Library and Information Center Management » (7th Edition)

ROBERT D. STUEART is International Consultant on Strategic Planning for Information Services and for Educational Program Development in Information Management. He is Dean and Professor Emeritus, Graduate School of Library and Information Science, Simmons College. He has received ALA's Melvil Dewey Medal, the OCLC-Humphrey's Award for International Librarianship, and the Beta Phi Mu Award.

BARBARA B. MORAN is Professor, School of Information and Library Science, University of North Carolina, Chapel Hill.

The latest edition of this management classic sports a fresh new look to complement its updated content. It continues to cover all of the important functions involved in library management and development. New chapters on marketing, team building and ethics have been added; thought provoking mini-cases and other activities introduced or expanded; and more international materials referenced than ever before. A perennial favorite in the classroom, an invaluable reference source for information managers everywhere.

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