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Annotation

Malinski, Richard M. (2002, Spring). Job rotation in an academic library: damned if you do and damned if you don?t! [Electronic version]. Library Trends, 50, i4, 673-681.

This article examines job rotation, the systematic movement of employees from one job to another. Literature cited provides documentation of job rotation schemes that have taken place in both public and university libraries. This literature indicates job satisfaction, increased productivity, succession planning, and the development of managers as some of the benefits of job rotation. Cons listed include differences in skill level and pay structure and employee resistance to changing locations and learning new skills. The practice of job rotation in the Ryerson University Library is studied. Ryerson University Library implemented job rotation in the early ?90s as a means to deal with a 30% cut in staff, an increased budget earmarked for collections and a mandate to encompass graduate programs. This article demonstrates a positive approach as well as novel to what could have been extremely negative.

Ora

(2002, March 15). Visionaries (innovations in library management as created by librarians) [Electronic version]. Library Journal, 127, i5, S21-26.

Six librarians, recognized thinkers and leaders, speak about libraries in this article. Cate McNeely, Richmond Public Library, British Columbia, emphasizes the need to focus on the customer. This is the reason for Express Checkout, or self-checkout, and the libraries new web address: www.yourlibrary.ca. John Guscott, Lakewood Public Library, Ohio, began Library Futures Quarterly to track technological, social, political and economic changes that influence public libraries because he felt the library profession best understood what was transpiring on the Internet. Stephen Abram is vice president of Micromedia, where he tracks future trends that will affect publishers and librarians. Steven J. Bell, Philadelphia University Library, believes our future depends on the ability to ?redefine how the library contributes to the academic enterprise.? Darlene Fichter, who built Northern Lights Internet Solutions, is motivated to improve the ?fit between human nature and technology.? Reading how these librarians ?think outside the box? was extremely refreshing.

Ora

Lubans, John Jr. (2002, Winter). Prestissimo leadership. Library Administration & Management, 16, 1, 34-37.

Lubans compares library leaders to orchestra conductors. The author has studied the qualities and behaviors of many orchestra conductors to provide lessons in leadership. Each orchestra leader has a different leadership style (diversity), just as we would expect to find in libraries. How a conductor inspires, is responsible for the whole, and works with a variety of needs and personalities compares to that of the library director, who builds teams, works with diverse personalities and leads. This notion expands with the idea that workers, like musicians, need clear communication and direction without confrontation. Much of the article is devoted to the particular leadership qualities of Simone Young, musical director and conductor at Opera Australia. Although this first seemed an unusual comparison Lubans? suggestion is persuasive and convincing.

Ora

Conger, J. A. (1992). Born or made? Forces that foster leadership. In Learning to Lead: The Art of Transforming Managers into leaders. (pp. 14-36) San Francisco, CA: Jossey-Bass Inc.

Exploring the psychology of how leaders emerge from the ranks of a managerial staff, Conger outlines leadership theories including perspectives of background, childhood dynamics and other developmental scenarios. In defining leadership, he clarifies the many traits true leaders possess including interactive patterns, influence over others, perception and role relationships. There is some evidence that genetics can play a role in defining a leader and a thorough discussion is included as well as explanations of how adults can take their lifetime of experience to create leadership opportunities through training.

Marv

Hulbert, D. (1990) Assertive management in libraries. Journal of Academic Librarianship, 16(3), 158-162.

Recognizing that libraries are often staffed by a wide variety of personalities, Hulbert outlines three styles of management: aggressive, passive and assertive. Skill development required of a manager can be uncomfortable but in order to gain the respect of the staff, leaders have a responsibility to make decisions that may not be popular with everyone. The organization will benefit from managers who shift their style from either aggressive or passive to the more successful assertive style.

Marv

Buckingham, M. & Coffman C. (1999). Wisdom of great managers: The four keys. In First, break all the rules: What the worldıs greatest managers do differently. (pp. 53-67). New York, NY: Simon & Schuster.

Marv

Podmolik, M. E. (2001). Beyond 24/7. Crainıs Chicago Business. 24, 41-43. Retrieved January 22, 2003 from Ebscohost Database

This article highlights the shift in employee outlook in the high technology sector concerning number of hours worked and compensation for the long hours. Tech companies are recognizing that the employeeıs need for a life must be with balanced with the high-pressure and output of the technology markets. After the technology boom and bust, highly skilled tech workers are taking a hard look at the personal sacrifices they have made in the past in order to keep up with the lightening-paced demands of the industry. According to this article, many are in transition to jobs to companies which are more sensitive to employee needs in terms of compensation and perks. These ³work-life initiatives² include telecommuting, flexible work schedules and paid time off after meeting important project deadlines and reimbursement for health club fees. This article left me wondering if the companies in this highly competitive industry have been able to sustain this balanced approach within the economic down-turn of 2002-2003.

This wide-ranging article explores the impact that new technology has had on the workplace by reporting on a study done by Kroll, Inc. By using Henry Ford and his innovative production environment as an introductory foil, Barber stresses the work setting as a major factor in worker morale and productivity. Barber asserts that computer technology has had the effect of ³flattening² the traditional hierarchy of clerical employees supervised by middle managers. The resulting trend resulting from more automation of tasks is that employees are increasingly expected to perform ³cerebral, self-directed and multi-disciplinary tasks². This trend, accompanied by the changing demographics of the workforce and increasing employee demand for better environments and workplace perks, requires that companies redesign the traditional office design. In particular, the study shows that employees want the latest technology, climate control, adequate storage space, private space and a artfully designed environment. Also discussed in this article is the push of the Gen Xers and women to demand more flexibility from companies in the pursuit of a balanced life.

May88

Nicholson, Nigel. (2003). How to motivate your problem people. Harvard Business Review. 81, 5-13. Retrieved January 22, 2003 from Business Source Premier database

Using case studies, this article explores techniques for motivating problem employees. The author proposes that much manager time and effort is expended on the few problem-causing employees using ineffective techniques. Rather than focus on the employee as a problem to be solved, Nicholson recommends that the manager gather information about the subordinate as a whole person and outlines a step-by-step plan to reach this understanding. Further, through communication strategies, the plan entails shifting some of the responsibility to the employee to find a resolution. While termination is still possible, the solution is seen as a last-rather than a first-resort when all efforts at ³rehabilitation² have failed. The methods that Nicholson employs are firmly grounded in the Behavioral School of Management Theory, which stresses an understanding of the worker. I found myself nodding throughout the article and noting many parallels between this philosophy and the behaviorist methods I have been trained in as a teacher. I find that human motivation shares commonalties at every age.

May88

Weaver, R. G., & Farrell, J. D. (1997). Managers as facilitators: a practical guide to getting work done in a changing workplace (pp. 1-11). San Francisco: Berrett-Koehler.

In the introduction to this positive book, Weaver and Farrell describe their concept of facilitation as a "process through which a person helps others complete their work and improve the way they work together." They view a manager as having three distinct roles in the work setting: leader ("sets tone and direction"); manager ("sets the pace"); and facilitator ("helps people make meaning of the tone and direction while helping them get their work done"). The distinctions between the roles are described in some detail, and the authors devote a section to factors influencing a manager's decision to assume one role or another. The rest of the book focuses on the authors' Facilitation Model, which emphasizes the primary responsibility of the facilitator as helping groups "be clear about their tasks." The "task" occupies the central point of the model, surrounded by Process ("actions and tools that help a group get its work done"), Self ("use of yourself as an instrument"), and Group ("understanding group dynamics").

Rainey

Yandrick, R. M. (2001, June). A team effort. HR Magazine, 46(6), 136-142. Retrieved January 21, 2003, from Business Source Premier database.

This gem of an article neatly summarizes the benefits of self-managed work teams (SMWTs) for employees and identifies ways in which the employer organization can maximize the SMWT strategy's chances for success. There are specific points in the evolution of an SMWT that typically are characterized by certain kinds of problems. There are also obstacles that commonly arise regardless of the specific details of the work setting. This article suggests practical approaches to solving or preventing these problems and also lists a few conditions whose existence may preclude any chance for success. The author points out that contemporary children are learning more about team work, group dynamics, and collaboration in school than previous generations did, and that this kind of work will likely seem less awkward as these children enter their working years.

Rainey

Jacques, E. (1990, January-February). In praise of hierarchy. Harvard Business Review, 127-133. Retrieved January 22, 2003, from Business Source Premier database.

Jacques argues against the trend in organizational design away from hierarchical structures and toward flatter, group-oriented and cooperative systems. He believes the full potential of hierarchy has never been realized, and that with a shift in emphasis from authority to accountability, it could easily be proved to the only effective means of organizing large groups of employees. Jacques uses a hypothetical company and its divisions to illustrate his point that it is "the level of responsibility, measured in terms of timespan, that tells you how many layers you need in an enterprise -- not the number of subordinates or the magnitude of sales or profits." This is an opinionated article, but it's very interesting to read such a heartfelt and well-documented defense of an organizational model that has been challenged in recent years.

Rainey

Winston, Mark D., & Dunkley, Lisa. (2002). Leadership competencies for academic librarians: the importance of development and fund-raising. College & Research Libraries, 63, p171-182.

Winston and Dunkley uncover the fact that academic librarians are increasingly under pressure to produce funding sources for their libraries. Their evidence comes from recent surveys of academic administrators that rank leadership qualities of academic librarians. At or near the top of many lists was the importance of the cultivation of external relationships for the purpose of fund-raising. It is important for new and aspiring managers in the academic realm to realize that traditional skills performed to the highest levels may not suffice if interpersonal skills that may result in funding for the library are lacking. During the hiring process the librarian that excels in librarianship may be passed over for less accomplished but proven fundraisers. While some academic librarians may define good management in terms of library staff, more and more administrators appear to define good management in terms of managing contributors.

Dobe

G. Evans, A. Amodeo, & T. Carter. (1992). Introduction to Library Public Services. (pp.222-226). Englewood, Co: Libraries Unlimited.

Although the duties and responsibilities of administration in a public library are the focus of this work, there are some generalities that can be applied to the effective management of every library. The manager is expected to have the appropriate training, experience, and understanding of his or her place within the organization. Management requires maturity and thoughtful decision-making. It is the responsibility of the manager to introduce, explain, and oversee the implementation of library policy. Finally the manager must have the vision and confidence to lead and accept some degree of accountability. It is important to realize that even in a diverse field like librarianship there are commonalities that library leaders share.

Dobe

Managing people who just canıt get along: Personality conflicts‹how far should you go? (2002). Communication Bulletin for Managers & Supervisors, 4, p 1-2.

Although everyone would like to work in peace and harmony, that is not always possible. This article includes real examples of disputes between co-workers. There are several issues for managers when such disputes occur. Although these situations are difficult for a manager there are some principles to follow. First, try to bring both sides together on common issues and shared goals. Second, support the disputing parties when they attempt to work together on the common ground that both agree upon. Finally it is most***

Dobe

Sturges, P., Teng, V., & Iliffe, U. (2001). User privacy in the digital library environment: a matter of concern for information professionals. Library Management, 22(8/9), 364-370.

This article examines the ways in which data can be harvested from digital sources (Internet usage, digitized public records, etc.), the ways this information can be used by various agencies, and the sometimes conflicting responsibilities facing the library professional in complying with law while protecting the privacy of patrons.

Charlie

Montgomery, Jack G., (2002). A most delicate matter: religious issues and conflict in the U.S. library workplace. Library Management, 23 (8), 422­434.

This article presents three actual cases of workplace conflict resulting from diversity in religious beliefs. A brief history of statutes concerning religious diversity is followed by real-life examples of how the courts have interpreted some of these statutes. There is a sample diversity policy and some practical advice to managers in dealing with conflicts of this nature. The results of the author's online workplace conflict survey of library professionals are included as an appendix.

Charlie

Josey, E. J., & Abdullahi, I., (2002). Why diversity in American libraries. Library Management, 23 (1/2), 10-16.

The authors present a historical treatment of racial and cultural diversity and they offer some insights as to the difficulties involved with implementing diversity in the library profession. The article, however, tends to stray into the issue of diversity as a societal and governmental problem rather than as it is manifested in the library profession. Some anecdotal evidence of diversity success in large, metropolitan libraries is offered.

Charlie

Ream, Richard. (2002) When to weed, when to feed: this installment offers some tips for both employers and employees. Information Today, 19, 26. Retrieved 23 January 2003, from www.iconn.org

This article provides suggestions for improving employee retention rates. Suggestions include not taking employees for granted, communicating effectively with staff, and countering low morale with a dedication to networking and creative collaboration. When performance evaluations are linked to salary increases, caution overshadows constructive criticism, and an employee's potential may not be met or encouraged. Two crucial steps for managers involve supporting training and educational programs while not feeling incompetent, and paying attention to what is and isn't said in exit interviews, as both ideas can yield positive change within the workforce.

Matilda

Beware the legal risks of hiring temps: when hiring stalls and stops, it's tempting to hire contingent workers. To avoid a Microsoft-sized lawsuit, understand the critical legal issues involving temporary employees. Workforce, 81. Retrieved 23 January 2003, from www.firstsearch.oclc.org

The potential legal complications of improperly handling temporary employee's benefits are examined in the article, using Microsoft's mishandling of temporary employees as an example. Additionally, the issues of overtime pay rates, wage discrepancies, the benefits required from the Family & Medical Leave Act, and temporary employee's eligibility for union activity are examined. The fact that the IRS or Department of Labor can audit employees' practices to determine whether temporary employees should actually be classified as regular employees is also mentioned. The conclusion indicates that although temporary employees cut costs, the legal risks of mishandling them may cancel out the potential benefits of soliciting them in the first place.

Matilda