重点摘要
1. 有效的管理领导需要理解行业差异
组织可以分为三个广泛的行业类别:营利性、非营利性和公共性。
行业差异至关重要。 公共和非营利图书馆面临的挑战与营利性组织不同。它们有更多的利益相关者,决策灵活性较低,问责结构也不同。理解这些差异对有效领导至关重要。
- 行业之间的关键差异:
- 目的:公共利益与利润
- 资金来源:税收/捐赠与销售/投资
- 决策:多方利益相关者与集中决策
- 问责:公众监督与股东利益
公共和非营利部门的管理者必须在复杂的政治环境中导航,平衡多样的利益相关者利益,并展示明确的公共价值。这需要与营利性部门管理不同的技能和心态。
2. 沟通对个人和组织成功至关重要
有效的沟通使我们的生活更轻松,无论在何种情况下。
有效沟通是多方面的。 它不仅涉及说话和写作,还包括倾听、非语言暗示以及适应不同的受众。在图书馆中,清晰的沟通对于与员工、读者、董事会成员和更广泛的社区互动至关重要。
图书馆管理者的关键沟通技能:
- 积极倾听
- 信息传达的清晰和简洁
- 根据不同利益相关者调整沟通风格
- 掌握各种沟通渠道(如面对面、电子邮件、社交媒体)
- 有效理解和使用非语言沟通
管理者还需意识到沟通中的潜在障碍,如行话、文化差异和个人偏见。定期的实践和反馈可以帮助逐步提高沟通技能。
3. 权威、影响力和权力动态塑造组织有效性
权力本身并不坏。权力的好坏取决于持有权力的人如何使用它。
权力有多种形式。 在图书馆中,有效的管理者理解正式权威、非正式影响力和各种权力来源的细微差别。他们利用这种理解来激励员工、实施变革并实现组织目标。
组织中的权力类型:
- 合法权力(基于职位)
- 专家权力(基于知识和技能)
- 参照权力(基于个人关系和尊重)
- 奖励权力(提供利益的能力)
- 强制权力(惩罚的能力)
成功的管理者专注于通过专业知识和积极关系建立影响力,而不仅仅依赖于正式权威。他们还赋权于员工,认识到共享权力往往比自上而下的控制带来更好的结果。
4. 顾问和管理委员会在图书馆管理中发挥重要作用
委员会成员几乎总是“志愿者”,并且不为其委员会活动获得报酬。
委员会提供监督和支持。 图书馆管理者必须理解其委员会的角色和责任,无论是顾问委员会还是管理委员会。与委员会成员的有效合作对于战略决策、筹款和社区参与至关重要。
委员会管理的关键方面:
- 清晰传达图书馆的需求和挑战
- 定期报告图书馆的绩效和举措
- 让委员会成员参与战略规划
- 利用委员会成员的社区联系
- 平衡委员会意见与专业知识
管理者还应准备好向委员会成员普及图书馆运营和行业趋势。这有助于确保委员会的决策是经过充分信息的,并与图书馆的使命和最佳实践相一致。
5. 远景、使命和战略规划推动组织成功
远景声明关注未来,使命声明关注目的,价值声明则驱动服务理念。
战略对齐至关重要。 清晰的远景、明确的使命和清晰的价值观为所有图书馆活动提供方向。战略规划将这些高层概念转化为可操作的目标和任务。
有效战略规划的组成部分:
- 环境扫描
- SWOT分析(优势、劣势、机会、威胁)
- 目标设定(SMARTER:具体、可测量、可实现、相关、时限、扩展、奖励)
- 行动规划
- 实施和监控
- 定期审查和调整
图书馆管理者应在规划过程中让员工和利益相关者参与,以确保获得支持和多样化的观点。最终的计划应是一个活文档,定期审查和更新,以反映变化的环境和优先事项。
6. 环境扫描对适应变化至关重要
环境扫描不仅是商业工具。每个组织,无论是营利性还是非营利性,都需要了解其环境,以便在竞争中生存。
主动适应是关键。 图书馆必须不断监测外部环境,以识别趋势、挑战和机会。这些信息为战略规划和日常决策提供依据。
环境扫描中需要监测的领域:
- 服务社区的人口变化
- 技术进步
- 经济状况
- 政治和立法发展
- 社会和文化趋势
- 竞争对手活动(包括非图书馆信息来源)
有效的扫描不仅涉及数据收集,还包括分析其对图书馆的影响并制定适当的应对措施。管理者应建立系统化的持续环境扫描流程,并确保洞察在组织内共享和付诸行动。
7. 评估和质量控制对图书馆绩效至关重要
评估应该是管理领导者的持续活动。
持续改进需要测量。 图书馆管理者必须实施强有力的评估和质量控制流程,以确保有效的服务交付、高效的资源使用和与利益相关者需求的一致性。
图书馆评估的关键方面:
- 输出指标(如流通统计、项目参与人数)
- 结果指标(如对识字率的影响、用户满意度)
- 成本效益分析
- 与同行机构的基准比较
- 用户调查和反馈机制
- 员工绩效评估
管理者应专注于创建评估文化,使数据驱动的决策成为常态。这不仅涉及数据收集,还包括分析数据、分享洞察,并利用这些信息推动服务和运营的改进。
8. 财务管理是全年、跨年度的活动
财务管理既是一个持续关注的问题,也是一个挑战。
财务管理复杂。 图书馆管理者必须在预算周期、资金限制和竞争优先事项之间进行导航,同时确保公共资金的负责任使用。这需要短期和长期的财务规划。
图书馆财务管理的关键方面:
- 预算编制和论证
- 收入预测和多样化
- 成本控制和效率措施
- 重大项目的资本规划
- 财务报告和透明度
- 赠款管理和合规
有效的财务管理还涉及教育利益相关者了解图书馆的资金需求,并展示图书馆服务的投资回报。管理者应与资金机构建立良好关系,并准备为满足社区需求而倡导充足的资源。
9. 筹款和赠款对补充图书馆预算至关重要
多年来,图书馆一直有支持团体为其服务活动和项目筹集资金。
多样化资金来源至关重要。 随着公共资金的有限,图书馆越来越依赖筹款和赠款来支持项目、藏书和资本项目。管理者必须培养捐赠者关系、撰写赠款申请和管理关系的技能。
图书馆的筹款策略:
- 年度捐赠活动
- 主要捐赠者的培养
- 向基金会和政府机构申请赠款
- 图书馆之友团体
- 企业赞助
- 计划捐赠项目
- 针对特定项目的众筹
成功的筹款需要清晰传达图书馆的影响和需求,并妥善管理与捐赠者的关系。管理者还应确保筹款工作与图书馆的使命和价值观相一致。
10. 项目管理技能在图书馆中日益重要
随着图书馆的工作越来越以项目为驱动,图书馆员和其他图书馆员工的正式项目管理培训并未必跟上步伐。
项目推动创新和改进。 图书馆越来越多地开展复杂项目,如技术升级、设施翻新和新服务倡议。有效的项目管理确保这些工作按时、在预算内完成,并达到预期结果。
图书馆管理者的关键项目管理技能:
- 确定项目范围和目标
- 制定现实的时间表和预算
- 组建和领导项目团队
- 管理资源和利益相关者
- 监控进展并解决问题
- 评估项目结果
管理者应考虑为自己和关键员工提供正式的项目管理培训。他们还应建立标准化的项目管理流程,以确保各项图书馆倡议的一致性和效率。
11. 倡导、游说和营销是图书馆成功的关键
“图书馆转型”旨在为图书馆职业发声,提供一个清晰、引人入胜的信息,展示图书馆的变革性特质,提升各类图书馆在数字时代的重要角色。
主动外展至关重要。 在竞争激烈的信息环境中,图书馆必须积极宣传其对社区、资助者和决策者的价值。这涉及对图书馆利益的倡导、服务的战略营销,有时还包括游说支持性立法。
有效的倡导和营销策略:
- 制定关于图书馆影响的清晰、有说服力的信息
- 与决策者和影响者建立关系
- 吸引图书馆用户作为倡导者
- 利用社交媒体和其他沟通渠道
- 参与专业协会和倡导活动
- 收集和分享影响故事和数据
管理者必须在倡导工作中处理法律和伦理问题,特别是对于公共图书馆。他们还应确保营销和倡导工作与图书馆的使命和价值观相一致。
12. 伦理考量是图书馆管理的基础
日常伦理是关于根据原则指导图书馆的决策和行动,确保每个人都受到公平对待,图书馆的治理不在秘密中进行,图书馆用户能够获取各种信息,并尊重保密性。
伦理是公众信任的基础。 图书馆管理者必须在隐私、知识自由、公平获取和公共资源的负责任使用等复杂伦理问题中进行导航。伦理决策应融入图书馆运营的各个方面。
图书馆管理者的关键伦理考量:
- 保护用户隐私和保密性
- 确保信息和服务的公平获取
- 坚持知识自由,抵制审查
- 管理利益冲突
- 促进多样性和包容性
- 确保公共资源的负责任管理
管理者应为其图书馆制定明确的伦理指南,为员工提供伦理问题的培训,并创建解决伦理困境的机制。他们还应在自己的行为和决策中树立伦理榜样。
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FAQ
What is Managerial Leadership for Librarians: Thriving in the Public and Nonprofit World by G. Edward Evans about?
- Sector-specific leadership focus: The book explores managerial leadership tailored for librarians in public and nonprofit sectors, addressing their unique challenges and opportunities.
- Comprehensive leadership guide: It covers essential topics such as ethics, collaboration, communication, budgeting, staff development, and legal considerations.
- Theory and practice blend: The text combines leadership theories, practical advice, real-world examples, and case studies to help librarians thrive as managers and leaders.
Why should I read Managerial Leadership for Librarians by G. Edward Evans?
- Tailored for library leaders: The book addresses the specific managerial and leadership challenges faced by librarians, making it highly relevant for those in library administration.
- Actionable insights: Readers gain practical tools and frameworks for environmental scanning, assessment, budgeting, fundraising, project management, and advocacy.
- Emphasis on ethics and trust: It highlights the critical role of ethics, trust, and community engagement in achieving long-term success in public and nonprofit libraries.
What are the key takeaways from Managerial Leadership for Librarians by G. Edward Evans?
- Leadership is learnable: The book dispels the myth that leaders are born, emphasizing that leadership skills can be developed through training, practice, and self-assessment.
- Sector differences matter: It highlights how public and nonprofit libraries differ from for-profit organizations in governance, funding, accountability, and measures of success.
- Comprehensive skill set: Effective library leaders need a blend of managerial, communication, ethical, political, and collaborative skills to navigate complex environments.
What are the best quotes from Managerial Leadership for Librarians and what do they mean?
- On ethics and trust: “Any public or nonprofit sector organization not thought of trustworthy has little chance of long-term success.” — Trust is foundational for organizational sustainability.
- On collaboration: “Never before has the imperative to cooperate and collaborate been so clear or so urgent.” — Collaboration is essential in today’s complex environment.
- On leadership challenges: “The public sector environment is pressure packed and ripe with conflicting, competing, and countervailing values, expectations and responsibilities coupled with the ever-present, politically inspired cry ‘to do more with less’.” — Leadership requires navigating complexity and resource constraints.
- On negotiation: “Negotiating is an art. It is complicated. To become an exceptional negotiator traditionally requires years of practice, but that doesn’t mean that most people couldn’t quickly and easily learn good negotiating practices if someone shows them what to do.” — Negotiation skills can be learned and improved.
- On lifelong learning: “Learning never stops... they are all learning something and continuing to develop as professionals and as people too.” — Lifelong learning is key to professional growth.
How does Managerial Leadership for Librarians by G. Edward Evans define and address the concept of managerial leadership?
- Managerial leader definition: The book describes a managerial leader as someone who combines strong leadership skills with core management concepts, essential for successful library administration.
- Leadership theories overview: It reviews trait, behavioral, situational, charismatic, transformational, and servant leadership theories, applying them to library contexts.
- Skill development: Leadership skills such as vision, communication, persuasion, adaptability, and decision-making are emphasized as learnable and critical for library managers.
What are the key differences between public/nonprofit and for-profit management according to Managerial Leadership for Librarians?
- Purpose and success measures: For-profit organizations focus on profit, while public and nonprofit libraries aim to provide public value, making success harder to quantify.
- Governance and authority: Library leaders operate under more constraints and oversight from boards, unlike the greater autonomy often found in for-profit CEOs.
- Funding and accountability: Public libraries rely on taxes, nonprofits on donations and grants, and for-profits on sales and investments, affecting managerial freedom and accountability.
How does Managerial Leadership for Librarians by G. Edward Evans approach organizational culture in libraries?
- Schein’s model application: The book uses Edgar Schein’s model, focusing on artifacts, espoused values, and underlying assumptions to analyze library culture.
- Diversity and collaboration: It stresses celebrating diversity, decentralizing decision-making, and fostering collaborative workspaces for a healthy culture.
- Change acceptance: High morale, consistent performance, and staff acceptance of change are hallmarks of a strong organizational culture, supported by clear policies and professional development.
What guidance does Managerial Leadership for Librarians provide on communication and persuasion for library leaders?
- Multiple communication channels: Effective leaders use oral, written, nonverbal, listening, graphic, and electronic communication, tailored to different audiences.
- Persuasion principles: Drawing on Cialdini’s work, the book highlights liking, reciprocity, social proof, consistency, and authority as key to influencing stakeholders.
- Message clarity: Library leaders are advised to avoid jargon, ensure clarity, and build trust when communicating with staff, boards, users, and the public.
How does Managerial Leadership for Librarians by G. Edward Evans recommend conducting environmental scanning and assessment?
- Inner and outer spheres: Libraries should monitor internal factors (boards, vendors, funding, politics) and external factors (demographics, legal changes, competition) continuously.
- Team-based approach: Assigning scanning teams with specific topics and ongoing monitoring helps libraries stay responsive to change.
- Assessment tools: The book recommends benchmarking, user surveys, Six Sigma, Balanced Scorecard, and outcome measurement, involving stakeholders for transparency and improvement.
What does Managerial Leadership for Librarians by G. Edward Evans say about budgeting, fundraising, and fiscal management?
- Budgeting differences: Public and nonprofit libraries focus on cost containment, transparency, and incremental budgeting, unlike profit-driven for-profit organizations.
- Budget process: Realistic needs assessment, outcome-based justifications, and understanding organizational budget culture are emphasized.
- Fundraising strategies: Libraries should diversify funding sources, understand donor motivations, and practice ethical stewardship to maintain trust and support.
How does Managerial Leadership for Librarians by G. Edward Evans address staff management, training, and development?
- Managing diversity: The book recognizes the complexity of managing staff with varied backgrounds and stresses ethical leadership and stress management.
- Training and development: It distinguishes between training (job skills), coaching (performance), and development (career growth), advocating for continuous learning environments.
- Motivation and retention: Trust, recognition, delegation, and a positive work environment are key to retaining staff and improving performance.
What legal, ethical, and political skills are essential for library managers according to Managerial Leadership for Librarians by G. Edward Evans?
- Legal compliance: The book covers laws affecting libraries, including ADA, confidentiality, contracts, and intellectual property, urging consultation with legal experts.
- Ethical frameworks: It discusses ethical decision-making models and the importance of developing local codes of ethics for staff buy-in.
- Political navigation: Trustworthiness, authenticity, relationship-building, and understanding organizational politics are vital for effective leadership in complex environments.
评论
《图书馆员的管理领导力》一书的评价褒贬不一,整体评分为2.83颗星(满分5颗星)。评论者指出书中存在大量错别字和粗糙的写作,这削弱了作者的可信度,尤其是在关于写作建议的章节中。一些读者认为内容枯燥且令人失望,特别是当承诺的细节未能兑现时。然而,另一些人则认为这本书提供了图书馆学的高层次概述,尽管存在缺陷,但仍然是进一步研究的有用起点。