LISWALibrary and Information Service of Western Australia
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References in periodicals archive ?
One which had particular application to Liswa was the need to develop better ways of managing information, information technology and telecommunications within the public sector.
Technology is everywhere and leads to efficiencies For Liswa, technology was knocking on the doorstep.
Liswa's need for change at an organisational level.
While the previous two sections outline externally driven demand and opportunities for change, they do not specify Liswa's agency specific reasons for change.
There was a clear need for the Liswa executive to spend more time on organisation wide issues and responses to external public sector issues.
Although Liswa was a service delivery organisation, it still could become more client centred.
We studied Liswa's external and internal environments specifically in relation to services and found several where we should question fundamentally what we were doing.
Our clients and their needs Liswa's clients are all the people of Western Australia.
The concept of a planned change process called Liswa 2000--reinventing the organisation was presented to the Library Board.
Thereafter the Liswa 2000 change agenda document was produced for consultation, and tabled for the Board's consideration in June, and approval in July, 1994.
Collection support units Collection support units are to be found in most organisations of Liswa's type and size.
As one of the major complaints from the staff was the hierarchical nature of the current organisation, it was proposed that Liswa adopt a modified horizontal structure, focusing on program outcomes while ever before.