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Table of Contents Figures and Tables Preface Acknowledgments The Website Section 1: Introduction 1 Managing in Today¿s Library and Information Centers The Importance of Management What is Management? Who are Managers? What do Managers Do? Managerial Roles What Resources Do Managers Use? What Skills Are Needed by Today¿s Managers? What are the Differences in Managing in For-Profit and Not-for-Profit Organizations? Conclusion 2 Evolution of Management Thought Management in Ancient History The Effects of the Industrial Age on Management Classical Perspectives Scientific Management Movement Bureaucratic School Administrative Principles The Humanistic Approach Human Relations Movement Self-Actualizing Movement The Quantitative Approach The Systems Approach Contingency Approach The Learning Organization Summary Library and Information Center Management: The Historical Perspective Conclusion 3 Change ¿ The Innovative Process Factors Promoting Change Empowerment¿An Agent of Change Paradigm Shift¿Myth or Reality Diagnosing Change Libraries as Open Systems Conclusion Section 2: Planning 4 Planning Information Services and Systems Techniques and Tools Environment for Planning Planning Models The Planning Process Factors in Planning Time Frame Collecting and Analyzing Data Levels of Planning Flexibility Accountability Environmental Assessment Developing Standards and Guidelines Forecasting Theory Applications Management by Objectives (MBO) Total Quality Management (TQM) Policy Making Sources of Policy Effective Policy Development Implementing Policy Decision Making Steps in Making Decisions Group Decision Making Factors in Making Decisions Conclusion 5 Strategic Planning¿ Thinking and Doing Planning Strategically Planning¿The Outcome Environment¿The Assessment Vision Values and Culture Mission Goals, Themes and Directions Objectives, Initiatives, Pathways and Strategies Activities, Tasks, and Initiatives Evaluation¿Accountability in Action Planning Hierarchy¿An Example Conclusion 6 Marketing Information Services Marketing¿A Strategic Component Marketing¿The Audit Marketing¿The Value Factor Communication¿Promotion as a Basic Element Evaluating¿Checks and Balances Conclusion Section 3: Organizing 7 Organizations and Organizational Culture Organizing What an Organization Is Organizational Structure Getting Started with Organizing Formal and Informal Organizations Libraries as Organizations Organization Charts Organizational Culture Getting to Know the Culture Conclusion 8 Structuring the Organization ¿ Specialization and Coordination Specialization Parts of an Organization Methods of Departmentalization Function Territory Product Customer Process Subject Form of Resources Summary The Hierarchy The Scalar Principle Power and Authority Delegation Centralization and Decentralization Unity of Command Span of Control Line and Staff Positions Coordination Coordinating Mechanisms Conclusion 9 Types of Formal Organizations ¿ Today and in the Future Bureaucracies Mechanistic Organizations Organic Systems Modifying Library Bureaucracy Some Commonly Used Modifications Committees Task Force Matrix Organizational Structure Teams Reshaping the Library¿s Organizational Structure The Library Organization of the Future Conclusion Section 4: Human Resources 10 Staffing the Library The Increasing Complexity of Human Resources Management Types of Staff ¿LIS Education and Human Resource Utilization¿ Policy Job Descriptions Job Analysis Job Evaluation Recruitment and Hiring Filling Vacant Positions Attracting a Diverse Work Force Internal and External Applicants Matching the Applicant to the Position The Selection Process Interviewing the Candidate Background Verification Making the Hiring Decision Conclusion 11 The Human Resources Functions in the Library Training and Staff Development Orientation Initial Job Training Training and Staff Development for Established Employees Performance Appraisals Why Appraisals Are Done When to Do Appraisals Who Does the Appraisals? Problems in Rating Methods of Performance Appraisal The Performance Appraisal Review Process Performance Appraisal Interview Discipline and Grievances Firing or Termination Grievance Systems Employee Compensation Determination of Salary Development of a Salary Scale Salary Increases Recognition and Rewards Employee Benefits Conclusion 12 Other Issues in Human Resource Management Human Resources Policies and Procedures Career Development Plateauing Mentoring Health and Safety Issues in the Library Physical Stress Job-Related Mental Stress Burnout Violence and Crime in the Workplace External Impacts on HR¿Legal Protections Equal Employment Opportunities The Civil Rights Act of 1964 and Other Important Federal Legislation Affirmative Action and Comparable Worth Sexual Harassment Unionization Conclusion Section 5: Leading 13 Motivation The Human Element of the Organization Structuring the Human Element in Organizations Motivation The Content Models Maslow¿s Hierarchy of Needs Herzberg¿s Two-Factor Theory of Motivation McClelland¿s Need Theory The Process Models Adams Equity Theory Vroom¿s Expectancy Theory Behavior Modification Goal-Setting Theory How Should Managers Motivate? Conclusion 14 Leadership What is Leadership? Managers and Leaders Leadership Qualities Exercising Power Presenting a Vision The Trait Approach to the Study of Leadership Behavioral Approaches to the Study of Leadership The University of Iowa Studies Ohio State Studies University of Michigan Studies Styles of Leadership Likert¿s Systems of Management The Leadership Grid Transformational/Transactional Leadership Situational or Contingency Models of Leadership Leadership Contingency Model Path-Goal Theory of Leadership Leadership in the 21st Century The Leadership Challenge Developing Leadership 15 Ethics Ethics in Modern Organizations Ethics¿A Definition The Importance of Ethics The Ethical Information Professional Problematic Ethical Situations Tools for Ethical Decision Making Normative Ethical Frameworks Codes of Ethics Other Frameworks for Ethical Decision making Ethics Training Guidelines for Mangers to Promote Ethical Behavior 16 Communication The Importance of Communication A Model of Communication Organizational Communication Types of Communication Written Communication Oral Communication Nonverbal Communication Communication Flows Downward Communication Upward Communication Horizontal Communication Changing Flows of Communication Virtual Communication Informal Organizational Communication The Grapevine Managing by Walking Around Conflict Results of Conflict Managing Conflict Conclusion 17 Participative Management and the Use of Teams in Libraries Participative Management Why Empower Employees? Levels of Participation Teams in Organizations The Use of Teams in Libraries Characteristics of Effective Teams Stages of Team Development Basic Steps in Team Building The Roles People Play in Teams Team Communication The Future of Work Teams in Libraries Contingency Approach to Leading Conclusion Section 6: Coordinating 18 Measuring, Evaluating and Coordinating Organizational Performance Measuring and Evaluating Coordinating and Controlling Requirements of Control Techniques for Evaluating Activities Developing Standards Measuring Performance Correcting Deviations Evaluating Efforts Tools of Coordination Cost Benefit Analysis Benchmarking Program Evaluation and Review Techniques (PERT) Balanced Scorecard LibQUAL?(TM) Management Information Systems (MIS) Decision Support Systems (DSS) Time and Motion Studies Operations Research Knowledge Management Monitoring programs for Results and Accountability Accountability Conclusions 19 Financial Responsibility and Control Budgets¿Planning and Evaluation Tools The Funding Process Fund Raising Efforts The Budgeting Process Budgeting Techniques Line Item Budgeting Formula Budgeting Program Budgeting Performance Budgeting Planning Program Budgeting (PPBS) Zero-Based Budgeting (ZBB) Techniques for Financial Allocation Entrepreneurial Budgeting Allocation Decision Accountability Performance (ADAP) Best, Optimistic, and Pessimistic (BOP) Responsibility Center Budgeting Bracket Budgeting Accountability and Reporting Conclusion Section 7: Managing in the 21st Century 20 Managers: The Next Generation Managing in Today¿s Organizations The New Generation of Managers Deciding to Become a Manager Skills Needed by Managers Acquiring Management Skills On the Job Opportunities Continuing Education Conclusion
Library of Congress Subject Headings for this publication:
Library administration -- United States.
Information services -- United States -- Management.