In this unconventional management book, author Susan Carol Curzon presents a different take on traditional library management tools. Through personal narrative and anecdotes from other working professionals, Curzon presents the many everyday challenges one meets as a library manage.
In this unconventional management book, author Susan Carol Curzon presents a different take on traditional library management tools. Through personal narrative and anecdotes from other working professionals, Curzon presents the many everyday challenges one meets as a library manage.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dr. Susan Carol Curzon is the dean emeritus of the University Library of California State University, Northridge. Previous positions include director of libraries for the City of Glendale, California, and regional administrator for the County of Los Angeles Public Library. She also has experience in a corporate library. She also has taught library administration and public administration courses. She was Library Journal's "Librarian of the Year." Library management, disaster management and information literacy have been the primary topics of her numerous speeches and articles. She is the author of Managing the Interview and Managing Change and the co-editor of Proven Strategies for Building an Information Literacy Program. Dr. Curzon continues to provide consulting services for libraries, for universities and for municipalities on strategic management, disaster recovery, and building planning.
Inhaltsangabe
Acknowledgments Introduction Chapter One: At the Helm Unbuckle the Organization The Importance of Making a Good Impression Controlling Expectations Downstream Thinking Conspiracy of Silence Target Fixation The Long-distance Runner The Master of Integration The Proof is in the Pudding The Librarian-in-chief Chapter Two: Customer Number One: Your Boss Living the Context Bucking the Boss Being Tough with Yourself Market Yourself Relating to the Boss' Boss Relating Effectively The Booster Bad Bosses Chapter Three: Engaging People People Who Like People Stand Up Director Not One of the Gang The Fighter in the Ring The Actor on the Stage Checking Your Ego Building the Management Team The Power Seekers Driving the Staff Crazy Minding the Message Staff Morale Relationships in the Workplace Union actions The Politically Connected Staff Hello and goodbye Chapter Four: Dealing with Boards and the Faculty Senate Degrees of Control Basic Principles Developing an Agenda Making the Board Look Good Boards Under Siege Bad Boards Chapter Five: Dollar sense The Breadwinner Know the Dollars Manage the dollars effectively Walking the Straight and Narrow The Boss and Money Getting Audited Managing Time Employee Turnover Chapter Six: The Borders of the Realm A Friend Indeed Network vs. Clique The Danger Zone Tattletale Poachers Friends of the Library Community Groups Student Associations Elected Officials Chapter Seven: Dealing with the Press The Double-edged Sword Being Interviewed: Preparation The Written Word Being Interviewed: Responding The Drop-in Reporter The Reporter: Friend or Foe? Bad News Day Two-week Rule Staff Involvement Chapter Eight: A Death in the Library Emotional Impact The Dying Colleague Sharing the News Attending the Funeral Practical Concerns A Grateful Library The Year After The Family of Staff Chapter Nine: Changing Times Taking Heart Outside Forces of Change Change Fatigue Handling a Setback The Price of Not Changing Problems without Solutions Project Management Chapter Ten: Transitions The New Kid on the Block Promoted from Within Accidental Director Job Shock The End of the Line: Fired The End of the Line: Retired The End of the Line: Resigned Traveling Light A Final Word Authors of the Quotes About the Author
Acknowledgments Introduction Chapter One: At the Helm Unbuckle the Organization The Importance of Making a Good Impression Controlling Expectations Downstream Thinking Conspiracy of Silence Target Fixation The Long-distance Runner The Master of Integration The Proof is in the Pudding The Librarian-in-chief Chapter Two: Customer Number One: Your Boss Living the Context Bucking the Boss Being Tough with Yourself Market Yourself Relating to the Boss' Boss Relating Effectively The Booster Bad Bosses Chapter Three: Engaging People People Who Like People Stand Up Director Not One of the Gang The Fighter in the Ring The Actor on the Stage Checking Your Ego Building the Management Team The Power Seekers Driving the Staff Crazy Minding the Message Staff Morale Relationships in the Workplace Union actions The Politically Connected Staff Hello and goodbye Chapter Four: Dealing with Boards and the Faculty Senate Degrees of Control Basic Principles Developing an Agenda Making the Board Look Good Boards Under Siege Bad Boards Chapter Five: Dollar sense The Breadwinner Know the Dollars Manage the dollars effectively Walking the Straight and Narrow The Boss and Money Getting Audited Managing Time Employee Turnover Chapter Six: The Borders of the Realm A Friend Indeed Network vs. Clique The Danger Zone Tattletale Poachers Friends of the Library Community Groups Student Associations Elected Officials Chapter Seven: Dealing with the Press The Double-edged Sword Being Interviewed: Preparation The Written Word Being Interviewed: Responding The Drop-in Reporter The Reporter: Friend or Foe? Bad News Day Two-week Rule Staff Involvement Chapter Eight: A Death in the Library Emotional Impact The Dying Colleague Sharing the News Attending the Funeral Practical Concerns A Grateful Library The Year After The Family of Staff Chapter Nine: Changing Times Taking Heart Outside Forces of Change Change Fatigue Handling a Setback The Price of Not Changing Problems without Solutions Project Management Chapter Ten: Transitions The New Kid on the Block Promoted from Within Accidental Director Job Shock The End of the Line: Fired The End of the Line: Retired The End of the Line: Resigned Traveling Light A Final Word Authors of the Quotes About the Author
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