From change to organizational transformation: A survey of Tehran Medical Science University’s libraries

Abstract

Purpose

The purpose of this paper is to study the application level of transformational organization components from Tehran Medical Science University librarians’ point of view.

Design/methodology/approach

The present survey method is descriptive-scaling. The statistical population of this survey has included all librarians of Medical Science University of Tehran about 50 individuals. As a few numbers of statistical population, almost all of them were surveyed. Accomplished questionnaires were used to collect data. To analyze data, Kolmogorov-Smirnov test, Pearson correlation coefficient and Friedman test were used.

Findings

The results of survey showed that all components of transformational organization in the libraries of Medical Science University of Tehran were not very strong. Although the results of this survey showed that transformational organization components in the libraries of Medical Science University of Tehran are weak, to reach such a desirable level in libraries preparation of this university for converting to transformational organization, it is essential for managers and organizers of these libraries to take making relations more extensive among managers and staff for more cooperation in organization decision making, appropriate human resource training with up-to-date process, planning and practicality of organization knowledge map for discovering the talents and their management into serious consideration.

Originality/value

To change conventional organization to a transformational one, change and transformation should occur in attitude and human resource knowledge organization and gradually in other dimensions means organizational structure, organizational culture and technology.

Citation

Nazarzadeh Zare, M., Abdi Azzar, S., Mardani, A.H. and Arein, M.A. (2015), "From change to organizational transformation: A survey of Tehran Medical Science University’s libraries", Library Management, Vol. 36 No. 1/2, pp. 157-167. https://doi.org/10.1108/LM-06-2014-0074