A Library Staff Becomes a Team

Abstract

The staff of the Management & Economics Library of the Krannert Graduate School of Management at Purdue University used group problem solving techniques developed by The Institute of Cultural Affairs (ICA) to redesign the floor plan of the circulation, periodicals, and reference areas of the library to best utilize the space. The ToP^tm (Technology of Participation) planning process utilizes visualizing, brainstorming, and clustering of ideas. Its planning process consists of five workshops: mapping out the practical vision; analyzing the underlying contradictions; setting the strategic directions; designing the systematic action plan; and drawing up the implementation timeline. Each of these workshops is described in part one of this article. Part two describes the implementation of the changes and includes a list of changes, their associated costs, and goals they accomplished. The appendix includes before and after floor plans     

构建学习型图书馆建设一流团队 ——长春图书馆人才队伍建设的实践与体会

结合长春图书馆人才队伍建设的实践,从构建人力资源结构体系、打造求实创新人才队伍两个层面,提出以人为本,以共同的文化理念为基础,以因才施用为动力的人才培养机制,为图书馆的事业发展提供内动力。     

Finding the Answers to Legal Questions: A How-To-Do-It Manual. Tucker,Virginia, and Lampson,Marc

Abstract

In an effort toward establishing a standard for academic library hours, this article surveys and compares hours of operation and service for ARL libraries and IPEDS survey respondents. The article ranks the ARL libraries according to hours of operation and reference hours and then briefly discusses such issues as libraries offering twenty-four hour access and factors affecting service hour decisions.     

Library Finances 101: Developing Workplace Financial Literacy in Your Staff and Institution

Workplace financial literacy educates the entire library staff on the financial and business aspects of the library. It is more than a budget workshop or vocabulary list. It is a vital part of the successful management of a modern library. Sharing financial information and developing an open culture encourages and enables staff to use financial and managerial information to improve the operations and functions of the library. The result is informed and engaged staff members who are fully vested in and take responsibility for the success of the library.