The library manager's deskbook : 102 expert solutions to 101 common dilemmas

목차 (Table of Contents)

• CONTENTS
• Preface = xiii
• Acknowledgments = xv
• How to Use This Deskbook = xvii
• PART I
• Communication Issues = 1
• CHAPTER 1: (Mis) Communication = 1
• QUESTION 1: Why Does Communication So Often Break Down? = 1
• QUESTION 2: How Can Staff Members Ensure That Others Really Listen to What They Have to Say? = 2
• QUESTION 3: Why Is the Library Manager Often the Last to Know about "Bad News"? = 3
• QUESTION 4: How Do New Staff Members Acquire the Information They Need to Perform Their Jobs Effectively? = 4
• QUESTION 5: How Can the "Grapevine" Be Cultivated to Keep the Manager Better Informed? = 6
• QUESTION 6: What Can "Body Language" Tell Others? = 7
• CHAPTER 2: Patron and Staff Diversity = 10
• QUESTION 7: How Can Library Managers Respond to the Diversity of Their Patrons? = 10
• QUESTION 8: What Marketing Practices Are Required to Attract Minority Groups to the Library? = 11
• QUESTION 9: What Communication Techniques Are Required to Serve Minority Groups? = 13
• QUESTION 10: What Are the Library's Obligations in Recruiting Minority Applicants? = 14
• QUESTION 11: How Can Library Managers Successfully Retain a Diversified Staff? = 16
• CHAPTER 3: Personality Differences, Conflicts, and Creativity = 19
• QUESTION 12: How Do Staff Members Differ in Their Views of Fairness and Justice? = 19
• QUESTION 13: How Do Individual Differences in Thinking Styles Affect the Workplace? = 20
• QUESTION 14: What Is Intuition and How Does It Influence the Quality of Decisions? = 21
• QUESTION 15: How Should Conflicts among Staff Members Be Resolved? = 22
• QUESTION 16: How Can Library Managers Foster Creativity? = 23
• QUESTION 17: What Happens When Groups Are So Cohesive That Even Constructive Conflict Is Avoided? = 24
• CHAPTER 4: Power Use and Abuse = 26
• QUESTION 18: What Does "Power" Have to Do with Library Management? = 26
• QUESTION 19: Which Power Base Should the Library Manager Use? = 27
• QUESTION 20: How Can the Library Manager Determine Which Power Base Is Being Used? = 28
• QUESTION 21: How Can Using the Reward Power Base Backfire? = 29
• QUESTION 22: What Factors Diminish or Enhance the "Personal" Power Bases of Expertise and Reward? = 30
• Professional Issues = 34
• CHAPTER 5: Letting Professionals Be Just That = 34
• QUESTION 23: Exactly Who Is a "Librarian"? = 34
• QUESTION 24: Can Professionals Be Dually Committed to Both Their Employing Library and the Library Field? = 35
• QUESTION 25: How Do Issues of Professionalism Influence Managerial Activity in the Library? = 36
• QUESTION 26: How Should a Library Be Designed to Best Accommodate Professionals? = 38
• QUESTION 27: What Types of Problems Might Be Encountered When Library Professionals Are Excluded from Problem Diagnosis? = 40
• QUESTION 28: How Can Branch Managers Be Given the Autonomy They Need to Operate Effectively? = 42
• CHAPTER 6: Supervising the Support Staff = 45
• QUESTION 29: Who Are "Paraprofessionals" and Why Are They Important in the Library Setting? = 45
• QUESTION 30: How Should Library Employees Who Don't Possess an MLIS Degree Be Referred To? = 46
• QUESTION 31: How Can Library "Professionals" Be Distinguished from "Paraprofessionals"? = 47
• QUESTION 32: How Can Paraprofessionals Be Motivated in a Library Setting? = 48
• QUESTION 33: How Might the Jobs of Paraprofessionals Be Enriched? = 51
• QUESTION 34: How Should Library Volunteers Be Managed? = 53
• CHAPTER 7: Career Management = 56
• QUESTION 35: Does Mentaring Help with Career Advancement? = 56
• QUESTION 36: Why Do Supervisors Give Some Employees Exceptional Treatment? = 57
• QUESTION 37: What Are the Career Stages through Which Librarians Typically Progress? = 58
• QUESTION 38: What Are Some Alternative Career Paths Available to Librarians? = 59
• QUESTION 39: What Are the Common Coping Strategies Adopted by Plateaued Librarians? = 60
• QUESTION 40: How Can Library Administrators Help Staff Members Deal with Burnout and Career Plateauing? = 62
• Employment Issues = 65
• CHAPTER 8: Making the Roles Clear = 65
• QUESTION 41: What Information Should Be in a Job Description? = 65
• QUESTION 42: How Can Job Descriptions Benefit Both Employees and Library Managers? = 68
• QUESTION 43: Why Is There Often Resistance on the Part of Library Employees to Completing and Using Job Descriptions? = 69
• QUESTION 44: How Can the Development of Job Descriptions Assist the Library in Complying with the Americans with Disabilities Act (ADA) of 1990? = 70
• QUESTION 45: How Can the Development of Job Descriptions Assist the Library in Complying with Other Important Employment Legislation? = 72
• CHAPTER 9: Hiring the Right Person for the Job = 74
• QUESTION 46: What Activities Should Take Place before Screening Job Applicants? = 74
• QUESTION 47: What Questions Should Not Be Asked of Candidates Applying for Positions in the Library? = 76
• QUESTION 48: Is It Legal to Require Candidates for a Professional Librarianship Position to Have Obtained an MLIS Degree? = 78
• QUESTION 49: What Can and Should a Library Manager Say When Serving as a Reference for a Previous Employee? = 79
• QUESTION 50: What Is "Discrimination" and How Can It Be Avoided during the Selection Process? = 81
• CHAPTER 10: Complying with "Implied Contracts" = 84
• QUESTION 51: Given That Employee Manuals May Be Interpreted as "Implied Contracts," What Information Should They Contain? = 84
• QUESTION 52: How Should the Contents of Employee Manuals Be Communicated to Employees? = 86
• QUESTION 53: What Should the Library Manager Do If the Rules in an Employee Manual Are Broken? = 88
• QUESTION 54: What Are the Most Common Steps in Progressive Discipline? = 89
• QUESTION 55: Can a Library Manager Be Charged with Wrongful Termination for Discharging a Staff Member "at Will"? = 89
• QUESTION 56: What Are the Legal Limitations on Attempts to Ensure Contractual Compliance through Electronic Surveillance or Monitoring? = 90
• CHAPTER 11: Work Scheduling That Works = 93
• QUESTION 57: How Can the Library Manager Schedule So That Employees Have the Flexibility Needed to Fulfill Nonwork Obligations? = 93
• QUESTION 58: What Dysfunctional Outcomes Are Associated with Ineffective Scheduling? = 95
• QUESTION 59: What Are the Positive and Negative Aspects of Employee Turnover? = 96
• QUESTION 60: Should the Library Manager Attempt to Control "Moonlighting" by Staff Members? = 97
• QUESTION 61: Should a Library Give Special Attention to the Child-Care Needs of Staff Members? = 99
• Personnel Issues = 101
• CHAPTER 12: Potential Pitfalls in Performance Evaluations = 101
• QUESTION 62: Why Are Performance Appraisals So Often Met with Resistance? = 101
• QUESTION 63: Why Should Performance Appraisals Be Conducted at All? = 102
• QUESTION 64: Who Should Evaluate Staff Member Performance? = 102
• QUESTION 65: What Aspects of Staff Member Performance Should Be Evaluated? = 103
• QUESTION 66: How Can Personal Bias on the Part of the Evaluator Be Minimized during the Appraisal Process? = 105
• CHAPTER 13: Finding Value in Performance Evaluations = 109
• QUESTION 67: Should Pay Be Based on Performance Evaluations? = 109
• QUESTION 68: What Laws Should the Library Manager Be Aware of When Determining Compensation? = 110
• QUESTION 69: How Can Performance Evaluations Direct Training Initiatives? = 111
• QUESTION 70: What Educational Programming Should Supplement On-the-Job Training? = 112
• QUESTION 71: How Can the Library Manager Determine If Training Initiatives Are Successful? = 113
• QUESTION 72: What Effect Might Library School Closings Have on the Profession? = 115
• CHAPTER 14: Unionization = 118
• QUESTION 73: What Factors Encourage or Discourage Library Employees from Seeking Unionization? = 118
• QUESTION 74: To What Extent Do Librarians Believe That Union Membership Is Incompatible with Professionalism? = 119
• QUESTION 75: What Labor Relations Laws Should the Library Manager Facing Unionization Understand? = 120
• QUESTION 76: What Rights Do Library Staff Members Have during a Union Organizing Campaign? = 121
• QUESTION 77: What Issues Have to Be Negotiated with Unions during Collective Bargaining? = 123
• QUESTION 78: In Case of Negotiation Breakdowns, What Techniques Can Be Used to Avert a Strike? = 124
• QUESTION 79: What Factors Encourage Employees to File Grievances against the Library and Its Management? = 126
• Liability Issues = 127
• CHAPTER 15: Unethical Behavior = 127
• QUESTION 80: What Constitutes Sexual Harassment in the Library Setting? = 127
• QUESTION 81: How Can a Manager Eliminate Sexual Harassment in the Library Environment? = 128
• QUESTION 82: What Moral Philosophies Are Used for Making Ethical Decisions and How Does Morality Develop? = 130
• QUESTION 83: How Can Library Managers Be Encouraged to Make Ethical Decisions? = 131
• QUESTION 84: How Does the Library's Professional Association Address the Problem of Unethical Behavior? = 133
• CHAPTER 16: Managing Risk and Change = 136
• QUESTION 85: What Should a Library Manager Do in Preparation for a Natural Disaster? = 136
• QUESTION 86: How Should a Library Manager Respond to Staff Members Who Have Experienced a Disaster? = 137
• QUESTION 87: How Should Library Managers Deal with Risks Beyond Those of Natural Disasters? = 138
• QUESTION 88: What Are Some Fundamental Legal Issues That Library Managers Should Understand? = 141
• QUESTION 89: What Is the Nature of Organizational Change That Is Not Brought On by a Crisis? = 142
• CHAPTER 17: The Unhealthy Workplace = 146
• QUESTION 90: What Safety and Health Issues Are Most Problematic in the Library Setting? = 146
• QUESTION 91: How Can a "Sick" Building Be Made Healthy? = 147
• QUESTION 92: What Can Be Done to Avoid the Physical Hazards Posed by Working with Computers? = 148
• QUESTION 93: What Can Be Done to Minimize the Emotional Problems Associated with Computer Use? = 149
• QUESTION 94: How Can Libraries Avoid Worker's Compensation Claims? = 150
• QUESTION 95: What Legal Obligations Does the Library Have to Protect the Safety and Health of Staff Members? = 152
• CHAPTER 18: Workplace Crime and Violence = 154
• QUESTION 96: Is Workplace Violence an Issue That Should Concern Library Managers? = 154
• QUESTION 97: How Should Staff Respond to Workplace Violence? = 155
• QUESTION 98: How Can Librarians Respond to Homeless Patrons Who Seem Potentially Volatile? = 156
• QUESTION 99: What Causes Staff Members to Engage in Violent Acts? = 157
• QUESTION 100: What Steps Can Managers Take to Minimize Workplace Violence? = 159
• QUESTION 101: Is There a Chance That Concerns about Personal Safety May Induce Dysfunctional Responses among Library Staff? = 161
• PART II
• The 102nd Solution = 163
• CHAPTER 19: Total Qualify Management = 163
• Appendix: Management Maxims: Guidelines for Browsers = 187
• Index = 203