การพัฒนาสมรรถนะ ของสำนักวิทยบริการสู่ การเป็นองค์กรแห่งการ เรียนรู้และ การ บริการที่เป็นเลิศ รองศาสตราจารย์ ดร. ปพฤกษ์ อุตสาหะวาณิชกิจ คณบดีคณะการบัญชีและการจัดการมหาวิทยาลัยมหาสารคาม

Learning Organization An organization skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights (Bayraktaroglu and Kutanis, 2003). A concept of continuously organizational development by focusing on learning development through leadership and team learning in an organization in order to transfer and exchange knowledge, experience and shared skills for change and competitive environments.

Dimensions of Learning Organization Peter Senge (1990) – The Fifth Discipline: The Art and Practice of the Learning Organization * Personal Mastery – Personal Vision, Creative Tension, Commitment to the Truth, and Using Subconciousness * Mental Models * Shared Vision * Team Learning * Systematic Thinking

Dimensions of Learning Organization (Cont’d) Watkins and Marsick (2003) * Create continuous learning opportunities * Promote dialogue and inquiry * Encourage collaboration and teaming learning * Create systems to capture and share learning * Empower people toward a collective vision * Connect the organization to its environment * Provide strategic leadership for learning

Capacity Requirements of Learning Organization Bayraktaroglu and Kutanis (2003) * Systematic problem solving, which underlies notions of quality and is focused on transformations in management and organizational activity * Experimentation: Actively seeking and testing new knowledge and the ability to learn from mistakes * Drawing upon memory and past experience * Learning from and with others * Communicating effectively within and beyond the organization * Systematic thinking and developing shared ideas and models of the current organizational position

Methods for Becoming a Learning Organization Scanning imperative Measurement concerns Performance gap Organization curiousity Openness climate Continuous education Operational variety Multiple leadership Innovation leadership System perspective

Key Steps to Becoming a Learning Organization Mental transformation of the managers Supporting innovative ideas from all levels in the organization Developing an organizational culture for sharing the vision of the organization Creating a suitable learning atmosphere

Service Excellence and Its Objectives: A Case of the Library Identify clients of the University and understand service from their point of view Recognize client needs and expectations Communicate effectively with clients Understand the impact of a positive mental attitude on service

Service Excellence and Its Objectives: A Case of the Library (Cont’d) Recognize the positive effect of support systems within the work environments Demonstrate an effective telephone technique Deal with difficult clients Draw up a strategic client service plan for departments

Staff Competence and Interpersonal Attitudes Right people for the job Performance appraisals Training for computer literacy Department dedicated to competence Training, skills development Interactive skills Understanding the Wits environment Knowledge of procedures Motivation and coaching

Staff Competence and Interpersonal Attitudes Continuous improvement of skills More time to finish work Discipline Teamwork Good communication improves performance Focused meetings Feedback from meetings Compliments from customers

Culture of Self Development Transferring skills from training sessions to the service desk Subject knowledge and terminology: What faculties teach and what research they do; what terms they use Information services and keeping up to date with Library resources and services

Culture of Self Development (Cont’d) Discussion sessions to share problems experienced with challenging clients Developing content and wording for a Client Services Charter

A Framework of Vision and Mission for Service Excellence We are members of the same team and our customers are also members of our team. We care about our customers’ perceptions of the services provided and especially our image in the eyes of our customers. We try to satisfy our customers not only with our words but also with our behaviors. Our staff is well-trained and we believe in continuous improvement.

A Framework of Vision and Mission for Service Excellence (Cont’d) We, all staff, have a shared vision of responsibility. It is a privilege to be a member of the staff in this organization. We do not complain. We address our customers by name as a sign of our consideration for them. We have a transparent service policy and there is no way we leave our customers alone with their problems. Our priority is the security and well-being of guests and staff.

A Framework of Vision and Mission for Service Excellence (Cont’d) Every single person in our organization knows exactly what our overall targets are. We consider and support the creative ideas offered by our staff. Motivating our employees means their morale should be maximised. We always say “YES” to our customers.