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1.
ABSTRACT

Libraries are considered safe spaces to explore different topics facilitating the sharing of knowledge so it would appear that colle giality and civility are cornerstones of our service. But within our organizations, collegiality is not always stressed as an important value within the workplace. Civility and collegiality are important for libraries as they are the foundation of our public services and support diversity of ideas and open communication within the workplace. Collegiality standards are set by the leaders and managers within an organization and this column will explore the need for civility standards to successfully achieve library goals.

Column Editor’s NoteLeadership skills are essential to creating libraries that are effective and relevant to their communities. While some individuals seem to possess inherent leadership capabilities, it is possible to develop and strengthen skills to effectively lead a department, unit, or organization. This column explores ways for librarians and library workers to improve their knowledge and abilities as they lead their units, libraries, communities, and the library profession. Interested authors are invited to submit articles for this column to the editor at maggie4@clemson.edu.  相似文献   

2.
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3.
Time Management     
Time management is an essential component of leadership. Leaders need to develop strategies to maximize time in order to achieve personal and organizational goals. While there are numerous time saving methods, leaders will need to test and determine which patterns are most effective for their personal style. There are some organizational strategies that will benefit the individual leader as well the organization such as planning, goal setting, delegation, decision authority, and work life balance. By managing time, the leader is accounting for the important commodity of time within an organization.  相似文献   

4.
Knowledge management is a process that infuses knowledge and decision making across an organization. It not only encourages decision making based on data but also fosters communication among personnel for informed practices and processes. The social connections within an organization facilitate the formal structure and encourage personnel to share expertise, insights, and past experiences to inform decision making. Such a highly interactive organization requires leadership that supports and encourages knowledge management practices. A successful knowledge management organization depends on certain leadership characteristics in order to foster interactions that contribute to the processes. A variety of characteristics and patterns will offer leaders understanding on how to lead within a knowledge management library.  相似文献   

5.
Colleges increasingly are recognized as student workplaces, inspiring campus leaders to create healthier campus environments. Yet challenging this vision is burgeoning research regarding the health risks of sedentary behavior, an under-studied college health concern that implies deleterious health outcomes and, by extension, academic impediments as well.Can movement be incorporated into academic activities such as studying or reading? This question—particularly relevant to libraries due to their increasing use as study spaces—requires the expansion of standard methods of evaluating student health needs and behaviors. We propose Post-Occupancy Evaluation (POE) methods as a novel way to investigate sedentary behaviors in a campus library and identify designs and practices to help promote movement.In 2012 and 2013, as part of an undergraduate architecture class, we conducted two POEs of Berkeley's newest library to learn how the space is used and, inspired by new research about the perils of sedentary behavior, we also considered how the library could be used. Through our findings we confirmed the changing role of campus libraries as study spaces, observed social and built environment contexts of sedentary behaviors in library settings, and identified possible interventions to introduce postural variation and physical activity into observed patterns of library use.  相似文献   

6.
ABSTRACT

Strategic communication is not solely the remit of library managers and directors, but is the product of internal culture and engagement with the organization's brand. Libraries need to communicate strategically, in order to demonstrate to individuals across the organization that their message is on point, and that they understand, are committed to, and actively support the university's goals. Much of this work happens via the myriad of interactions library staff at all levels have with students and staff (and indeed community members) of all kinds. When the attitude and behavior of library staff does not truly reflect the library's and the university's branding or goals, this undermines more explicit measures of value. It is important for the leadership of academic libraries to understand and influence how every library staff member views his or her role in the organization, so that their communication is reflective of a confidence in themselves and their profession, and a solid understanding of their institution and the higher education landscape. In large-scale organizational change, both intellectual and emotional buy-in to the organization can wane. We seek to show how a people-centered change process, rather than adversely affecting staff buy-in, could instead increase buy-in to the organizational change.  相似文献   

7.
ABSTRACT

Leaders have tremendous influence not only in their organizations but for the profession and within the communities they serve. Librarianship has strong core values that are the foundation of our services but librarians also create an environment that supports diversity of opinions. How does a library leader balance social justice while serving the broad needs of a community? Is there an inherent conflict between personal perspectives and the encompassing multiple viewpoints? Library leaders may face difficult decisions in determining social justice issues within their libraries considering personal beliefs, institutional responsibilities, and community impacts. Every library leader has opportunities to address social justice issues within libraries and in so doing, will advance community goals of inclusiveness of all members.  相似文献   

8.
Abstract

There are many types of leadership but little known is parent leadership – how parental skills are applied to the workplace. Libraries depend more on soft skills that facilitate work and advance an organization. How individuals work together in an organization is just as critical as the work they accomplish. This depends on the ability of employees to develop and utilize their soft skills complementing their technical skills and expertise. As leaders focus more on behavior, they may tap into their parenting techniques in order to coach, guide, direct, and resolve conflicts. While a leader may not be able to ground an employee or take away their TV watching privileges, they might find themselves resorting to similar techniques in their management.  相似文献   

9.
ABSTRACT

Transformational leadership is highly correlated with effective organizations and successful change, yet few studies of this leadership style exist in the library literature. This study examined perceptions of transformational traits in academic library leaders. The study asked academic librarians at 4 year institutions to rate their library's leadership using the Multifactor Leadership Questionnaire. While the librarians perceived their library leaders to be more transformational than transactional, the mean score for transformational leadership was middling, as were the scores for each of the transformational components. This could indicate a lack of change readiness in these libraries.  相似文献   

10.
ABSTRACT

Many libraries in the US and abroad have formed Sister Library partnerships with libraries in other regions of the world. Some have been very successful and are still ongoing; others have run their course once initial needs were met or the primary leaders retired or moved to other libraries. Few articles published on these partnerships discuss the successes and pitfalls from the perspective of the library administrator. In this article, the authors describe best practices from the point of library administration and how to develop a relationship that is long-lasting and successful.  相似文献   

11.
Abstract

Our guest columnist is Karl Bridges who has served in a variety of leadership roles in academic libraries. I have gotten to know Karl over the past few years as he was asked to serve in an interim dean role and then hired into the permanent dean positions. At the time, I was at the University of Wyoming and serving as a leader in sparsely populated state where everyone knows your name. Western leaders have to form a tight bond – there are fewer of us and the distances are great. But regardless of geographical situations, leaders need and depend on peer networks that provide a safe space for frank conversations and sharing ideas that help all libraries achieve their goals. Karl has dealt with changing university leadership, library transformations, and dire budget situations. Well, pretty much what every library leader must face. Despite these challenges, library leaders have an opportunity to make a real difference. Karl draws upon his years of experience to provide a thought piece about library leadership noting the complexity, the importance of leadership, and the real joy of making a difference in someone’s life. I hope you enjoy this raw look at leadership and that it reminds you of the purpose of leadership.  相似文献   

12.
This article frames the public library and its system of organization as rhetorical tools. By providing an historic overview of libraries and their formation, the author recognizes the severed connection between library systems and the field of rhetoric, specifically the rhetorical canon of memoria. He seeks to reconnect memoria to the public library by recognizing the place-based nature of both classical memoria and library classification systems. The implications, he contends, run deep in libraries as seemingly neutral entities shape collective memory and education. Finally, the author provides a section that focuses on how digital-age libraries could be shaped, maintained, and managed in a way that recognizes memory as a rhetorical tool that aids in knowledge formation.  相似文献   

13.
Habitual wayfinding is a revised wayfinding model for academic libraries, where there is a high percentage of repeat users. Using the unique spatial characteristics of a specific academic library, this study explores the wayfinding patterns of repeat users and evaluates the impact of patrons' travel habits on their library space usage. The GIS tool ArcMap is employed to visualize library traffic and detect potential patterns of habitual wayfinding. The impact of habitual wayfinding behaviors on library space usage is analyzed. Findings suggest that travel habits formed through past frequent actions can lead to consistent navigation preferences toward certain function units and significant usage differences even within the same function unit in a library. In addition to proposing this modified wayfinding framework and studying its relevance in explaining library space usage patterns, this study also makes a methodological contribution through a novel approach of detecting potential traffic patterns by visualizing routing data and quantifying its details at the route segment level. The framework, methodology, and findings have important implications for understanding space use in academic libraries and can be valuable to libraries considering conducting space evaluation and space rearrangement projects.  相似文献   

14.
数字时代图书馆管理危机   总被引：7，自引：0，他引：7  
在数字环境下,现代信息技术与网络技术的发展对我国各类图书馆的管理和发展带来新的要求和挑战。目前,我国图书馆管理中还存在着许多危机因素,尤其体现在图书馆领导者、组织结构、战略规划、制度建设等方面。因此,图书馆机构及其领导者需要提高管理能力、准确制定并实施发展战略、培育自身文化,并采取积极措施应对竞争,才能更好地适应数字化环境下图书馆的发展。  相似文献   

15.
Social network analysis (SNA) as theoretical framework and quantitatively oriented methodology offers public libraries and public library researchers an as-yet-unexplored way into their big data stories based on these library connections with their community. SNA offers library and information science researchers a methodology, and suggests a new research agenda, to better envision the relationships public libraries have with their communities both in-person and online by exploring the kinds of ties they have, how these ties lead to relationships, and how these relationships can be characterized. The quantitative orientation of SNA combined with its methods of data analysis in the forms of networks and hubs could give libraries the “hard” data they are so often in need of to demonstrate their value to their political leaders, and could uncover new directions in library use and library relationships.  相似文献   

16.
《图书馆管理杂志》2012,52(1):94-107
ABSTRACT

Academic research libraries can employ several approaches to advance the institutional mission. First, libraries can shift from goals focused on collections and traditional library services and instead align with their campus academic plan and an emphasis on supporting the institution's strategic initiatives. A second approach is for libraries to modify their organizational structures from being function-based on the tasks that traditional libraries performed (e.g., public services, technical services, collection development) and move instead toward organizational units that directly support their university's missions (e.g., undergraduate education; graduate and professional education; research, scholarship, and creative activity; and public engagement). The key is to have library staff engaged in work that contributes to vital institutional outcomes such as student success and faculty research productivity. Academic research libraries should also continue to work towards an assessment program that demonstrates the value of the academic research library in providing quality services that advance the institutional mission.  相似文献   

17.
《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   

18.
ABSTRACT

The objective of this research is to elucidate changes in strategy, organization, and operations in the field of public library management. It uses research methods based on detailed case analysis. This research focuses on cases involving U.S. public libraries and the Tokyo Metropolitan Library in Japan from the 1960s to the 2010s. It analyzes documents related to strategic management, organization, and operations collected through surveys and interviews with library directors and managers. This research illustrates (1) 11 core operations of public libraries, (2) transitions of basic organizational structures, (3) elements that cause differences between the U.S. and Japanese public libraries, and (4) primary elements that have impacts on public library management.  相似文献   

19.
Transparency     
ABSTRACT

Within organizations, employees often discuss the need for transparency but what exactly is transparency? Transparency is often linked with communication in an effort to create an organization that is more informed about decisions and processes creating a sense of employee engagement. But leaders are not able to operate in a completely open manner due to a variety of factors. What leadership activities can be conducted in a transparent manner and how is transparency balanced with confidentiality? Transparency is not just a leader responsibility but other managers and employees contribute to organizational transparency. This column will provide more insights into the complex issue of transparency within libraries.  相似文献   

20.
图书馆构建新型管理模式研究   总被引：43，自引：0，他引：43  
图书馆传统管理模式的弊端、外界环境的影响因素、变革的动力需求等,都强烈要求图书馆对原管理模式做出应变,构建现代图书馆的组织结构管理模式,如交叉管理、项目管理、学科管理、虚拟管理等。图4。参考文献11。  相似文献   

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