Library and Information Center Management

Illustrations     xviiPreface     xxiAcknowledgments     xxvThe Web Site     xxviiIntroductionManaging in Today's Libraries and Information Centers     3The Importance of Management     4What Is Management?     6Who Are Managers?     6What Do Managers Do?     8Managerial Functions     8Managerial Roles     10What Resources Do Managers Use?     12What Skills Are Needed by Today's Managers?     13What Are the Differences in Managing in For-Profit and Not-for-Profit Organizations?     16Conclusion     17The Evolution of Management Thought     19Management in Ancient History     20The Effects of the Industrial Age on Management     22Classical Perspectives     22Scientific Management Movement     23Bureaucratic School     25Administrative Principles     26The Humanistic Approach     29Human Relations Movement     29Self-Actualizing Movement     30The Quantitative Approach     32The Systems Approach     33The ContingencyApproach     35The Learning Organization     35Summary     36Library and Information Center Management: The Historical Perspective     36Conclusion     38Change-The Innovative Process     41Factors Promoting Change     41Empowerment-An Agent of Change     46Paradigm Shift-Myth or Reality     48Organizing for Change     50Diagnosing Change     52Libraries as Open Systems     55Resistance to Change     58Conclusion     60PlanningPlanning Information Services and Systems     65Techniques and Tools     66Environment for Planning     66Planning Models     67The Planning Process     72Factors in Planning     73Time Frame     73Collecting and Analyzing Data     74Levels of Planning     75Flexibility     75Accountability     75Environmental Assessment     76Developing Standards and Guidelines     76Forecasting     76Theory Applications     78Management by Objectives (MBO)      78Total Quality Management (TQM)     80Policy Making     81Sources of Policy     83Effective Policy Development     84Implementing Policy     85Decision Making     86Steps in Making Decisions     87Group Decision Making     88Factors in Making Decisions     90Conclusion     91Strategic Planning-Thinking and Doing     93Planning Strategically     95Planning-The Outcome     96Environment-The Assessment     99Vision     107Values and Culture     107Mission     109Goals, Themes, and Directions     110Objectives, Initiatives, Pathways, and Strategies     111Activities, Tasks, and Initiatives     113Evaluation-Accountability in Action     113Planning Hierarchy-An Example     115Conclusion     117Marketing Information Services     118Marketing-A Strategic Component     119Marketing-The Audit     122Marketing-The Value Factor     124Communication-Promotion as a Basic Element      125Evaluating-Checks and Balances     127Conclusion     128OrganizingOrganizations and Organizational Culture     131Organizing     132What an Organization Is     133Organizational Structure     136Getting Started with Organizing     139Formal and Informal Organizations     142Libraries as Organizations     143Organization Charts     143Organizational Culture     147Getting to Know the Culture     151Conclusion     153Structuring the Organization-Specialization and Coordination     156Specialization     157Parts of an Organization     158Methods of Departmentalization     159Function     160Territory     161Product     162Customer     162Process     163Subject     164Form of Resources     165Summary     165The Hierarchy     165The Scalar Principle     167Power and Authority     168Delegation     169Centralization and Decentralization      170Unity of Command     172Span of Control     172Line and Staff Positions     174Coordination     176Coordinating Mechanisms     177Conclusion     179The Structure of Organizations-Today and in the Future     181Bureaucracies     182Mechanistic Organizations     185Organic Systems     185Modifying Library Bureaucracy     187Some Commonly Used Modifications     189Committees     189Task Force     189Matrix Organizational Structure     189Teams     192Reshaping the Library's Organizational Structure     193The Library Organization of the Future     197Conclusion     201Human ResourcesStaffing the Library     207The Increasing Complexity of Human Resources Management     209Types of Staff     210The LIS Education and Human Resource Utilization Policy     213The Organizational Framework for Staffing     216Job Descriptions     219Job Analysis     220Job Evaluation     222Recruitment and Hiring      224Filling Vacant Positions     225Attracting a Diverse Workforce     226Internal and External Applicants     227Matching the Applicant to the Position     228The Selection Process     229Interviewing the Candidate     229Background Verification     231Making the Hiring Decision     232Conclusion     233The Human Resources Functions in the Library     235Training and Staff Development     236Orientation     236Initial Job Training     237Training and Staff Development for Established Employees     240Performance Appraisals     241Why Appraisals Are Done     242When to Do Appraisals     243Who Does the Appraisals?     244Problems in Rating     246Methods of Performance Appraisal     246The Performance Appraisal Review Process     251The Performance Appraisal Interview     252Discipline and Grievances     254Firing or Termination     256Grievance Systems     256Employee Compensation     257Determination of Salary      258Development of a Salary Scale     259Salary Increases     260Recognition and Rewards     261Employee Benefits     262Conclusion     265Other Issues in Human Resource Management     267Human Resources Policies and Procedures     268Career Development     269Plateauing     272Mentoring     274Health and Safety Issues in the Library     275Physical Stress     276Job-Related Mental Stress     276Burnout     279Violence and Crime in the Workplace     280External Impacts on Human Resources-Legal Protections     282Equal Employment Opportunities     283The Civil Rights Act of 1964 and Other Important Federal Legislation     284Affirmative Action and Comparable Worth     285Sexual Harassment     289Unionization     291Conclusion     293LeadingMotivation     299The Human Element of the Organization     300Structuring the Human Element In Organizations     302Motivation     303The Content Models     305Maslow's Hierarchy of Needs     305Herzberg's Two-Factor Theory of Motivation     307McClelland's Need Theory     310The Process Models     311Adams's Equity Theory     311Vroom's Expectancy Theory     312Behavior Modification     314Goal-Setting Theory     315How Should Managers Motivate?     316Conclusion     319Leadership     321What Is Leadership?     322Managers and Leaders     322Leadership Qualities     323Exercising Power     323Presenting a Vision     325The Trait Approach to the Study of Leadership     326Behavioral Approaches to the Study of Leadership     327The University of Iowa Studies     328Ohio State Studies     328University of Michigan Studies     328Styles of Leadership     329Likert's Systems of Management     329The Leadership Grid     330Transformational/Transactional Leadership     332Situational or Contingency Models of Leadership     332Fiedler's Leadership Contingency Model     333Path-Goal Theory of Leadership      333Leadership in the Twenty-First Century     337The Leadership Challenge     338Developing Leadership     340Ethics     346Ethics in Modern Organizations     347Ethics-A Definition     347The Importance of Ethics     349The Ethical Information Professional     351Problematic Ethical Situations     353Tools for Ethical Decision Making     355Normative Ethical Frameworks     355Codes of Ethics     357Other Frameworks for Ethical Decision Making     357Ethics Training     359Guidelines for Mangers to Promote Ethical Behavior     360Conclusion     361Communication     363The Importance of Communication     364A Model of Communication     364Organizational Communication     366Types of Communication     367Written Communication     368Oral Communication     369Nonverbal Communication     369Communication Flows     371Downward Communication     371Upward Communication     372Horizontal Communication      373Changing Flows of Communication     374Virtual Communication     374Informal Organizational Communication     375The Grapevine     375Managing by Walking Around     376Conflict     377Results of Conflict     380Managing Conflict     381Conclusion     382Participative Management and the Use of Teams in Libraries     385Participative Management     386Why Empower Employees?     388Levels of Participation     390Teams in Organizations     391The Use of Teams in Libraries     392Characteristics of Effective Teams     395Stages of Team Development     396Basic Steps in Team Building     398The Roles People Play in Teams     399Team Communication     401The Future of Work Teams in Libraries     401Contingency Approach to Leading     402Conclusion     404CoordinatingMeasuring, Evaluating, and Coordinating Organizational Performance     409Measuring and Evaluating     410Performance Indicators     412Coordinating and Controlling      413Requirements for Control     413Techniques for Evaluating Activities     416Developing Standards     416Measuring Performance     416Correcting Deviations     418Evaluating Efforts     419Tools of Coordination     421Cost-Benefit Analysis     421Benchmarking     423Program Evaluation and Review Techniques (PERT)     424Balanced Scorecard     426LibQUAL+     427Management Information Systems (MIS)     428Decision Support Systems (DSS)     429Time-and-Motion Studies     429Operations Research     430Knowledge Management     431Monitoring Programs for Results and Accountability     432Monitoring     432Accountability     433Conclusion     434Fiscal Responsibility and Control     437Budgets-Planning and Evaluation Tools     438The Funding Process     440Fund-Raising Efforts     441The Budgeting Process     442Budgeting Techniques     443Line-Item Budgeting     444Formula Budgeting     447Program Budgeting     448Performance Budgeting     448Planning, Programming, and Budgeting System (PPBS)     450Zero-Based Budgeting (ZBB)     452Techniques for Financial Allocation     455Entrepreneurial Budgeting     455Allocation Decision Accountability Performance (ADAP)     456Best, Optimistic, and Pessimistic (BOP)     456Responsibility Center Budgeting     456Bracket Budgeting     457Software Applications     457Accountability and Reporting     458Conclusion     459Managing in the Twenty-First CenturyManagers: The Next Generation     463Managing in Today's Organizations     465The New Generation of Managers     465Deciding to Become a Manager     467Skills Needed by Managers     470Acquiring Management Skills     471On-the-Job Opportunities     472Continuing Education     473Conclusion     474Index     477