Leadership in Academic and Public Libraries. A Time of - download pdf or read online

By Petra D??ren

In a time while libraries need to face consistent switch, this e-book presents examples and advises on tips on how to lead while switch is required (for instance, while caliber administration is applied or while libraries need to merge or to relocate). attractive with how consistent switch impacts management in libraries and the way leaders in libraries act in occasions of switch, this ebook is geared toward practitioners and scholars of Library and knowledge technology (LIS) alike, and is predicated on either conception and professional interviews from leaders in educational and public libraries which are within the midst, or at the moment are popping out of a means of change.

  • Provides useful options for genuine swap events and difficulties in libraries
  • Includes specialist interviews
  • Written via a professor with 9 years event as a member the administration group for the German nationwide Library of technology and Technology

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Extra info for Leadership in Academic and Public Libraries. A Time of Change

Example text

Instead the departmental experts were asked to explain their work processes and procedures so that the quality management coordinator could represent them in a data flow diagram. He tried to show the others that they were the experts and that they ought to look upon his asking for explanations as a kind of internal audit, not as a chance for the quality management coordinator or the management to keep tabs on everyone working in the library. 3 Communication style and tools Even if the 30 people working in this library represented a manageable group, the top management and the quality management coordinator decided to use a pyramid style for the communication process.

62 Merging libraries and implementing quality management Before the merger process started the library’s new management was announced and from that moment on was responsible for this deliberate large-scale change project. The director of this new, merged academic library has been appointed by the presteering group of the university. The library has made a proposal for the new heads of services and the university has accepted this without any changes. During this time a lot of the old heads of services were retiring so making a radical restructuring quite easy.

In the end those team members received more attention than the staff from her old district library. While she already knew the latter and their ideas, she had to find out what the new team members thought of and hoped for their positions in the new library. That most of these wishes could be fulfilled was good for the change process and the new team that needed to be built. 4 After the change project For most of the team members the new district library had little negative effect on their tasks, working hours or the journey to and from work.

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