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.     

高校图书馆流通部"小事"之我见

高校图书馆流通部的“小事”不少;要善于去发现、解决这些“小事”,关键在于工作责任心;而工作责任心高低如何,将会直接影响着图书馆形象的树立和地位的提高。     

Dependency and Autonomy: Strategies for a Leader’s First 90 Days

Abstract

Rather than reinventing the wheel for each new position, leaders in libraries may choose to rely on heuristics that leading thinkers in organizational theory have pointed out exist in many organizational settings. One of the central concerns they have elucidated is the dynamic between dependency and autonomy, which are ways of understanding a main theme in the narrative the organization is telling about itself in direct and indirect ways. This column adapts this framework to a new leader’s first few months on the job in order to highlight organizational signals or tells that would key the new leader into how dependency and autonomy exist as a balance.     

Leadership Reflections: Who Are Your Peeps?

Leaders need to surround themselves with colleagues, mentors, and individuals who will support, challenge, and encourage development. Forming a network will aid a library leader in their individual growth as well as provide informal consultants who can see the broader pictures or tease out an issue that might not be evident to the leader. Colleagues who share the same vision or goals will encourage each other and provide support during personal and professional challenges. A library leader should be strategic about selecting and curating a network that will meet a variety of needs as well as being a resource. Doing so, a leader will have a sounding board to consider ideas and strategies while gaining different perspectives. The end result is that a library leader will build professional relationships that will enhance personal and professional success.     

Interim Leadership

ABSTRACT

Leadership training tends to focus on development and performance of leadership skills with the implied understanding that the position is permanent or the appointment is formalized. Yet organizations require temporary leaders during leadership gaps but there is limited information on serving in an acting role or for a short period of time. Serving as an interim leader has unique challenges and opportunities but several considerations should be made to make this a positive experience providing smooth transitions for an organization.     

Designing User-Centered Discovery and Access Services for Enhanced Virtual User Experience

In 2010, the Technical Services Department at the University of Nevada, Reno Libraries established its top strategic direction to understand users’ workflows and strive to build seamless information access services around their workflows. To advance this strategic direction, an innovative reorganization was implemented within Technical Services by creating a new Knowledge Access and Discovery (KAD) Librarian position and forming a new Design and Discovery (DD) department from existing staff. In this session, the presenters discussed the shift to user-centered services, the roles of the KAD Librarian and the new DD department, their projects and initiatives, and how they work with the library-wide cross-departmental Virtual User Experience Committee to meet the Internet-fueled do-it-yourself (DIY) mindset of today’s library users.     

Great expectations: Adapting a research agenda to changing scholarship requirements

When leaving initial professional librarian positions to join new organizations, the authors considered several common factors: salaries and benefits, livability of potential cities, and new colleagues. However, thriving early- and mid-career librarians taking the step into different roles must be able to navigate one less commonly discussed aspect of a workplace transition: differing expectations of original research among institutions and according to job classification.When moving from one tenure track position to another, librarians are likely to encounter different formal tenure requirements and support mechanisms at a new institution. Small universities might weigh the successful completion of day-to-day duties more heavily, with less emphasis on research output. Often larger research institutions are the inverse, with a much heavier emphasis on what research is published or presented, and where. Since expectations can be informally relayed and not expressly stated in job postings or during interviews, understanding an employer's idea of what constitutes significant scholarship is often developed over the course of the first year at an organization.This column will discuss the two main characteristics that typically inform expected research output: the type of institution for which the librarian works and the classification of the individual's position. The authors draw on recent experiences assessing different research expectations when changing employers, as well as current research on the topic. Expectations can also change moving from non-research-intensive positions into tenure-track or continuing-status-eligible positions at the same institution, and librarians in these situations often will have to deal with differing expectations around output metrics or impact factors in their research. Successful librarians changing roles will recognize that research expectations are a continuum, and will be able to assess where their current job falls on the library research spectrum. Once readers determine whether their new position requires a low, medium, or high level of scholarship and service, they can then strategize to adapt their existing agenda to meet expectations.Lastly, the column will help early- and mid-career librarians identify and assess the resources and support available to assist them in continuing their research agendas, regardless of positional research and scholarship expectations. Formal mentors, peer researchers in one's professional network, and new colleagues can all help with the stated and informal expectations of research.     

Leadership Reflections: Parent Leadership

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.     

SERIALS DEPARTMENTS

Because tasks and materials related to serials processing and use are often dispersed in a library, serials specialists must develop personal influence strategies and use informal communication systems that cross organizational lines and boundaries. In the absence of a serials department, therefore, serials specialists and informal serials communication systems will continue to exist. There is wide agreement that informal communication systems do emerge spontaneously in organizations and that individuals without formally conferred authority may use various types of personal influence strategies to accomplish organizational objectives. While serials processing and public service could be most efficiently handled through a serials department, informal communication systems, utilized by serials specialists, will develop if such a department does not exist. In determining if a serials department has a place in a particular library organization, library planners should be concerned about natural communication channels and should, in addition, try to identify individuals who can communicate effectively across organizational barriers.     

浅议高校图书馆日常工作中的"小事"

高校图书馆日常工作中“小事”不少，要勤于发现，解决这些“小事”，其关键在于高度的责任心；而工作责任心的强与否，将会直接影响着图书馆形象和地位的提高。     

寻求传统与现代的完美结合--谈图书馆电子资源与纸质资源的混合组织与利用

图书馆中存在着电子资源和纸质资源在组织与利用方面的分离现象,文章分析了造成这种现象的原因,提出了通过改变图书馆机构设置和阅览模式,来实现两种资源在物理空间及网上虚拟空间的混合组织与利用,以促进读者的信息获取和利用。     

A Telecommuting Interlibrary Loan Librarian's Experience: The Views of Both the Telecommuter and the On-Site Supervisor

Because of the changing world of librarianship and the introduction of new technologies, telecommuting has become an innovative option for certain jobs in the library. Telework gives an organization the opportunity to retain skilled employees and cut the costs of recruiting, selection, and training of a new employee. There are certain tasks in the workflow of the interlibrary loan department that could permit an employee to work from a distance. This is specifically due to resource sharing management systems such as ILLiad. Florida Atlantic University decided to retain an interlibrary loan employee who had to relocate and try telecommuting on a trial basis. This paper details the employee's experiences.     

Information Resources Centers for Community-Based Organizations: A Field Study of an AIDS-HIV Service Agency

SUMMARY

The culture and structure of each organization are unique. A successful fee-based service will take into account the critical features of its own organization, understanding that strong internal support will be vital for long-term success. Whether the business environment is local, regional, or global, an information provider must understand the overall needs of that environment and be able to satisfy them. Providing services for which costs are not fully recoverable may attract business but be unsustainable in the long run; finding and developing the right niche will build a solid base and lead to long-term success. This paper addresses these issues and identifies strategies for success in both internal and external environments. Since neither environment is static, the issues should be re-examined frequently; since neither environment exists totally independent of the other, it will be beneficial to take advantage of the situations where they overlap or exert influence on each other.     

网格技术将推动知识管理革命

正在兴起的网格技术 ,为人们对知识信息的需求由文本单元向知识单元深度发展提供了实现的可能性 ,同时也要求人类采用新的知识组织方式来建立知识管理的大平台。它将改变人类知识生产、知识传播、知识创新、知识分配的传统方式。传统的图书馆学、情报学已难以完成新的历史任务 ,网格技术将会对知识管理带来革命 ,并将引发知识管理学的诞生。     

创建学科服务基地 助力创新服务起航——杭州师范大学图书馆学科服务实施与推广实践

以杭州师范大学图书馆创建学科服务基地为例,介绍如何巧用组织关系、营造宣传氛围、搭建互动平台、开拓沟通渠道、打造服务品牌,确保学科服务成功破冰和顺利起航。     

Chapter 7: Governing Policies for Interlibrary Loan

Abstract

The incorporation of medical library services in an academic library will bring about substantial changes, and should include the review of the impact of this transition on each individual department. The use of electronic systems to request and deliver Interlibrary Loan documents has evolved gradually in the past twenty years, and affects medical libraries in unique ways. The electronic submission, publication and access to biomedical journal articles are still changing constantly, and contribute to new challenges in interlibrary borrowing and lending. This article focuses on new developments. It includes instructions on how a library can prepare to incorporate a new dimension of service in the midst of these changes.     

Leadership Reflections: Extrovert and Introvert Leaders

Leadership calls for the ability to work well with people, communicate with stakeholders, participate in and lead meetings, and often public speaking. As a leader advances within an organization, expectations increase for the individual to engage with others as leaders spend more time working with colleagues and stakeholders to advance the organization. These expectations tend to favor extroverts in leadership roles but organizations may overlook the strengths of introverts as leaders losing out on the potential for effective management. An understanding of the strengths and weaknesses of personality types will help individuals as well as organizations in developing leadership in order to achieve organizational goals.     

Long Term Vision Creates Perspective

Column Editor's Note. Leaders need to develop long term perspectives if they are to be successful in leading their organizations into the future. A vision is a good start but the leader needs to be able to anticipate developments, opportunities, changes, and finances if they are to guide their organization through a changing landscape. Successful leaders are able to develop insights into the future and position their organization to positively interact with their environment. While some of these skills are intuitive, leaders are able to develop a long term perspective through several strategies. Interested authors are invited to submit articles for this column to the editor at farrell@uwyo.edu.     

生态型高校图书馆组织的构建

进入数字化信息时代,强大的搜索引擎为读者提供了海量信息,动摇了图书馆文献中心的传统地位;而高层次人才不断加盟高校图书馆又对图书馆原有的组织管理模式提出了挑战。通过组织文化变革、核心能力的培育和开发、组织要素功能的增强可以构建一个有目的的、开放的生态型图书馆组织,以应对目前高校图书馆所面临的内外环境的挑战。