecting an establishment
of religion, or prohibiting the free exercise thereof; or abridging the freedom of speech, or of the
press; or the right of the people to peaceably assemble, and to petition the government for a
redress of grievances”(United States Senate n.d.). The founding fathers supported the spread of
information within the press and the exercise of free speech, peaceful assembly. The library
foundation reflects the founding fathers vision and core values in its services and implementation
within its own core value and mission. Furthermore, an educated public is crucial for a
functioning democracy, and the library was opened to serve as one of the best symbols of
democracy where education frees the mind.
LEXINGTON PUBLIC LIBRARY
Today, the Lexington Public Library serves approximately 300, 000 people in Lexington
and its environs to make sure that more and more people access education as enshrined in the
United States constitution. Throughout its history, the library has been operating an outreach
department so that people far away from the library can get the necessary information through
books.
Legal Foundation
As a public institution in a democratic society, the Lexington Public Library is also
governed by laws that are intended to make it function smoothly and to provide services as
required by the U.S constitution. Enabling legislation is set by the Fayette Urban County
Government allowing the library and its function to exist within the community along with
setting the legal parameters and measures the library is deemed to follow. (Shafritz, Russell,
Borick, 2013 p.11). The Lexington Fayette Urban County Government sets the standards and
laws for the community as well as the library. However, the library also has standards and
measure it internally follows within its own Constitution. First, the library is managed by a
board of trustees.
According to Article II of the Lexington Public libraries constitutional mandates, the
library’s board is made up of seven members who are appointed by the mayor of the county
council for a 4-year term. Each year, membership of the board rotates in a 2-1-2-2 sequence.
Members serve for only 2 terms, and no individual can become a member if they have any
financial interests regarding the library services or sale of materials where money is expected
(Lexington Public Library n.d.).
The laws of the library require that it has a Chair, vice chairman, a secretary, as well as a
treasurer who are elected or nominated during a normal board meeting. All the library’s officers
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LEXINGTON PUBLIC LIBRARY
6
must serve a maximum of two terms, each consisting of two years, according to Article III
(Lexington Public Library n.d.). The laws of the library also spell out the duties for every officer.
The Chair presides over all board meetings, and they are also eligible to cast a vote regarding
issues concerning the library during board meetings.
Article V states that the fiscal responsibility lies with the library’s board where all duties
and powers regarding the management of business affairs, funds, and assets are controlled by the
board (Lexington Public Library n.d). The bylaws require that accurate and true records of all
disbursements and receipts must be kept so that the financial status of the library can be
established during all regular meetings. This in turn is regulated by the board of trustees with
legal ramifications set, that if not adhered would create disciplinary action and sanctions up to
and including limited of funding or even the dissolution of the Library.
Connection to Public Service
To serve the public better, the Lexington Public Library embraces a number of ethics,and
moral codes especially those of the American Library Association. The library recognizes how
important it is for the public and other professionals to know the ethical principles it holds to
build its presence within the community. This in turn guides its services to the public. Therefore,
the library embodies responsibilities in the presence of a changing environment regarding
information. The Lexington Public library focuses on many different public services initiatives
through the year. From After school tutoring programs, and Summer reading initiatives for the
children of the Lexington community. To the nonprofit partnerships, community engagement
events and educational opportunities for all the citizens of Lexington. Public service is truly their
greatest driving forces within the community. An example of the libraries outreach and
LEXINGTON PUBLIC LIBRARY
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connection to public service happened in 1949, with the Laura Carroll Branch. This branch was
the first library branch in Lexington specifically created to serve the African American
community. The library took a an “extra mile” approach in creating social equity or fairness
across the board when it came to individuals living in Lexington (shafritz et.al 2013.).The
creation of this branch within the community established a branch that served other diverse
groups and needs within the Lexington community. This enable to library to reach more people
across all racial, gender or economic status. The library has continued offering traditional library
services, but in its effort to keep up with the technological advances of the time, now it has
incorporated digital services within the organization to spread information to each member of the
community without discrimination or unequal patronage.
Also in it continued aspirations of public service and accessible information as well as
technological literacy for all in the community. the Lexington Public Library has been, and is,
committed to freedom of intellect, as well as the freedom of the public to access vital
information. The library is also committed to free flow of ideas and information for generations
to come. Therefore, the library follows a strict code that allows it to make ethical decisions at all
times. The library protects its user’s privacy in respect to the resources that have been borrowed,
transmitted, downloaded, and consulted. The library follows the ethical guidelines that such
information usually remains confidential (Wiegand, 2015). The library does not also censor
resources because it believes in freedom of information. The library does not give in to efforts to
deny anyone information, no matter their religion, sexuality, or race. Freedom to all information
and knowledge is the key standpoint the library pushes as its core value. This idealism pushes
their drive for community involvement ad full access for their citizens in the public services
realm.
LEXINGTON PUBLIC LIBRARY
8
Ethical Issues or Dilemmas
Despite its efforts to remain as ethical as possible, the Lexington Public Library was
faced with an ethical issue in 2013. The library for the most part is committed to a fair treatment
of all its employees but the library was faced with a lawsuit where a former director sued the
library for an unfair dismissal. For the library, this is a dilemma because it shows that there were
problems internally with the library organization. The former director was suing the library for
damages worth $446,129.00 dollars for the salary that remained on the contract. According to
the laws of Kentucky, the library’s board exceeded its authority when it decided to terminate the
contract of its former director (Jcheves@herald-leader.com, J.C. n.d. 2013). According to the
Court of Fayette County, the library’s arbitration panel surpassed its authority on a number of
issues. The panel entered into the Opinion and Order and decided to fire the director, which led
to unpaid cash for remaining part of the contract. Due to the nature of the case, it dragged for a
long time, which could risk damaging the library’s good name. Also, the library risked paying
the rest of the money to its former director because of the unfair termination of the contract.
To allow such a breach of professional ethical behavior and totally disengage with the
accepted norms the library generally abided in (Shafritz et.al 2013), the library could have
handled the issue in a different manner. First, the library’s board should not have exceeded its
authority in ending the contract of the former director. The board could have followed
Kentucky’s local statutes to avoid such a breach of ethics. …
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