Full Description
Most professional librarians, even recent graduates, manage something, whether it be a project, service, department, or a whole library. This book explains the different managerial roles at libraries, looking at the levels of managers, what they do, and how they do it. The goal is to explore the unique challenges faced by different types of library managers, in order to prepare early and mid-career librarians to step into new roles, and to think about how they might progress toward upper-management in a library.
The approach is practice-driven, with a particular focus on the soft skills that are needed to be successful as a manager.
Library Management: A Practical Guide for Librarians features three parts:
project management, middle management, and upper management.
These sections cover the different kinds of challenges that face people at each level of their career, exploring how these challenges can help prepare librarians for promotion to the next level. The purpose of these sections is to show how management skills develop over the course of one's career, and to explore how leaders changes from context to context. Though each section focuses on a particular level of authority, the lessons can be useful for and applied to all of the levels discussed. For example, the same librarian might fill different roles in different contexts. A dean might serve as a library's executive, but also manage a university-wide project or a middle manager might step into the role of dean temporarily, or might wonder what the next level of management would require.
Contents
Dedication
Preface
Section I Project Management
Chapter 1 The Role of the Project Manager
Chapter 2 Leadership Styles
Chapter 3 Group Development and Conflict
Chapter 4 Project Management Frameworks
Chapter 5 Assessment Basics
Chapter 6 Developing Professionally through Project Management
Section II Middle Management
Chapter 7 The Role of a Middle Manager
Chapter 8 Mentoring and Managing Employees
Chapter 9 Coordinating Resources
Chapter 10 Strategic Planning and Assessment
Chapter 11 Promoting and Transforming Organizational Culture
Chapter 12 Developing Professionally through Middle Management
Section III Upper Management
Chapter 13 The Role of a Director
Chapter 14 Managing Managers and Managing Up
Chapter 15 Crisis Leadership
Chapter 16 Budgeting
Chapter 17 Getting Support
Chapter 18 Peer Review, Accreditation, and Assessment
Chapter 19 Developing Professionally through Upper Management
Bibliography
