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Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
Library personnel productivity & leadership 2011
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Library personnel productivity & leadership 2011

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lecture presented by Mrs. Salvacion M. Arlante at PAARL Forum on the occasion of the National Book Week celebration (25 November 2011) held at the National Library of the Philippines, Manila

lecture presented by Mrs. Salvacion M. Arlante at PAARL Forum on the occasion of the National Book Week celebration (25 November 2011) held at the National Library of the Philippines, Manila

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  • Hernon, P. & Rossiter, N. eds. Making a difference : leadership and academic libraries. Libraries Unlimited, c2007.  If transformational leadership could be characterized in two words, it would be about affecting change. Effective transformational leaders are those embrace change because it is necessary to move library organizations forward. They can motivate and/or empower their followers in the organization to work on a shared vision & implement that vision. They can mentor/coach followers to deal successfully with the change process. To do all of this successfully requires strong leadership competencies which I have discussed in the leadership model.
  • Transcript

    • 1. Discovering Connections, Connecting DiscoveriesLIBRARY PERSONNELPRODUCTIVITY & LEADERSHIP2011Prof. Salvacion M. Arlante
    • 2. OUTLINE Introduction Good Library Management: Transformational Leader Personnel as One of the Essentials of Good Library Management Characteristics of Good Library Personnel Increasing Productivity of Library Personnel Becoming a Motivational Leader Conclusion
    • 3. INTRODUCTIONA good library program leads to increased academic achievement and personnel productivity.“Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.” -- Paul J. Meyer
    • 4. INTRODUCTION Productivity is about change. It is about changing current management and work practices in all aspects of the global economy. Change, by its very nature, requires that difficult decisions have to be made. To arrive at a sound decision, one must have superior leadership skills.
    • 5. GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADERLeadership Is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues and taking effective action to realize your own leadership potential (Hernon and Rossiter, 2007, p. 4)
    • 6. GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADERVision  Here is what we are  Here is what we do  Here is where we are heading and  Here is what is important and unique about our Library
    • 7. GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADER Effective transformational leaders  Embrace change because it is necessary to move library organizations forward  Motivate and/or empower their followers in the organization to work on a shared vision & implement that vision  Mentor/coach followers to deal successfully with the change process (Hernon and Rossiter, 2007)
    • 8. GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADER Why do we need a transformational leader?  Libraries are experiencing rapid change as a result of the technological transformation of society, higher education & service delivery  However, library staff resist change & reforms because it can:  Alter the status quo  Advance new systems & styles  Abort traditional paradigms  Allocate more resources to emerging paradigms  Announce radical & apparently unacceptable policies  Appear unpredictable & therefore received with a lot of fear
    • 9. GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADER Change & reform in an organization are vital for scientific breakthrough & technological advancement, social transformation & institutional & organizational survival
    • 10. PERSONNEL AS ONE OF THE ESSENTIALS OF GOOD LIBRARY MANAGEMENT The management of people at work is an integral part of the management process. To understand the critical importance of people in the organization is to recognize that the human element and the organization are synonymous. A well-managed organization usually sees an average worker as the root source of quality and productivity gains.
    • 11. CHARACTERISTICS OF GOOD LIBRARY PERSONNEL Level of Education and Training Technical Skills and Abilities  Acquired from education, training and experience  Indicates ability to use knowledge, methods and techniques in the performance of library tasks Human Skills  Ability to work with and through people  Includes understanding of motivation and application of effective leadership Conceptual Skill  Incorporates the ability to understand the complexity of the overall organization
    • 12. INCREASING PRODUCTIVITY OF LIBRARY PERSONNEL Motivation  Job enrichment  Provides employees with an opportunity to grow psychologically and mature in a job  Increases a job’s range and depth, which refers to the number of activities and the autonomy, responsibility, discretion and control  Merit pay  Promotion
    • 13. INCREASING PRODUCTIVITY OF LIBRARY PERSONNEL Motivation  Flexible working hours  Flexible time is intended to ensure that the work of the organization is accomplished and permits library staff and their supervisors to establish work schedules that recognize individual and family needs.  Research indicates that flexible scheduling can be motivational in that job satisfaction is improved and absenteeism is reduced (Pears, 1989).  The ability to accommodate employee needs is a healthy and positive approach to motivation.
    • 14. INCREASING PRODUCTIVITY OF LIBRARY PERSONNEL Performance Rating Benefits  CPE  Affiliations with organizations and institutions both local and foreign Tenure Application of ICTs to Library Processes
    • 15. CRITICAL OBSTACLES TO PRODUCTIVITY Bad planning Lack of basic (raw) materials to work with Equipment breakdown and poor machine design Careless and dysfunctional working habits Occupational hazards and accidents Poor working conditions Inadequate production infrastructures
    • 16. BECOMING A MOTIVATIONAL LEADERMotivational leaders consistentlydemonstrate a number of qualities thatdevelop gradually over time in response tosuccesses and failure in achieving desiredresponses from others
    • 17. BECOMING A MOTIVATIONAL LEADER Key Qualities of a Motivational Leader  Knowledge and skills  Effective communication of ideas  Confidence  Commitment (ability to translate the goal or purpose and elicit actions)  Energy (empower and fire the imagination of others. The “high energy leader” who is effective in one situation may be viewed as “pushy & aggressive” in another situation.)
    • 18. BECOMING A MOTIVATIONAL LEADER Key Qualities of a Motivational Leader  Insight into the needs of others (acute awareness of the reason behind events and an ability to anticipate results of action)  Ability to listen, reserve judgment, give direct and positive feedback, recognize individual value through respect for others, and use humor  Professional practice and shared governance to produce an environment that fosters autonomy in decision-making and provides the skills, resources and information needed for others to make this transition
    • 19. BECOMING A MOTIVATIONAL LEADER Promoting Library Services (Multi-level marketing)  Leadership includes promoting library services and resources using bold approaches  Web 2.0 tools (Social Networking Sites, Blogs, Wikis, RSS, Tagging, Virtual worlds, Social bookmarking & resource sharing )  Branding  Badging  Library radio program
    • 20. CONCLUSION It is the responsibility of the library management (leadership) to discover the potential in each library staff member and to apply the appropriate motivational strategy to increase productivity. One cannot hire only the hand and the brain; the owner of that hand and brain must always come along. “The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it” -- Andrew Carnegie (Source: Stewart, 1997, p. 128)
    • 21. THANK YOU 

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