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…

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…

Describes use of quality circles (QC)--small groups of employees who meet regularly and voluntarily to identify, solve, and implement solutions to work-related problems--as a form of participative decision making, highlighting QC concept, establishing a QC, introduction process, management support, benefits, evaluation, and shortcomings. Thirteen…

Steps for implementing team management in libraries are discussed in the first of four articles. The second reviews the use of quality circles in librarianship, the third describes the implementation of self-management teams in technical services, and the fourth discusses nominal group technique as a team development tool. (CLB)

The manager of a corporate library describes five strategies for special libraries to increase services and resources without increasing staff or budgets: automation, reorganization, using temporarily available employees, using in-house services, and participatory management. (Author/EM)

This case study describes the management system of Dickinson College Library. Highlights include a rotating chair instead of a director; collegiality in decision making; rotating departmental responsibilities; developing an acceptable level of expertise in both technical and public services; and an emphasis on professionalism. (Author/LRW)

Describes some characteristics of the modern organization that affect contract or negotiated management and identifies changes in approach relevant for library and information organizations management now and in the future. (EM)

Discussion of burnout among library personnel includes a susceptibility profile, indicators of burnout, and administrative contributors. Techniques by which administrators can reduce stress are suggested, including participative management; improved communications; staff development; informal staff gatherings; staff meetings; flexible work…

Explain's Duke University Library's change from a hierarchical management structure to one of self-managing teams developed within a total quality management (TQM) framework. Emphasizes the personal views and experiences of a manager responsible for implementing and guiding the process of change. (JKP)

Describes one academic library's experiences in developing a new management structure based on teams to cope with increasing internal and external changes. The views of a team leader, team member, a new librarian, and the director are presented, and benefits and problems of the new structure are presented. (Contains 16 references.) (EAM)

Examines some of the fears, frustrations, and misconceptions of library staff and patrons that hamper the effective use of computers in libraries. Strategies that library administrators could use to alleviate stress are outlined, including staff participation in the automation process, well-designed workstations, and adequate training for staff…

This paper describes the Duke University Libraries' transition in early 1994 from its traditional hierarchical model to an organization emphasizing Total Quality Management (TQM) concepts such as self-managing teams and continuous improvement. Existing conditions at the libraries that played a role in the decision to switch included: (1) rising…

This paper chronicles ongoing alterations to the organizational structure of the acquisitions department at Pennsylvania State University using the tenets of total quality management (TQM). The movement toward reorganizing for process improvement began in late 1992 when the associate dean of libraries called the acquisitions department together to…