Scenario. You have just been hired by Moxie International as the
director
of a small information support service unit. Although you are a
relatively new manager (just two months out of the Master's program at the
Graduate School of Library and Information Science at UIUC) you have
stepped to this new opportunity with great enthusiasm. You report to
Ms. Katherine Parr, the VP for support services, and you have found that
Ms. Parr and all of the other people you work with are very supportive and
helpful. After one month in the position you are finally beginning you
have a sense of how your unit functions, what policies exist, how your
staff works together, and how your unit fits into the rest of the company.
Moxie hired you, you believe, basically because of your technical
expertise and your innovative, creative and imaginative ability (based on
a battery of tests the Human Resources Department ran on you to check out
your attitude and aptitude). When you were hired, you were told that the
organization wanted you to make some changes in your unit to bring it more
in line with company goals and to allow them to exploit the latest ideas
in knowledge management. In response, you told them you were looking for
a challenge. Even though you haven't had a lot of actual experience in
managing, you were able to recall enough management terminology from LIS
405 to convince them that you were the right person for the job.
Lately, you have begun to sort out what you think are the most important
services that should be supplied to your users, who are mostly either
administrative personnel or researchers. So far you've made no changes
in the services that the unit provides. Ms. Parr seems to think you're
doing a good job, but of course, she knows very little about what happens
in your section. Your staff members, who are more knowledgeable and who
have run the operations while you have settled in, also seem satisfied
with your performance to date.
You believe you have been blessed, on the whole, with a good staff. They
are a strong and cohesive group. You have an immediate assistant, Sam
Paynter, with the title of "Deputy," who has been acting head of the unit
prior to your advent, although he has other specific responsibilities as
well. You have one other professional, Mary Cain, and two clerical
workers, Kimberly Shelton and Annie Jones. In addition, you have three
part-time employees, (students from GSLIS) one of whom works 20 hours per
week - Hal Watkins; the other two -- Brian O'Connor and Terry Stevenson
--work 10 hours each.
Today you received a memo from Ms. Parr asking for your next year's budget
proposal (due next month) and suggesting that increases be kept within 5%
of last year's allocation. The budget that was approved for your
department last year amounted to $500,000 in total - with $250,000 for
personnel and benefits, $100,000 for operating funds, and another $150,000
for equipment and materials. The items in the budget for operating funds
include supplies, telephone, photoduplication, travel, professional
memberships, and other miscellaneous items. Ms. Parr informed you that
you would have flexibility in moving expenses among the budget categories.
Your Task. Describe your information support service. It can be a
special library, systems office, network management shop, technical
information center, or any other information-related service that
interests you. You can draw from real life or from your ideas about an
interesting work situation.
Identify 3-5 primary services or functions that your unit will
supply. Here is your chance to be creative and come up with some of the
new services that you think will improve information provision in Moxie
International.
Create a reasonable line-item budget for FY 2000 (the one your
organization is working under now, that is, the $500,000 allocated as
described above) and then create the line-item budget you propose for FY
2001. Provide justifications for increases and explanations for changes
in categories of spending.
Then, using the 3-5 primary services/functions you identified above as a
basis, present your FY 2001 budget as a program budget (that is, with
costs distributed across functional or services categories).
Revised 6/19/2000.