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Robert P. Holley 《图书馆管理杂志》2015,55(5):425-434
This JLA column will consider issues of education and training for management positions in libraries and other information organizations from the perspectives of both the provider and the recipient. The column will appear in odd-numbered issues of the journal and focus on management education/training at various stages of the individual's career including the effectiveness of these efforts, their content, and the specific challenges of teaching and learning within the field of librarianship. The column will address both theoretical and practical concerns. Prospective authors are invited to submit articles for this column to the editor at aa3805@wayne.edu.
Very few students who have taken Wayne State University's required management course from me have any interest in library careers in management. Some are even more firm in their decision after taking the course though most graduates will have management responsibilities in their first library position and some will manage a small library. I polled current students and recent graduates about this reluctance. The sixteen responses considered the following possible causes: personality traits, a preference for traditional library activities, a dislike of managerial responsibilities, prior management experience, and salary. Additional, more systematic research is needed to test this hypothesis. 相似文献
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F. L. Carroll 《International Information and Library Review》2013,45(3):217-229
Column Editor's NotesThis workforce column, guest written by Jill Mierke, evokes memories of the saying, you are not alone. The challenges of workforce and workplace leadership for any library chief executive officer are many and varied. We come to those roles usually as experienced (if not seasoned) professionals, but we do not always have the theoretical grounding and specific professional practice experience a dedicated human resources professional might bring to the organization. A Master's in library and information sciences qualification is no guarantee that you will have the requite knowledge, skills, experience, and abilities to be a good people manager or a strategic leader of the library workforce. This article paints a compelling picture of what success for library human resource management and leadership can look like, through the lens of an experienced and seasoned human resources professional. Recent workforce research is telling us there are many roles within our libraries that are now being successfully filled by “other” professionals. In our ever changing and dynamic information landscape, the human resources strategic advisory role is one of them.As always, I invite further contributions to our ongoing discussion! Please submit articles for this column to the editor at vicki.williamson@usask.ca 相似文献
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ABSTRACTResearcher services have proliferated in recent years and numerous free or fee-based sites now promise increased visibility and impact for authors or contributors of publications and other research products. Not all services have the same goals, however, and it can be difficult to know with which services researchers should engage. In this article we establish three categories (author/researcher identification, academic/professional networking, and reference/citation management) and examine nineteen services that fit into those categories.Column Editor's Note This JLA column posits that academic libraries and their services are dominated by information technologies, and that the success of librarians and professional staff is contingent on their ability to thrive in this technology-rich environment. The column will appear in odd-numbered issues of the journal, and will delve into all aspects of library-related information technologies and knowledge management used to connect users to information resources, including data preparation, discovery, delivery and preservation. Prospective authors are invited to submit articles for this column to the editor at kenning.arlitsch@montana.edu 相似文献
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《The Reference Librarian》2013,54(81):105-117
Abstract This paper considers leadership and management issues affecting libraries in general. Specific attention is devoted to academic libraries and their reference departments. It focuses on the dynamics of leadership and management of academic library reference services and what is expected of the reference department head of the 21st century. It explores the changing roles of reference librarians and those of their leaders or department heads. It examines the leadership skills, traits, and competencies and attributes expected of the department head of reference in the new millennium. The paper also examines the paradox of leadership and management and draws distinction between the two terms. It finally looks into whether it is appropriate to have a manager from outside the library profession to be the head of an academic library reference department. 相似文献
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Henry R. Austin 《广播与电子媒介杂志》2013,57(4):321-325
Experimental evidence of the relative advantages and disadvantages of specific “techniques” in the field of broadcasting education is hard to find. For the most part, the training of announcers and other specialists is by example, not theory. However, there is no doubt that both professional and student can benefit from the results of careful research on the attributes and talents necessary for effective broadcasting. The following study offers strong indications that “fluffs” in reading aloud may be far less frequent after a course in silent reading. 相似文献
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Alexander J. Carroll 《Medical reference services quarterly》2020,39(3):295-307
Abstract Students entering graduate degree programs in science, technology, engineering, and math (STEM) fields or professional degree programs in the health sciences are expected to have adequate academic preparation in science process skills like the ability to read primary literature effectively. This column scrutinizes this assumption by examining how science is taught to undergraduates, finding that undergraduate STEM curricula rarely prepare students with the mastery of science process skills needed to succeed in graduate school. The column discusses some possible causes of this skill gap and suggests that academic and medical librarians are well-equipped to help students develop primary literature literacy skills. The column closes with a list of practical active reading strategies that librarians can share and model for students. 相似文献
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《The Reference Librarian》2013,54(81):5-15
Abstract To be an effective academic head of reference in the 21st century will require many of the same characteristics and skills necessary in the 20th century. While the traditional ways of providing reference services are changing, the fundamental need to provide access to information remains, and effective utilization of staff and other resources is paramount. Balancing the increasing pressures from shrinking budgets, growing costs, proliferation of expensive electronic resources, and high expectations from faculty and students creates a greater need for strong management expertise. The head of reference must be both an exceptional manager and an exceptional librarian. 相似文献
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《The Reference Librarian》2013,54(64):9-19
Summary In the academic reference environment transformed by electronic technologies, budgetary constraints, and a vast array of new information resources, the author maintains that reference librarians need training and retraining in the following core competencies: reference skills and subject knowledge, communication and interpersonal abilities, technological skills and knowledge, analytic and critical thinking skills, supervisory and management skills, and commitment to user services. The author considers each core competency in the context of the most important factors responsible for continuing changes in the training and retraining of reference professionals. Although responsibility for providing continuing education opportunities resides with library managers, in the end, each reference librarian must assume responsibility for acquiring new knowledge and developing new skills. As librarianship moves towards the 21st century, librarians must educate themselves to survive in the evolving Information Society. 相似文献
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Robert P. Holley 《图书馆管理杂志》2013,53(5):638-646
ABSTRACTLIS schools should carefully consider how they will provide their students with opportunities to learn management skills. Required or elective management courses provide the greatest focus; but many other courses, especially type of library and practical experience courses, include a significant management component. Schools may also outsource management training to another unit such as the Business School. Other non-curricular possibilities include: offering or encouraging attending lectures, conferences, and workshops; supporting student organizations; suggesting membership in professional organizations; and publicizing internships. Prior life experience also makes a difference in student aptitude for management but is not under control of the school. 相似文献
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《Communication Teacher》2013,27(1):55-62
Courses: Any communication course requiring a semester-long team project.Objectives: After using the Scrum approach to plan and manage a group project, students will have increased awareness of collaborative needs, improved skills for sharing information in non-evaluative ways, improved time management skills, and enhanced ability to assess their group dynamic constructively. 相似文献
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《Journal Of Access Services》2013,10(1):53-60
ABSTRACT As librarians confront the Information Age, it is imperative that they remain aware of the issues that affect the profession. Traditional library skills are no longer adequate for maintaining a competitive edge in the field. Post-graduate education in digital libraries offers information professionals an opportunity to broaden their knowledge of the new technologies utilized in libraries, as well as the issues generated by their use. This article surveys current educational opportunities with regard to digital libraries. 相似文献
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Sigrid Anderson Cordell 《College & Undergraduate Libraries》2017,24(2-4):350-363
ABSTRACTThis article takes as its case study the challenge of data sets for text mining, sources that offer tremendous promise for DH methodology but present specific challenges for humanities scholars. These text sets raise a range of issues: What skills do you train humanists to have? What is the library's role in enabling and supporting use of those materials? How do you allocate staff? Who oversees sustainability and data management? By addressing these questions through a specific use case scenario, this article shows how these questions are central to mapping out future directions for a range of library services. 相似文献
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Robert P. Holley 《图书馆管理杂志》2020,60(7):821-829
Abstract Management Basics for Information Professionals, 4th edition, by G. Edwards Evans and Stacy Greenwell is intended as a textbook for the introductory library management course with the secondary objective of helping librarians hone their management skills. The authors aim to cover management issues in all types and sizes of libraries but focus more on academic and public libraries. The 22 chapters adequately cover the broad scope of management topics including self-management and career development. Positives include stressing that management is an art rather than a science, that no one strategy will succeed in all situations, and that managers must be aware of the internal and external environment. Additional examples of turning abstract principles into practice, more humor, and increased contributions from the behavioral sciences would have strengthened the text. A supplementary 150 page document that provides challenging case studies for classroom use is available upon request. Overall, I highly recommend this textbook and would use it if I were to teach the basic management course. 相似文献
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《图书馆管理杂志》2013,53(1-2):217-226
Abstract A virtual reference service is likely to attract both on-campus and off-campus students and providing one service for all users can extend the hours of availability to all students. The needs of these two student populations may differ and off-campus users may present some specific challenges to the reference staff. While some libraries do have a specified distance education librarian, it is unlikely at many institutions that there will be reference staff dedicated only to answering questions from off-campus students. Reference services for off-campus students do present special issues about which general reference staff may not be aware. With awareness of these challenges and proper training, an existing virtual reference service can be extended (or improved) to help off-campus students, or a new chat service can be developed with the objective to assist all user groups with equal success. 相似文献
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AbstractThe main aim of this paper is to empirically examine the information skills of public university librarians and whether attending a short training on navigation to e-resources results in improvements in their knowledge base. A group of 33 librarians working at different public university libraries participated in this study. They were participants in a 90-min long training program on navigation to e-resources conducted at University Grants Commission of Bangladesh. The survey questionnaire, consisted of 12 information tasks, was distributed and answered before the training. The same tasks were repeated at the end of the training session to see the improvement of information skills. It was found that librarians did not have adequate knowledge of information skills; in fact, a major proportion of university librarians demonstrated inappropriate and insufficient knowledge before the training. The training helped improve their performance score significantly in six out of 12 tasks. The study concluded that the provision of systematic and regular training will improve the skills of librarians and it will positively affect their service outcomes. 相似文献
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