Management presentation

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The document discusses different models for organizing an academic library, including a bureaucracy/hierarchy, team-based structure, and a consultant model where librarians act as liaisons between faculty and information resources. It also addresses the need for sufficient and qualified staffing, as well as potential sources of funding like friends groups, book sales, naming rights, and grants. Finally, it notes the various people involved in academic libraries, including professional and support staff, and how roles are changing.

Education

Organization

 Bureaucracy

 Hierarchy

 Team

2

Education/Research
Consultant

“The consultant model means that
librarians are, at a minimum, liaisons
between the information base and the
faculty”
Budd, 152

3

Money

“The institution provides a sufficient
number of qualified staff—with
appropriate education or experiences in
library and/or other learning/information
resources to accomplish the mission of
the institution”
SACS, Budd, 162

4

Income

 Friends of the library

 Books sales

 Naming rights

 Grants

5

People

 Professional and Support Staff

 Outsourcing Cataloging

 Changing needs of the library

6

“The Library Belongs to Everyone and
to No One”
Budd, 177

7

The document discusses strategies for library managers to embrace change and encourage staff buy-in for new Library 2.0 initiatives. It recommends that managers create a collaborative culture, listen to staff and involve them in planning. It also suggests explaining the benefits of new technologies to patrons and staff, offering training, and showing examples from other libraries. Managers are advised to avoid "little library syndrome" and instead focus on continuous learning and evaluating new projects in stages.

Academic skills for management

Dawn Kay

This document provides an introduction and overview of library resources at Calcutta House, Commercial Road, and Holloway Road libraries. It outlines how to find books using the library catalogue and with a reading list. It also explains how to find and search journals and databases, reserve books, and cite references. Key databases mentioned include Business Source Premier, Emerald, Sage Journals, and Science Direct. It provides contact details for academic liaison librarians and details of business drop-in enquiry sessions.

3 Introduction to management principles

Benjamin Karimatsenga

This document discusses several key concepts in organizational performance and management. It defines effectiveness as doing the right things and achieving goals, while efficiency is doing things right by minimizing costs and maximizing outputs. It also describes Mintzberg's roles approach that identifies managerial roles as interpersonal, informational, and decisional. Technical, human, and conceptual skills are important at different management levels, with executives focusing more on conceptual skills and first-line managers on technical skills. Building a vision and maintaining ethical standards are important challenges for management in a global environment.

Functional aspect of management

lavnigam

The document discusses the key functional areas of management including customer service, operations, marketing and sales, finance, research and development, and human resources. It notes that in small businesses these functions may be performed by individuals, while in larger businesses they are organized into departments and specialized roles. All functional areas must work together to achieve organizational goals. The document then provides more detailed descriptions of the human resources, training, compensation, and finance functions. It outlines the main responsibilities, objectives, and processes within each of these areas.

14 principles of management

rushadirani

The document discusses the principles of management as defined by several management theorists. It outlines 14 principles of management defined by Henri Fayol including division of work, authority and responsibility, discipline, unity of command, unity of direction, centralization, subordination of individual interests to the general interest, remuneration of personnel, scalar chain of command, order, equity, stability of personnel, initiative, and esprit de corps. The principles are guidelines that managers should follow to effectively manage an organization.

Henri fayol 14 principles with amendments(1)

Sooriyabandara Gammune

Henri Fayol was a French mining engineer considered the father of modern management. He proposed 14 principles of management that all managers should follow, including division of work, authority and responsibility, and unity of command. The principles focus on specializing tasks, balancing authority with responsibility, having a clear chain of command, and promoting unity of interests between management and employees.

Henry fayols priciple of management- image ppt

Najeeb Ahmed

Henri fayol’s 14 Principles of Management

Padmasrinivas N

Henri Fayol proposed 14 principles of management that are still relevant today. The principles include division of work to focus efforts, clear lines of authority and responsibility, discipline to encourage common goals, unity of command and direction to ensure alignment, prioritizing organizational interests over individual interests, and maintaining stability and initiative among personnel. The principles are aimed at achieving order, equity and esprit de corps within an organization.

This document provides updates on assignments for a social media course. It notes that grades for Assignment 1 are now available and instructs students to schedule time if they have any questions. It reminds that Assignment 2 is due on June 22nd and should be submitted through the course Blackboard site. The document suggests students are not just wasting time taking this course but are learning to reach their community through social media.

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Management presentation

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