How Libraries Make Tough Choices in Difficult Times
Purposeful Abandonment
Published on 19. February 2013
Book
Paperback/Softback
226 pages
978-1-84334-701-9 (ISBN)
Description
Contemporary library managers face the need to make difficult choices regarding resource allocation in the modern business environment. How Libraries Make Tough Choices in Difficult Times is a practical guide for library managers, offering techniques to analyze existing and potential services, implement best practices for maximizing existing resources, and utilize pressing financial scenarios in order to justify making difficult reallocation decisions. The book begins by asking the fundamental questions of why, what, and how, moving on to look at how to manage expectations and report to both administration and faculty. The book then considers the four 'D's of Do, Delegate, Delay and Drop, before covering project management, and how to understand the mission and objectives of your organisation. The book then focuses on: service quality improvement analyses; identifying underlying issues; reviewing resources; identifying best practice; managing feedback and expectations; and looking at decision making skills and implications.
Reviews / Votes
"...the content is straightforward and direct. There are many books written for managers and their organisations facing difficult and challenging times - this one is aimed directly at library managers and their staff and is certainly recommended to those currently working in the environment." --The Australian Library Journal,Vol. 63, No. 2, 2014"Stern suggests that a more "transformational evaluation and redesign? for library services may be called for - "abandoning? less important operations even if they are traditionally associated with the library, and enhancing those that are the key sources of value to our users. ...Stern's idea forces us to re-evaluate some of our most fundamental philosophies ...and the pragmatic and practical advice highlights simple yet effective techniques." --Libfocus
More details
Series
Language
English
Place of publication
Witney
United Kingdom
Publishing group
Woodhead Publishing Ltd
Target group
Professional and scholarly
Dimensions
Height: 234 mm
Width: 156 mm
Weight
320 gr
ISBN-13
978-1-84334-701-9 (9781843347019)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
E-Book
02/2013
Chandos Publishing
€58.95
Available for download
Person
David Stern is the Associate Dean for Public Services at Milner Library, Illinois State University. David has degrees in Biological Sciences; History & Philosophy of Science; and Library Science, and was the founder and principal of Maximize Information. Previously Associate University Librarian for Scholarly Resources at Brown University, and Director of Science Libraries at Yale University, David taught library science graduate courses and serves as a consultant and advisor to a number of professional bodies. David served on the Board of Directors (2000-2003) and as the Chair of the Knowledge Management Division (2007-2008) of the Special Libraries Association (SLA), and as Editor of the journal Science and Technology Libraries from 2005-2007. His research interests include electronic retrieval and transmission of data and the development of end-user search systems for both local and remote hosts. He is currently working on the development of standards and cost models for federated full-text search and retrieval systems. David has many articles, several chapters, two edited special issues of Science and Technology Libraries, and a book, Guide to Information Sources in the Physical Sciences, to his credit. He is a regular speaker at conferences.
Content
List of figures
List of case studies
Acknowledgements
About the author
Introduction
Chapter 1: Considered and effective leadership
Abstract:
Why undertake a review?
Managing expectations, not operations
Reporting to multiple masters: finding a balance of service quality and efficiencies
Involvement and understandings across the organization
The four Ds: Do, Delegate, Delay, Drop
Project management
Decision-making skills and implications
Chapter 2: Preparing for analysis
Abstract:
Failure is easy, success takes thoughtful effort
Understanding the Mission and objectives of your organization
Decide on transitional or transformative change
Emphasize an ongoing process
Continue to communicate your clear intentions
Managing operations or managing expectations
Chapter 3: A few important analysis techniques
Abstract:
Reviewing operations proactively and willingly
Beyond re-engineering
The importance of project management
Problem discovery processes
Chart goals, operations, and interests
Completing the review program
Outside factors and influences
Assessments: some initial and obvious first analysis opportunities
Chapter 4: Understanding and utilizing data and statistical reports
Abstract:
Collection and analysis of appropriate data
Evidence-based collection and analysis of appropriate data
Using data effectively
Utilizing statistics
Internal reports
Chapter 5: Environmental scans and the power of best practices
Abstract:
Steps toward identifying best practices
Performing Service Quality Improvement analyses
Case Study 10: Best practices for analytics and web interfaces
Chapter 6: Key management skills that contribute to organizational leadership and direction
Abstract:
Normal staff attention to tasks
Leadership skills
Assessment skills
The four Ds: Do, Delegate, Delay, Drop
Harness internal power
Conclusion
Appendix A: Start-up scenarios to ponder
Appendix B: Suggested readings
Index
List of case studies
Acknowledgements
About the author
Introduction
Chapter 1: Considered and effective leadership
Abstract:
Why undertake a review?
Managing expectations, not operations
Reporting to multiple masters: finding a balance of service quality and efficiencies
Involvement and understandings across the organization
The four Ds: Do, Delegate, Delay, Drop
Project management
Decision-making skills and implications
Chapter 2: Preparing for analysis
Abstract:
Failure is easy, success takes thoughtful effort
Understanding the Mission and objectives of your organization
Decide on transitional or transformative change
Emphasize an ongoing process
Continue to communicate your clear intentions
Managing operations or managing expectations
Chapter 3: A few important analysis techniques
Abstract:
Reviewing operations proactively and willingly
Beyond re-engineering
The importance of project management
Problem discovery processes
Chart goals, operations, and interests
Completing the review program
Outside factors and influences
Assessments: some initial and obvious first analysis opportunities
Chapter 4: Understanding and utilizing data and statistical reports
Abstract:
Collection and analysis of appropriate data
Evidence-based collection and analysis of appropriate data
Using data effectively
Utilizing statistics
Internal reports
Chapter 5: Environmental scans and the power of best practices
Abstract:
Steps toward identifying best practices
Performing Service Quality Improvement analyses
Case Study 10: Best practices for analytics and web interfaces
Chapter 6: Key management skills that contribute to organizational leadership and direction
Abstract:
Normal staff attention to tasks
Leadership skills
Assessment skills
The four Ds: Do, Delegate, Delay, Drop
Harness internal power
Conclusion
Appendix A: Start-up scenarios to ponder
Appendix B: Suggested readings
Index