Annotation
Number

Keyword

Annotation

Sheehan, Laurence E. (2000). Variables in the hiring equation: ensuring that the right candidate is hired. Information Systems Management, 17, 21-32. Retrieved 23 January 2003, from www.firstsearch.oclc.org

The goal of this article is to support the principle that "companies that understand the motivations of their people are able to satisfy those motivations, [and] keep their people." (7) By using Sheehan's Theory of Motivation while interviewing, prospective candidates can be identified by their core motivations and potential fit within the company. The specifics of this process are identified within the article. When selecting the right candidate, a "key critical success factor is the candidate's level of comfort with the management style and the cultural fit of the organization." (8) Studies indicate that interviewees whose personalities and attitudes matched those of the interviewer were more likely to be reviewed favorably when compared to candidates with similar qualifications, but less personality.

Matilda

Tannen, D. (2002). The power of talk: Who gets heard and why. In Harvey, C. and Allard, M.J. Understanding and managing diversity: Readings, cases, and exercises (pp. 103-116). Upper Saddle River, NJ: Prentice Hall. (Original article published 1995)

Annotation: This article discusses differences in communication and linguistic styles between coworkers and how those styles can affect the listener. The way a person communicates can portray a message differently than intended. Tannen refers to linguistic style as being the way a person speaks, including things like confidence level, use of humor when speaking, whether or not the person is direct, as well as pausing between thoughts. In addition, typical habitual behaviors (i.e. apologies, false compliments differences in feedback) can also give an impression or warrant a reaction that was unexpected. Many of the specific examples given include instances of differences between genders in a professional work set.

Acadia

Ali, M., Brookson, S., Bruce, A. Eaton, J., Heller, R. Johnson, R. et al (2001). Achieving excellence: Becoming more effective. Managing for Excellence (pp. 50-65). New York, New York: DK Publishing, Inc.

Annotation: This chapter discusses a variety of strategies, some very clear cut, which a person in a management position can do to be the most effective that he or she can. According to the authors things like managing time wisely, opening yourself up to creative ideas, focusing on becoming more productive, learning to prioritize tasks, becoming comfortable with financial issues, managing stress, and learning to assess progress can all aid in making a manager more effective. In the area of prioritizing, the authors suggest choosing a specialty area. By becoming the person most familiar with a subject, others will come to you to help make decisions. This could help increase effectiveness for the entire department or company, as well as build personal confid.

Acadia

Line, M.B. (2003). Management musings 10: everyone can be difficult at times. Library Management, 24 (1/2), 86-87.

Annotation: This article discusses some different methods for handling difficult personnel members. While it may be easy to see that the staff member is not performing at the expected level, there are a variety of issues that could be the reason that the individual is not producing. Managers should attempt to learn something about their staff members, including their work style. A variety of issues could be the problem: including out of work problems, management style differences, personnel conflicts, or a simple need for change. According to Line (2003), ?Sometimes a simple change of job may do the trick?no-one ?should stay in the same position in the organization for more than four years at the most.?

Acadia

Hill, Linda A. (1992). Setting the Stage. Becoming a Manager: Mastery of a New Identity (pp. 15-49). Boston: Harvard Business School Press.

New managers are often unprepared for their new responsibilities. The study of new managers reported in this book revealed that new managers in describing their expectations concerning their new position often focused on acquisition of authority and down-played their responsibility to manage people and communicate with subordinates, superiors, and peers. The study also revealed differing and, often, competing expectations of managers from superiors and subordinates. Superiors saw the managerial role as a liaison to build networks of communication and as a leader to steer the direction and pace of the work of subordinates. Subordinates chiefly interpreted the managerial role in relation to themselves and how they were represented to the administration. With these varying expectations from subordinates and superiors, in addition to their own unrealistic expectations, many new managers may find it difficult to adjust to and be successful in their new position.

storygirl

Wolf, Thomas. (1999). Understanding Nonprofit Organizations. Managing a Nonprofit Organization in the Twenty-First Century (pp. 17-41). New York: Simon & Schuster.

Not all libraries are organized as non-profit organizations, but most can relate to the issues of community and public service, changing expectations, and limited funding. According to Wolf, the key to successfully managing such organizations is to design and document a mission statement, specifically addressing the organization?s purpose, the types of activities the organization will engage in to fulfill this purpose, and the intended audience for the organization?s services. A careful and complete mission statement will become a standard for evaluating the success of the organization. In order for the mission statement to be useful, the management of the organization must engage in continual planning and evaluation with the input of the organization?s constituents.

storygirl

Tennant, Roy. (2001). Building Agile Organizations. Library Journal, 126, 7, 30.

Tennant offers suggestions on creating organizational flexibility, which will allow libraries to meet new?expected or unexpected?challenges and opportunities. Frequent and open communication between staff and managers is important to an agile organization. In order to affect change, leaders must rise to the occasion of decision making rather than letting the issue stagnate while waiting for the consensus of staff. Administrators must practice flexible management techniques, such as using flexible staffing options, avoiding standing committees, and planning for unforeseen budget changes. By infusing agility into the organization with the practices suggested, libraries can better meet the changing needs of the communities they serve.

storygirl

In chapter 2 of the book Leading Change, Kotter discusses the "Eight-Stage Change Process." These eight steps encourage change within an organization that sees its problem areas, but is paralyzed due to "bureaucracy, ... politics, a low level of trust, lack of teamwork..." etc. The eight steps include: (1) establishing a sense of urgency, (2) creating the guiding coalition, (3) developing a vision and strategy, (4) communicating the change vision, (5) empowering broad-based action, (6) generating short-term wins, (7) consolidating gains and producing more change, and (8) anchoring new approaches in the culture. The diagram on page 21 details these steps, and the concepts are developed in Part II (chapters 3 through 10). The diagram is a great resource for a manager in need of a guideline for implementing change.

East Coast

Draves, K. (2002, February 1). Get it in writing. Library Journal, 127, 64-65. Retrieved January 15, 2003, from EBSCOhost MasterFILE Premier database.

This article offers a policy situation where a director is put in the position of whether or not to hand over personal patron records to the police. The importance of having detailed library privacy policies and training staff and management in the handling of these types of situations is discussed. Additionally, alternative ways for handling future policy issues are covered.

East Coast

Yucht, A. (2001, October). Strategy: priming the pump. Teacher Librarian, 29, 47-48. Retreived January 15, 2003, from EBSCOhost Masterfile Premier database.

This article details ways for managers to maintain continued library support. It stresses the significance of image, keeping supporters and directors informed of library services being offered, and the impact those services have on the community. Six key points a manager should consider for encouraging support are covered as a guideline. Marketing ideas, such as putting together a "workshop on Internet skills" or providing "booklists for recreational reading" are also included.

East Coast

Dale Carnegie & Associates (1975). Managing through people. The perspective of management (pp. 13-22). New York: Simon and Schuster.

According to Carnegie and his associates, management is defined as the ability to obtain organizational objectives by effectively using available resources. The basic resources include: money, material, machinery, methods, and manpower. Manpower, the most important resource for management to effectively utilize, is the vehicle that makes all others thrive or fail. Management uses available resources to obtain goals through the following activities: 1) Planning (defining steps for short-range and long-range goals), 2) Organizing (making arrangements to carry out plan ­ delegation), 3) Directing (communicating and finding right people for job), 4) Coordinating (ensuring all appropriate units work towards the goals), and 5) Controlling (making certain plans are successfully achieved).

Hiker Mom

Dale Carnegie & Associates (1975). Managing through people. Setting objectives (pp. 25-39). New York: Simon and Schuster.

With the continuity of the organization in mind, both short-term (specific with measurable performance standards) and long-term (more abstract than short-term objectives) objectives must be established. Objectives motivate people. Objectives let people know why their work is important. Organizational objectives ensure that all units will work together and strive towards the same goal. Organizations never have just one objective though one may dominate. Objectives may concern: profit, market share, financial soundness, personnel development, technological improvement, and social responsibility. When establishing objectives, organizations need to consider what it is that they do best, what needs they fill, and how can they may best be able to maximize their resources.

Hiker Mom

Dale Carnegie & Associates (1975). Managing through people. Planning (pp. 40-74). New York: Simon and Schuster.

A plan is a designed method of achieving an objective. Before designing a plan, one must consider what results are expected, what actions are needed to achieve desired results, who is responsible for implementing and ensuring the success of the plan, what the available resources are, what the timeframe for the plan will be, and what performance standards must be achieved. All managers should perform some type of planning. Prior to establishing a plan, managers must collect all the facts and determine multiple solutions to the problem. To determine the best solution, managers should seek othersı input ­ the more possible solutions presented the more likely the best one will be uncovered.

Hiker Mom

Evans, G. Edward, Layzell Ward, Patricia an Rugaas, Bendik (2000). Management Basics for Information Professionals. New York: Neal-Schuman.

On page 31 of the Evanıs text, it states that there are four common elements in management: planning, organizing, actuating and controlling. Moreover these are interwoven the only time we can actually we can separate all these functions are when starting up an organization. I found intriguing that re-organizing an organization is more difficult that starting a new one. No wonder big corporations that need ³re- engineering² or ³re-structuring² hire only ³big names² and pay them tons of money, as opposes to someone who is starting out, setting their own objectives is more flexible. Or is he? On this same page, the text continues ³The individual who must have everything happen in a neat, linear format may find it inadvisable to accept a management position² Imagine, and as Œlibrarians² were are stereotyped as ³anal retentive.² I believe a library is were all the rules have been broken. The idea of libraries and librarians do not longer exist, we are flexible and open to create an entire new environment that most people benefit from.

Cookie

Montana P.J. & Charnov, B.H. (2000). Management (3rd edition). Hauppauge, N.Y. Barronıs educational Series.

After reading chapter one of Montanaıs Management, I believe that all these different theories on management are much like the theories on teaching. In management, from all workers that have an inherent dislike to work (Theory X) to todayıs management and the importance of human relations. In education, from basics to all students are capable of learning. Thus as educators we need to find which way they learn best, as managers we will succeed if we are capable of making people do tasks voluntarily. Either way management/education has not changed dramatically in the last decades and there is not one perfect theory, we simply need to give and take from all theories to adapt to the situation.

Anderson, Mary Alice. (2002). The value of staff development. School Library Journal, 48, 34-36. Retrieved January 23, 2003, from EbscoHost database.

Anderson, a school media specialist, emphasizes the positive role that staff development and technology training should have to library management. A staff with excellent technological skills is an asset to students and teachers. These skills highlight the need for, and importance of, such staffing. By emphasizing the value of technological skills, these librarians increase their level of job security in the educational system. Anderson notes that school library staff link together the components of education. Many educators are untrained in the uses of hardware and software. Time, resources, and instruction are lacking. Given the time, staffing, and training, the library media specialist can improve the educator's ability to teach. Curriculum, technology, students, and educators all benefit from such a skilled library staff.

Sapphire

Hemingway, Mark. (2002). Public library, private management. American Enterprise, 13, 5, 52. Retrieved January 23, 2003 from EbscoHost database.

When the Reagan administration required federal libraries operate more efficiently, a group of librarians and automation specialists rose to the challenge. The result was Library Systems and Services Incorporated (LSSI), a private company with a goal of helping libraries deliver higher service levels at the same cost. Using the Riverside County Library System in California, LSSI can quantitatively show progress. During its five-year management, LSSI doubled library hours and book budgets, renovated buildings, and increased staff size. At the end of five years, the libraries' total budget was the same as the starting year. LSSI has its detractors. Staff members become private employees, angering library unions. Patrons worry that the business will "take over" their library. Company officials deny this, as the library retains its governing board and policies. LSSI only provides business management, with a goal of making libraries more efficient and competitive in today's world.

Sapphire

A page of lists for listless librarians. (2002). Library Imagination Paper, 24, 4, 4. Retrieved January 23, 2003 from EbscoHost database.

Providing library management tips, these short lists include ideas on fundraising, collection weeding, booktalking, and the effects of color combinations on promotional materials. One list, "How to balance your time & sanity," should be tacked up in every library director's office. For everyone who feels as if he or she is being pulled in all four directions, two rules stand out. "Delegate tasks" and "make 'don't do' lists" are two pieces of advice that may carry more weight than all the flow charts in the universe.

Sapphire

Lubens Jr., John. (2002) Prestissimo Leadership. Library Administration & Management, 16 no. 1 Winter 2002, 34-37.

In a recent article on library management and its relationship to the world of orchestral music (Lubans Jr., 2002) the author writes, ³The more trust in the opera company, the better the music. The more trust between management and staff, the better the service product in the library.² The general focus of the article is an observation of how a conductor interacts with an orchestra and how this could be applied to management in a library. In the above quote, the author emphasizes the importance of establishing a mutual trust between the manager and the staff. I found this parallel interesting because of my own experience in orchestral music. The ability for an orchestra to be confident in the abilities of a conductor is critical. The mind-boggling task of getting 50 ­ 100 separate minds and bodies to think and act as one in a musical setting is at times difficult to comprehend. The working environment in an orchestra in which the musicians feel they would be more able to conduct the orchestra than the conductor is usually one of tension and frustration. Being able to trust a conductor is even more important when playing new music. Most musicians are familiar with the standard repertoire of such composers as Mozart and Beethoven, but when it comes to 20th century music, many still have much to learn. It is music like this that, even when thoroughly rehearsed, may have moments of anxiety during the performance. Having enough trust in a conductor to get the orchestra through the rough spots is essential at these times. I found this article to be very enlightening in the fact that it reminded me of how a my musical training can be applied to the subject matter at hand in this course.

Zarzuela

Hack, Rosalinda I., & Schwegel, Richard. (1994) Music Collections. In Sheehy, Carolyn A. (ed.), Managing Performing Arts Collections in Academic and Public Libraries (pp.113-142). Connecticut: Greenwood Press.

In 1994, Hack and Schwegel discuss the use of selection tools in a collection development plan for a music library. They write, ³Unlike most other subject areas, music collections must use specialized selection tools for printed music and sound recordings.² Specific tools are then sited. The majority of the tools that are described are related to professional organizations such as the Music Library Association and the American Library Association. This reading highlighted the roll of these organizations in the actual functioning of a library. While it may be obvious that professional organizations are an essential part of the life of a professional in any field, as a manager it seems that this aspect of professionalism is of even greater importance. It would be a significant part of oneıs duties to be aware of and able to acquire these tools. The degree of specialization in the music field makes this knowledge even more vital.

Zarzuela