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bbt 204 IN FO RMA TI ON PRO F E S SION A LS

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bbt 204 IN FO RMA TI ON PRO F E S SION A LS

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  1. conclusion It'san exciting time to becompletinganMUS degreeand entering the librarian field. With the increasedmove towards innovative technology. the avenuesope n to informationp,ofcs.sionals are forever shifti ng. UBR204 hetped me see all o f thepotenitalo f the field.including the facl that somewhere alongmycareerpathI could potenitallybecome a manage-r andaU the things that thatentails as weUas the need to beagood teampl:,.yc,:indnotget C.'.\ug h t u p i n " of fice politics." "fdkivemyjobifi1werffl1·l'orthc polilio:' '"\'hk"'-'OUldbeiiif'li:llpbcctowakif notforthcpolitia:· ··P1:,1Jti.,'). M'\!n\ ty, lob v,,·,yOO1.,, od so m udl rimeon t m..,. {Qe-!2010J bbt 204 INFORMATION PROFESSIONALS --- Lb ""Ji0,I'&.:., 0.-n;ilt,lllo•'ofll:.......,, 5'11$,,tl .........,..,. T-,,Vlo offi:iepdr.b "'"'"'""°

  2. conclusion It'san exciting time to becompletinganMUS degreeand entering the librarian field. With the increasedmove towards innovative technology. the avenuesope n to informationp,ofcs.sionals are forever shifti ng. UBR204 hetped me see all o f thepotenitalo f the field.including the facl that somewhere alongmycareerpathI could potenitallybecome a manage-r andaU the things that thatentails as weUas the need to beagood teampl:,.yc,:indnotget C.'.\ug h t u p i n " of fice politics." "fdkivemyjobifi1werffl1·l'orthc polilio:' '"\'hk"'-'OUldbeiiif'li:llpbcctowakif notforthcpolitia:· ··P1:,1Jti.,'). M'\!n\ ty, lob v,,·,yOO1.,, od so m udl rimeon t m..,. {Qe-!2010J bbt204 INFORMATION PROFESSIONALS --- Lb ""Ji0,I'&.:., 0.-n;ilt,lllo•'ofll:.......,, 5'11$,,tl .........,..,. T-,,Vlo offi:iepdr.b "'"'"'""°

  3. libr 204 INFORMATION PROFESSIONALS SPRING 2015 DR. ROBERTBOYD

  4. Table ofContents ManagingThings Library asPlace Changing Role oflibrarians Managerial SkillSets Team Work office politics Communicating ManagingPeople Leadership Characteristics

  5. andthe :able service make themost tent(Germano, THROUGHOUT THE THOUSANDS OF YEARS OF THEIR EXISTENCE, LIBRARIES HAVE BEEN PLACES WHERE PEOPLE CONGREGATE, THINI< AND COLLABORATE. (EVANS AND ALIRE, p.485) ... f... :t to ing basic d, wehave kably cokinlalhcig.ht.slib rary studyrooms the battle tsand Ir s. Of digitalera .,.!lllf onized TheThinkerbyAugustRodin ·. I rceptionof . ·.: ' :- ·; ve,p. 29) ..

  6. the firstlibrary ITTHETHOUSANDS THEIR EXISTENCE, VE BEENPLACES LECONGREGATE, )LLABORATE. ,LIRE,p.485) by AtJtuStRodin i \ t Alexandria,Egypt

  7. pe riod icals and other dedicated spaces devoted to emerging technology such as computer commons and makerspaces. UI llllIC::LU make them more accessibleto their patron basesuchas Mount Vernon Public LibraryComputers With respect to understanding basic human need, we have been remarkably effective in the battle for the hearts and minds of our communities. Of course, the digital era has revolutionized society's perception of space. (Huwe, p.29) colonial heightslibrary studyrooms Cafe at the British Library

  8. The true potential value for libraries is not exclusively found in the notion of their space, but rather in thecommingling of content and the knowledgeable service offered to make the most of that content(Germano, p.105). THROUGH OF YEARS LIBRARIES

  9. Libraries are no longer places that just house books. Although books are still a large part of the collection, it now includes DVD's, CD's, audiobooks, periodicals and other dedicated spaces devoted to emerging technology such as computer commons and makerspaces. Libraries are also moving some oftheir collections online to make them more accessible to their patron base such as periodicals, movies & ebooks With respectto

  10. changing role oflibrarians PublicLibrarianship Management, digitization & Preservation of Cultural Heritage& records YouthServices Teacher Librarianshipacademic librarianship emerging SpecialLibrarianship technologies web programming& InformationArchitecture digitalservices Thetruepotentialvalue for libra ries is not exclusivelyfoundinthe notionoftheirspace.bul ratherinthecomminglin of content and the knowledgeableservice offeredtomakethemos of that content(German, p.105). -

  11. •• , u .. ·o - -" r-·- · - - ·- • satisfied withteamwork - ·.-- (Evans &Alire, p.354) TeamWork Accountability and clear goals are needed if a team is to be successful. A team needs to know that different partsof aprojectgiventodifferentteammembersare going to be completed. The team is counting on it. If theworkdoesn'tgetdonethenanotherteammember has to pick up the slack and timeframes get thrownoff. If a team member fails, the team fails. This is all heightened if the team isvirtual. Bergiel,BergielandBalsmeier's(2006)articleentitled, "The Reality of Virtual Teams': states that, "clear goals are important for all teams, but they are critical for thosewhodonotseeormeeteachotherfrequently:'

  12. Trustful teamenvironments have people whoare: • open to ideas &feelings • committedtoasharedsetofgoals • willingtoexplorealternatives • satisfied withteamwork (Evans &Alire, p.354) rork

  13. officepolitics 1 ' lfOVil,.

  14. "I'd love my job if it weren't forthe politics:' "Thiswouldbeagreatplacetoworkif not for thepolitics:'. . "Politics aren'tm.y job. WH'/ doIspend somuchtimeonthem?" (Glen2010) ''office rienced politics, cquinng f ikedin nd gained 1tability lire,p.

  15. t-'OLIIICSare so muchtin (Glen 20 10: Everyone has heard the phrase "office politics";manyofushaveexperienced those politics as well. Much of politics, regardlessofsetting,isaboutacquiring power, authority, and control of resources. Sometimes overlooked in the process of seeking power and authorityisthefactthathavinggained them youalso acquired accountability regardingtheiruse.(Evans&Alire,p. 109) officepolitics oi. E : tEJ flu..,A'/!> CC>MP t.,y i) E. So HT 2,) I F T E I l,,.)1ZON C,. Jl ,:;e, TO Ul.E 1. • 0 ,,..;:=)

  16. COMP VllUZ-E i)E. 80,5, Al.kJAV5 HT i) &F T E - t 20NC,. fl!.ft:.fZ.TO ltUL.E1. CCI c::::, 00 ,C.C_I c::::, ,,.-

  17. (Evans&Alife, p.3S4) Leadership Characteristics According to Daniel Goleman (1999) in his article, "The EmotionallyIntelligentWorker," hestates,"..aworker's emotional skills may be far more valuable to a company than his or her technical skills. Those workers with the ability to cope with their own and their co- workers'feelings - anger, sadness, miscommunication, and other emotional problems affecting productivity -- stand a better chance of succeeding in an organization than brilliant but immatureprofessionals." Aristotle'sMc A Speaker ... arra1 proofs

  18. inn is artic e, T e states, "..a worker's uable toa :ills. Those their own and dness, ionalproblems :erchanceof J\ristotle's Model ofCommunication A Speaker . .. ,rilliantbut arr angesthose proofsstrategically, clothestheideas1n , c lea r a nd compelilng words ... delivers theproduct appropriately Invention Arrangement Style Delivery Memory Characteris compare,d

  19. wor ds deliverstheproduct appropriately Style Delivery Characteristics ofManagers compared toLeaders • LEADER • innovates • develops • investigatesreality • long-rangeview • asks what &why • eye onhorizon • challenges statusquo • administers • maintains • acceptsreality • short-termview • asks how &when • eyeonbottomline • accepts statusquo (Evans&Alire,p.320)

  20. conclusion It's an exciting time to be completing an MLIS degreeandenteringthelibrarianfield.Withthe increased move towards innovative technology, the avenues open to information professionals are forever shifting. LIBR204 helped me see all of the potential of the field, including the fact that somewhere along my career path I could potentiallybecomeamanagerandallthethings thatthatentailsaswellastheneedtobeagood team player and not get caught up in "office politics''.

  21. conclusion It'san exciting time to becompletinganMUS degreeand entering the librarian field. With the increasedmove towards innovative technology. the avenuesope n to informationp,ofcs.sionals are forever shifti ng. UBR204 hetped me see all o f thepotenitalo f the field.including the facl that somewhere alongmycareerpathI could potenitallybecome a manage-r andaU the things that thatentails as weUas the need to beagood teampl:,.yc,:indnotget C.'.\ug h t u p i n " of fice politics." "fdkivemyjobifi1werffl1·l'orthc polilio:' '"\'hk"'-'OUldbeiiif'li:llpbcctowakif notforthcpolitia:· ··P1:,1Jti.,'). M'\!n\ ty, lob v,,·,yOO1.,, od so m udl rimeon t m..,. {Qe-!2010J bbt204 INFORMATION PROFESSIONALS --- Lb ""Ji0,I'&.:., 0.-n;ilt,lllo•'ofll:.......,, 5'11$,,tl .........,..,. T-,,Vlo offi:iepdr.b "'"'"'""°

  22. references Bergiel,B.j.,Bergiel,E.B.,&Balsmeier,P.W.(2006). Therealityofvirtualteams.CompetitionForum,4(2), 427-432. Evans,G.E.,&Alire,C.A.(2013).Managementbasics forinformation professionals (3rd ed.). New York:Neal-Schuman. Germano,M.(2011).Thelibraryvaluedeficit.TheBottom Line,24(2),100-106. Glen. P. (2010). Think Politics Aren't Part of your Job ? Think Again. Computerworld. 44(10:34). Retrieved from : http :/ / www.computerworld.com/ article/ 2550574/ it­ management/ think-politics-aren-t-part-of-yourj-ob--tbiok-agaiohtml Goleman, D. (1999). The emotionallyintelligent worker.Futurist,33(3),14.

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