Leadership Reflections: Organizational Language

Leadership language communicates more than words. Leaders are able to use the power of language to not only articulate an organizational vision but to create excitement and support around that vision. Library leaders can model organizational values through speech strengthening a written policy into practice. Organizational culture is difficult to change but leaders can counter negative and deceptive messages into productive statements that help employees move forward to understand and embrace library strategic goals. How a leader chooses to use language to articulate a vision, advance organizational values, and to change organizational culture is critical. Ignoring language opportunities will hinder not only leader success but organizational success as well.     

Leadership Reflections: Resiliency in Library Organizations

Similar to individuals, organizations display characteristics that speak to qualities and abilities. Our guest writer, Lisa Bodenheimer, discusses a trait that is critical for library organizations during this period of constant change and transformation. Resiliency is the ability to rebound and flex as circumstances shift enabling an organization to thrive and adjust during difficult times. This skill is typically developed through experiences, but, as Ms. Bodenheimer outlines, organizations are able to strategize in order to build employee and organizational resilience. Such a proactive approach will enable a library organization to better weather challenging situations and times as difficulties will enviably occur. The following article provides practical suggestions for library organizations that will enable them to be more successful while leading and managing in a changing environment.     

Leadership Reflections: Leadership Paradoxes

Leadership faces a number of paradoxes that can be challenging and confusing, particularly as individuals take on new leadership roles. Employees want leaders to be decisive but participatory in decision making, focused on big pictures but contribute to detailed discussions, and engage but not micromanage. It is confusing as mixed messages are given to leaders and the opinions of employees vary, creating a situation in which it is difficult for leaders to fully understand employee expectations. Leaders not only need to understand these paradoxes but develop methods to balance employee expectations and communication strategies that help employees appreciate the balancing act that each leader must develop.     

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.     

Leadership Reflections: Leadership Skills for Knowledge Management

Knowledge management is a process that infuses knowledge and decision making across an organization. It not only encourages decision making based on data but also fosters communication among personnel for informed practices and processes. The social connections within an organization facilitate the formal structure and encourage personnel to share expertise, insights, and past experiences to inform decision making. Such a highly interactive organization requires leadership that supports and encourages knowledge management practices. A successful knowledge management organization depends on certain leadership characteristics in order to foster interactions that contribute to the processes. A variety of characteristics and patterns will offer leaders understanding on how to lead within a knowledge management library.     

Leadership Reflections: Advisory Bodies

An important component of librarianship is the connection between a library and its community. Advisory committees or boards are a valuable tools for a leader to manage this connection and provides a leader with external expertise that can make a significant impact on a library community. However, advisory bodies need to be established for specific purposes and require a significant time commitment to ensure that members are contributing in a meaningful way. There are cautions in working with advisory bodies but the benefits of tapping into the potential benefits are worth the time and effort in working with community volunteers.     

组织知识管理中的文化要素分析

从对知识的认识、调节个体知识与组织知识之间的关系、为知识价值的产生提供交互背景和决定组织对新知识的反应4个方面详细研究组织文化对组织知识管理的影响。     

图书馆组织文化研究

论述了图书馆组织文化对图书馆管理的必要性,指出组织文化是现代图书馆管理的新内容;对图书馆组织文化的内涵进行了剖析,提出构建图书馆组织文化的具体设想和实施途径,并对构建组织文化过程中应该注意的问题进行了分析。     

构建适应危机管理的图书馆组织文化

组织文化和危机管理是图书馆界研究的热点。文章论述了图书馆组织文化和图书馆危机管理的内涵、研究内容,并对两种理论进行了比较。认为二者可以结合起来,共同发挥作用,提出构建具有危机管理能力的图书馆组织文化,从精神层、制度层、物质层提出了一些将图书馆危机管理思想融入图书馆组织文化的途径和策略。     

组织文化与文化塑造——图书馆管理的视角转换

图书馆组织文化表现在三个方面,即物质环境、内部人际关系、价值观念和思维方式。图书馆组织文化要从共同目标、职业精神和职业道德着手设计。图书馆组织文化的培育是一个长期奋斗的过程。参考文献3。     

Library Partnerships and Organizational Culture: A Case Study

ABSTRACT

Uncovered in the course of a 2011 study looking at partnerships between academic and public libraries in Canada was a unique series of partnerships among a college library, public library, regional library system, and school district library system in Medicine Hat, Alberta. With little or no additional funding, these libraries have partnered to deliver library services beneficial to both their primary clients and the broader community. Through a case study of the libraries, it is possible to determine the value and the challenges of partnerships and the elements of organizational culture necessary for successful partnerships.     

基于组织文化的图书馆服务能力提升

图书馆组织文化是图书馆在长期工作过程中形成的“隐性”管理，文章从组织文化和图书馆服务基础入手，探讨了图书馆组织文化的内涵，提出了如何设计和塑造图书馆的组织文化以提升图书馆的服务能力。     

论图书馆组织文化与人力资源管理

剖析图书馆组织文化的内涵厦其特征，阐述图书馆组织文化对人力资源管理的协调功能，并结合我国图书馆的实际，探讨组织文化理论在图书馆人力资源管理中运用的几个问题。     

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.     

构建和谐的图书馆管理文化

论述了图书馆管理文化的三个层次及其内容,并结合中国管理文化背景,提出了现代图书馆管理文化体系及其结构。     

From Tech Services to Leadership

Whether or not uniform titles serve any useful purpose has been debated almost since their implementation in 1981 with the adoption of AACR2 (Anglo-American Cataloguing Rules. Second Edihon). The problems posed by a separate bibliographic record for each physical manifestation of the same intellectual work (e.g., original, reprint, microfilm) apply to some extent to all categories of material, but present special problems for union lists of serials. This article discusses these two problem areas of serials cataloging. A proposed solution to the multiple versions dilemma is also briefly discussed.     

Building a New Paradigm: Analysis of a Case Study in Organizational Change in Collection Management Using Bolman's and Deal's Four-Frame Model

In 2010, the Oregon State University Libraries implemented changes to its organizational structure to align itself better with the university and respond to the ongoing fiscal crisis. The Collections & Resource Sharing Department was created at that time. This case study describes and analyzes changes in collection management using the four frames in Bolman's and Deal's model: structural, human resources, political, and symbolic. The article concludes with a discussion of ongoing challenges that are likely to require greater use of the political and symbolic frames for planning and implementing further changes.     

合并高校图书馆组织文化的冲突与整合

合并高校的图书馆在合并后,面临着一系列的冲突,这些冲突大部分是由组织文化冲突引起的。因此,高校图书馆要想实现真正意义上的合并,首先必须对组织文化进行整合。论述了合并高校图书馆对组织文化进行整合的方式与方法。     

Collaborative Leadership at Ripon College

ABSTRACT

Lane Library's director left in 2002 during a time of financial uncertainty and administrative change at Ripon College. A temporary recommendation to utilize the talents of the remaining librarians to oversee the library until a new administration was in place was accepted by the librarians and the interim administration. After a great deal of research and discussion, the library implemented a permanent rotating chair model based on collaborative leadership to replace the position of Library Director.