library personnel productivity & leadership 2011
DESCRIPTION
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, ManilaTRANSCRIPT
Discovering Connections, Connecting Discoveries
LIBRARY PERSONNEL PRODUCTIVITY & LEADERSHIP 2011
Prof. Salvacion M. Arlante
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
INTRODUCTION
“Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.” -- Paul J. Meyer
A good library program leads to increased academic achievement and personnel productivity.
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.
GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADER
LeadershipIs 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)
GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADER
VisionHere 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
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)
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
GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADER
Change & reform in an organization are vital for scientific breakthrough & technological advancement, social transformation & institutional & organizational survival
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.
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
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 payPromotion
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.
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
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
BECOMING A MOTIVATIONAL LEADER
Motivational leaders consistently demonstrate a number of qualities that develop gradually over time in response to successes and failure in achieving desired responses from others
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.)
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
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
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)
THANK YOU