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Philosophy of Management

LIBR 204
by

Laura Pendleton

on 7 December 2012

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Transcript of Philosophy of Management

STRATEGIC
PLANNING PROFESSIONAL
DEVELOPMENT Philosophy of Management
&
Leadership Laura Pendleton LIBR 204 Dr. Boyd Fall 2012 Retrieved from http://www.thestranger.com/binary/a0d0/BooksLead_ChristineMarieLarsen-570.jpg "Both aspects of leadership – being competent as well as...adopting an engaging style – are required for an effective individual, team, or organization" (Alimo-Metcalfe, 2008, p. 589). Discipline Library Manager
Qualities Reflections Leadership Qualities The Brains Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900078708.jpg “Those at the top of the tree should remember "Management is an ART not a science." (Evans & Ward, 2007, p. 27). they depend on the roots.” -- Maurice Line

(Evans & Ward, 2007, p. 39) Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900441870.jpg “True leadership only exists
if people follow
when they have the freedom not to”
(Collins, 2005, p. 13). "Greatness is not
a function of circumstance.
Greatness...is largely
a matter of
conscience choice and discipline"
(Collins, 2005, p. 31) Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900281333.jpg Discipline drives a leader to improve
oneself and devote oneself to the
organization's mission regardless of the cost. Discipline stregthens character and shows others a leader's dedication. Discipline requires discernment to know the right decision to make and steadfastness in doing what is right, refusing to compromise, and exercising restraint. Competence "Hollenbeck and colleagues (2006) say what matters is not a person’s sum score on a set of competencies, but how well...a person uses what talents he or she has to get the job done”
(Alimo-Metcalfe, 2008, p. 594). A leader's competence in performing one's job helps to inspire trust among one's colleagues. A leader needs to demonstrate professional excellence and personal commitment to one's roles and responsibilties. Good leaders constantly seek to learn and develop new skills they can apply. A leader also recognizes the competence of others and entrusts responsibilities to them in the form of delegation, team and individual projects, and leadership roles and encourages their professional growth. Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH910217210.jpg Communicator Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900363474.jpg The Heart Financial Manager Library managers responsible for budgets should keep informed of economic trends and current events, seek expert counsel, exercise fiscal disciple, develop
and maintain balanced budgets,
run a financially transparent operation, and involve the participation of stakeholders. Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900056613.jpg Strategic Planner A library manager should plan strategically
for the future by surveying the
organization and its environment,
working together with colleagues
and stakeholders to shape goals,
set action plans, assess progress,
and adjust strategies when necessary
to further the organization's mission. Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900056613.jpg Facilities Manager Library managers oversee facility
operations and maintenance
ensuring a safe workplace
and space designed and
maintained to fulfill the library's
mission to its community. Remodeling
and construction projects require
superior project management skills.
Managers factor facility costs
into their library budgets or coordinate
with other agencies for requisite funding. Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900056795.jpg Human Resources Manager A library manager is responsible for supervising and supporting staff in accomplishing work priorities which fulfill the library's mission. A manager should communicate well with staff, motivate coworkers, provide feedback, and promote staff development and teamwork. Retrieved from http://officeimg.vo.msecnd.
net/en-us/images/MH900281017.jpg Marketer A library manager needs to possess
a strong sense of the library's mission
and envision new possibilities to advance
the library's impact and extend its outreach.
Persuasive communication skills enable managers to gain the support they need from staff and stakeholders to innovate. Library managers market ideas, proposals, budgets, projects, programs, and services to a variety
of audiences through various modes of communication. Retrieved from http://officeimg.vo.msecnd.net/
en-us/images/MH910001067.gif Motivator Developer Engager Supporter Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900398797.jpg Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900056146.jpg Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900078747.jpg "Engaging leadership is based on integrity, openness and transparency, and genuinely valuing others, and their contributions, along with being able to resolve complex problems and to be decisive. It is essentially open-ended in nature, enabling organisations not only to cope with change, but also to be proactive in meeting the challenge of change" (Alimo-Metcalfe, 2008, p. 587). Engaging leadership wins over colleagues through genuine care, concern, and cultivation of others' contributions. Rather than exercise power from the top-down, engagers join with coworkers to meet challenges and opportunities. "Leaders often need to orchestrate people around complex goals, deal with people who choose to resist, and try to gain alignment from people with a variety of interests"
(Sugarman & Scullard, 2011, p. 5). Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900198440.jpg Library managers communicate goals to staff and accordingly set the pace for accomplishing these goals. They work to ensure harmonious efforts in achieving results greater than any individual's efforts could reach. They recognize discord, seek to correct it, and celebrate successes with their team. “Employees say that both sides of the coin, the personal and the professional, depend on a manager who can give them the guidance, support, advocacy, and resources that motivate them to reciprocate with their best efforts”
(Wagner & Hartner, 2006, p. 203). Great managers do not seek self-promotion but rather strive to support their staff in achieving success. This support benefits the employee, employer, and those whom the library serves. Managers spot potential in their staff members and desire to grow their staff. A supportive work environment can help retain valuable staff. Managers have "concern for their [staff's] development and well being....supporting a
developmental culture; and in delegation of a kind that empowers and develops
individuals’ potential"
(Alimo-Metcalfe, 2008, p. 587). Library managers commit themselves to the professional development of themselves and their staff. Managers can influence the organizational environment in becoming a learning and transformational organization. Managers who see both the destination and the steps it takes to reach it provide staff with vision and guidance in the journey. Barbara Conroy and Barbara Jones present the myriad functions of a manager's communication:
To inform, gather information, motivate, instruct and/or train, coach and/or discipline, counsel, mentor, develop staff, and build teams
(Evans & Ward, 2007, p. 268-269). In addition to the above reasons for communication, library managers may represent their library within their community, before local governing bodies such as the Library Board and City Council, in professional associations and publications, and in the media. Managers need to possess the soft skills and verbal and written skills to tailor their message to their intended audience with clarity, conviction, encouragement, and sometimes even courage. Humility "In the social sectors, the Level 5 [leader]'s compelling combination of personal humility and professional will is a key factor in creating legitimacy and influence"
(Collins, 2005, p. 11). “Those at the top of the tree should remember they depend on the roots.” -- Maurice Line
(Evans & Ward, 2007, p. 39). Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900441870.jpg A leader does not lead to receive credit or praise for oneself. A good leader treats everyone with honor and does whatever is needed regardless of how small the task. A leader does the right thing even when no tangible reward exists. A humble leader honestly admits mistakes and keeps pressing on. Good leaders recognize their need to continuously learn. Those who are teachable can teach others. Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900290800.jpg As several business authors point out, leaders are not necessarily managers and managers are not necessarily leaders. I begin this reflection on management and leadership by including three important qualities I believe characterize a leader regardless of their job position. Next, I highlight five task-focused roles of a library manager and continue by describing five heart-driven roles of a library manager. These roles offer only a brief glimpse into managerial responsibilities. The heart-driven manager roles are ones which exemplify what I believe are good leadership traits. I believe transformational leadership offers the best approach to leading in a library setting. Citing Yuann-Jun Liaw et al., academic librarian Michael Germano states transformational leadership "is particularly suited for fast-paced, change-laden environments that demand creative problem solving and customer commitment” (2011, p. 7) Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900383540.jpg References Alimo-Metcalfe, B., Alban-Metcalfe, J., Bradley, M., Mariathasan, J., & Samele, C.
(2008). The impact of engaging leadership on performance, attitudes to work
and wellbeing at work. Journal of Health Organization and Management, 22(6),
586-598. Collins, J. (2005). Good to great and the social sectors: a monograph to accompany
Good to Great. Boulder, CO: Jim Collins. Evans, G.E., & Ward, P.L. (2007). Management basics for information professionals (2nd ed.).
New York, NY: Neal-Schumann Publishers, Inc. Germano, M. (2011). Library leadership that creates and sustains innovation. Library
Leadership & Management, 25(1), 1-14. Simons, T. L. (1999). Behavioral integrity as a critical ingredient for transformational
leadership. Journal of Organizational Change Management, 12(2), 89-104. Retrieved from http://officeimg.vo.msecnd.net/en-us/images/MH900078824.jpg Wagner, R. & Harter, J. (2006). 12: The elements of great managing. New York, NY: Gallup
Press. Sugerman, J., Scullard, M., & Wilhelm, E. (2011). 8 dimensions of leadership: The DiSC®
strategies for becoming a better leader. San Francisco, CA: Berrett-Koehler
Publishers. Retrieved from http://lib.myilibrary.com?ID=307954
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