Annotation
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Keyword

Annotation

Zenger, J. H. & Folkman, J. (2003). The leadership tent. Executive Excellence, 20 (2), 5-6. Retrieved April 21, 2003 from EBSCOhost - Business Source Premier.

The authors state that there are five groups of elements of leadership competencies, which they then compare to the poles of a tent. The five elements of leadership competency are character, personal capability, focus on results, interpersonal skills and leading positive change. The authors also state that there are five fatal flaws that appear in failed leadership. These are the inability to learn from mistakes, the lack of core competencies and interpersonal skills, the lack of openness to new or different ideas, the lack of accountability and the lack of initiative. [5]

-AJ

Zimmerman, E. L. (2001). What's under the hood? The mechanics of leadership versus management. Supervision, 62 (8), 10-12. Retrieved April 21, 2003 from EBSCOhost - Business Source Premier.

Zimmerman introduces the article with a brief discussion of how people view managers and leaders. He then goes on to state that there are some fundamental differences between the two, which leads into a listing of characteristics of each. According to Zimmerman, a leader is a visionary, a collaborator, a salesperson and a negotiator. A manager is a captain, an analyst, a conductor and a controller. Zimmerman concludes that a leader and a manager share the common element of attaining goals, although they follow different paths. [5]

-AJ

Lisker, P. (2002) Inspiring phenomenal customer service: techniques to sway the most reluctant staff members. Public Libraries, 6, 306-307. Retrieved on April 18, 2003 from www.firstsearch.oclc.org.

If libraries begin to embrace the same customer service attitudes and policies that major retailers employ, they will find themselves with happier patrons. For example, "a reluctant or hesitant staff member may be an excellent bargain hunter," and be able to assist with the self-selection aspect of library service. Librarians who prefer a hands-on approach can put patrons at offering assistance within the stacks and at computer stations, instead of from behind the desk. If directors present an inclusive attitude to their staff, and "encourage staff members to share personal experiences at staff meetings," more positive reinforcement will be available to everyone, including the patrons. [5]

Matilda

Bridges, K. (2002) The unbearable slowness of hiring. American Libraries, 10, 42- 43. Retrieved April 18, 2003, from www.firstsearch.oclc.org.

This article critiques the extensive amount of time it takes for libraries, especially academic ones, to make a hiring decision. The author insists that "it's good that they want to make a great hire???[but] this delay in the hiring process ends up as an excuse for indecision," and often results in the wrong person being hired, or the coveted candidate accepting another position. Although the hiring process is meant to eliminate "patterns of racial and gender inequality" it creates unnecessary frustration among candidates, who may leave the field of library science for more lucrative careers. Streamlining the hiring process will benefit everyone, from the candidate to the interview panel. [5]

Matilda

Ten ways to stretch your budget. (2002) Book Report, 1, 8-9. Retrieved on April 18, 2003 from www.firstsearch.oclc.org.

When it comes to budgeting, libraries often find they have less money than they need. This article suggests ten suggestions for maximizing the library's budget, including securing competitive quotes, analyzing quotes by line item, negotiating prices, combining purchase efforts with local school districts or municipalities, purchasing the highest quality possible, requesting discounts, purchasing during the off season, and establishing contacts with grant and business managers, so that extra funds can be funneled to meet the library's needs. [5]

Matilda

Berry III, J. N. (2003, January 15). Is certification the answer? Library Journal 128 (2), 8.

Do library directors need to have certification as well as the MLS? Berry does not think so. He does feel that the library paraprofessionals do need this as part of their credentials. The reason for this is to ensure that all of the paraprofessionals are trained to give the same high quality of service to the public that they serve. It also qualifies the holder to a higher rate of pay than those who do not have the certification. This also allows the holder of the certification to be held in higher esteem. The profession as a whole benefits as well. More letters after the library director?s name will not change the quality of the service but it will if the paraprofessional has them. This should be encouraged. [5]

Action

Crowley, B. (2003, April 15). The suicide of the public librarian. Library Journal, 128 (7), 48-50.

Crowley states that public libraries are ?committing suicide? when they allow non-professionals to perform professional duties. Libraries that remove the responsibility for collection development and other core services from librarians and hand it to part-time non-MLS librarians they may save a few dollars but they diminish the value of the collection and are not serving their patrons adequately. The author?s pinion is that by ?relying on librarian employees who learn by apprenticeship rather than professionally educated librarians, the library management demeans its own academic preparation and the professional education of librarians.? It is necessary for professional staff to be the ones responsible for the core functions because they have been trained to create and understand the broad vision of public library service and have the means necessary to make it a reality. Depending on non-professionals may work in the short term but will be harmful over the long haul. [5]

Action

Ebbinghouse, C. (2002, April). Library outsourcing: A new look. Searcher, 10 (4), 63-69. Retrieved April 17, 2003, Ebscohost: Academic Search Premier.

There are positive and negative aspects of outsourcing and libraries have to determine this for themselves. Each library activity has a different impact on that particular library?s service to its patrons and this is what determines the quality of service. Each library has to determine what the effect of outsourcing a particular service will have on the library, as a whole would be. The author feels that as long as it is the librarian?s idea and it is not a core service of the library is a practical and prudent solution to some problems. The author also offers outsourcing as a career choice to those interested in specialties. [5]

Action

Reference:
Steele, V., & Elder, S.D. (2000). Becoming a fundraiser: The principles and practice of library development (2nd ed.) (pp. 77-90). Chicago: American Library Association.

In chapter six, the authors discuss the various types of Friends groups. Some groups are separate nonprofit entities whose members primary functions are to act as lobbyists and activists for the library with minimum concern in fundraising. Others are under the direct control of the library with members recruited for development projects. Obviously the second type is most effective for raising money and is the focus of this chapter. This type of group's primary goal is to provide the library with financial support - preferably by building the principal of the library's endowment. Friends should provide funds and not be involved with determining how to allocate funds. When recruiting new members, similar to identifying prospects, one should think MAGIC (means, age, givers, involvement, contacts). Members of the Friends with influence tend to be of greater benefit to the Friend's primary goal. [5]

Hiker Mom

Reference:
Steele, V., & Elder, S.D. (2000). Becoming a fundraiser: The principles and practice of library development (2nd ed.) (pp. 91-104). Chicago: American Library Association.

Fundraising often involves some type of an event but not all library events are fundraisers. Chapter seven highlights the four types of library development events. They are: 1) Friends of the library events (usually entertaining gatherings which are one of the benefits of being a member of the Friends group), 2) Recognition events (to honor a donor), 3) Cultivation events (purpose of these events is to meet and obtain interest of new prospects), 4) Fundraising events (while not always cost-effective, they tend to enhance the library's image). Many events help with the development stage of fundraising (initial contact). At such events, the library director must "work the crowd." [5]

Hiker Mom

Reference:
Steele, V., & Elder, S.D. (2000). Becoming a fundraiser: The principles and practice of library development (2nd ed.) (pp. 115-125). Chicago: American Library Association.

A library's image can be defined as the sum of all thoughts, attitudes and feelings that a community believes about the library. Everything about the library impacts its image: employee dress, treatment of patrons, displays, signs, website, building, furniture, etc. Strategic communications management involves employing a communication tool to affect the community's image of the library. There are five major communication tools. They are: 1) Advertising (the library pays for and has control over this tool), 2) Publicity (either a press release or verbal communication to newspaper, radio, television, or magazine which are not easily controlled), 3) Atmospherics (physical qualities of the library), 4) Outreach materials (your library's printed materials or web pages), and 5) Personal contact (day-to-day contact between director and staff and the community). The last tool has the most impact on the community's mindset about the library's image. At the end of this chapter is a helpful image self-test. [5]

Hiker Mom