Library employees face countless changes, big and small, in their workplaces every day: not only the COVID-19 pandemic but also such commonplace events as open positions, renovations, budget cuts, and new library systems. No single handbook can anticipate all the changing needs. This case study discusses how one particular library responded, in a…

This article addresses development for information literacy (IL) practice through building internal library organizational culture. Using an analysis of relevant literature and reflection on lived experience, the authors explore issues and concepts for instruction librarians and leaders to consider as they advance and sustain IL initiatives.…

Shared leadership theory recognizes leader influence throughout the organization, not just from the top down. This study explores how middle managers from 22 academic libraries in the Pacific West perceive their own agreement, participation and recognition of shared leadership. This survey and framework is the first to examine the extent shared…

Stanford University is going through the difficult and highly fraught process of figuring out a plan for the library of the future. Coming on the heels of the "bookless library," touted as the vision for a new engineering library, a preliminary proposal in 2007 to tear down the seismically unsafe Meyer Library and digitize and house off campus…

Summarizes benefits and problems of participative management in library administration. Various approaches to participation are described, and a staff development program to improve managerial skills is recommended. Implementation, anticipated reactions of staff, and evaluation are discussed. (MES) use cij81888 unn

Summarizes strategies and techniques of effective bargaining that will empower the negotiator in virtually any bargaining situation, whether personal or collective. Sources of bargaining power and their applicability to particular negotiations are described, with emphasis on librarians as negotiators. (CLB)

Discusses the use of quality circles within the college library. Defines a quality circle; examines the history, philosophy, characteristics, and objectives of quality circles; discusses the relationship of quality circles with library management; and explains their creation, implementation, benefits and limitations. (DMM)

This discussion includes a review of Drucker's concept of entrepreneurship, a current management trend in which organizations encourage entrepreneurship and innovation from employees. Drucker's discussion of public service institutions and the relationship of those points to library management are highlighted. (CLB)

Proposes use of quality circles (QCs)--groups of employees who meet to learn and apply techniques for solving problems affecting work or workplace--to involve library employees in decision-making process and improve morale and product/service quality. Basic philosophy, establishment of QC, and QC techniques are noted. Twelve references are…

Discusses the tasks of library administration in relation to autocratic, participatory, and contingency approaches to management problems. The psychological and organizational side-effects of the three management styles are considered and a humanistic combination of approaches is suggested. A bibliography is included. (JL)

Investigates the growing prevalence of participatory management in libraries. The operation of self-managed teams is discussed both in theory and in practice, the latter with examples from Sterling Library at Yale University. Research is summarized that relates to management teams and how they create a sense of empowerment by building shared…

Describes a one-year experiment with collective management--i.e., management in which decision-making rests with the department as a whole--in the Oberlin College Library reference department. The planning process, problems, and advantages and disadvantages of this style of management are discussed. Several questions are raised about the…

Discusses administration, leadership, and management in academic libraries. Factors that meet the work-related needs of librarians and that lead to successful management are suggested, including sufficient knowledge, a measure of control over work, participation in decision making, and a sense of ownership in library service. (three references)…

Argues that service is better in libraries whose staff participate in management activities than in libraries run by authoritarian methods, and that staff educational diversity and adequate collection resources linked to a participative management style enhance staff satisfaction and, concomitantly, library performance. (RAA)

Provides an overview of Japanese management theory and suggests applications to library administration. Highlights include participative management; shared decision making; long-term objectives; organizational philosophy; staff training and human resource development; strategic planning; staffing issues; cooperation; quality control; and total…