Tables |
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xiii | |
Preface |
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xv | |
Chapter 1 Why Nonprofit and Public Sectors Matter for Library Information Service Managers |
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1 | (10) |
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General Sector Differences |
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2 | (6) |
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Public Sector Organizations |
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3 | (3) |
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6 | (2) |
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What Works and What Does Not? |
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8 | (3) |
Chapter 2 Leading |
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11 | (22) |
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Basic Leadership Theories |
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13 | (2) |
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15 | (3) |
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Assessing Your Interest in Being a Leader-Manager |
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18 | (2) |
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You Can Develop Leadership Skills That May Not Be Natural for You |
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20 | (2) |
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Pitfalls for Leader-Managers |
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22 | (1) |
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23 | (2) |
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Common Managerial Challenges |
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25 | (5) |
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Managing and Implementing Change |
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26 | (1) |
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Training and Developing Staff |
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26 | (1) |
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Being an Attorney of Sorts |
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27 | (1) |
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27 | (1) |
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Moving Ahead in Management |
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28 | (1) |
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29 | (1) |
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30 | (1) |
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Keys to a Successful Career |
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30 | (3) |
Chapter 3 Communication and Persuasion |
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33 | (26) |
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Essential for Personal and Organizational Success |
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34 | (2) |
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35 | (1) |
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Oral and Written Communication |
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36 | (3) |
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36 | (2) |
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38 | (1) |
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Communicating Outside Your Unit |
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39 | (9) |
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40 | (1) |
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Governing and Advisory Boards |
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40 | (1) |
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Maintenance and Service Personnel |
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41 | (1) |
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Professional Colleagues Elsewhere |
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42 | (1) |
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Parent Organization Staff |
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42 | (1) |
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43 | (3) |
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46 | (1) |
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46 | (1) |
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47 | (1) |
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Society at Large and Taxpayers |
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47 | (1) |
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Listening-Key to Successful Communication |
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48 | (2) |
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Barriers to Effective Listening |
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49 | (1) |
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50 | (2) |
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52 | (3) |
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52 | (1) |
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53 | (1) |
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54 | (1) |
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54 | (1) |
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Thoughts on the Power of Persuasion |
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55 | (4) |
Chapter 4 Authority, Influence, and Power |
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59 | (16) |
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60 | (2) |
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62 | (6) |
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66 | (2) |
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Accountability and Responsibility |
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68 | (3) |
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Importance of Empowerment |
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71 | (4) |
Chapter 5 Advisory and Governing Boards |
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75 | (22) |
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76 | (3) |
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79 | (9) |
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80 | (3) |
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83 | (2) |
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85 | (3) |
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Understanding Board Relationships |
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88 | (5) |
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Senior Manager Relationships |
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88 | (2) |
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Relationships with Library Staff |
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90 | (1) |
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Relationships beyond the Library |
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91 | (2) |
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93 | (4) |
Chapter 6 Vision, Mission, Planning, and Strategy |
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97 | (18) |
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101 | (3) |
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104 | (6) |
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106 | (1) |
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107 | (1) |
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108 | (2) |
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110 | (5) |
Chapter 7 Changing Environment-Why It Matters |
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115 | (18) |
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117 | (3) |
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120 | (9) |
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120 | (3) |
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123 | (2) |
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Learning about the Service Community |
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125 | (2) |
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Methods for Assessing Demographics |
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127 | (2) |
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Creating a Scanning Program |
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129 | (4) |
Chapter 8 Assessment, Coordination, and Quality |
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133 | (20) |
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135 | (1) |
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Engaging Stakeholders in Assessment Projects |
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136 | (1) |
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Assessment, Outcomes, and Control |
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137 | (3) |
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Outcomes and Meaningful Measures |
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140 | (3) |
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140 | (2) |
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142 | (1) |
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Tools for Assessing Performance |
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143 | (4) |
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143 | (1) |
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144 | (1) |
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145 | (1) |
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146 | (1) |
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146 | (1) |
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147 | (6) |
Chapter 9 Fiscal Matters |
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153 | (18) |
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Public and Nonprofit Budgeting versus For-Profit |
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154 | (4) |
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158 | (3) |
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Managerial Leadership in Budgeting |
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161 | (3) |
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163 | (1) |
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Assessing and Setting Realistic Financial Needs |
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164 | (3) |
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167 | (1) |
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Budgeting in Multijurisdictional Environments |
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168 | (3) |
Chapter 10 Fundraising |
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171 | (16) |
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173 | (8) |
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174 | (1) |
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175 | (1) |
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176 | (3) |
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179 | (1) |
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180 | (1) |
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181 | (3) |
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Managerial Leadership Challenges and Referenda Issues |
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184 | (3) |
Chapter 11 Managing Projects |
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187 | (16) |
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Projects in the Public Sector |
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189 | (1) |
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Managerial Skills and Projects |
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189 | (2) |
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191 | (1) |
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191 | (4) |
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191 | (1) |
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192 | (1) |
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193 | (1) |
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194 | (1) |
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195 | (1) |
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195 | (2) |
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196 | (1) |
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197 | (1) |
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Planning, Controlling, Monitoring, Closing |
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197 | (1) |
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197 | (2) |
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Project Management Software |
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199 | (4) |
Chapter 12 Advocacy, Lobbying, Marketing, and Public Relations |
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203 | (16) |
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205 | (3) |
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205 | (1) |
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206 | (2) |
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208 | (1) |
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What Is Legal Lobbying for Libraries? |
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208 | (2) |
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210 | (3) |
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212 | (1) |
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213 | (1) |
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214 | (5) |
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215 | (4) |
Chapter 13 Political Skills |
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219 | (14) |
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Personal Political Skills |
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220 | (3) |
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223 | (5) |
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Why Not Try to Control Office Politics? |
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225 | (1) |
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Reducing or Controlling Office Politics |
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226 | (1) |
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Good Organizational Politics |
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227 | (1) |
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228 | (5) |
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Intra-Staff Partisan Politics |
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230 | (3) |
Chapter 14 Legal Aspects |
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233 | (22) |
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234 | (3) |
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237 | (1) |
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238 | (3) |
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241 | (5) |
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242 | (1) |
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242 | (1) |
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User Privacy and Confidentiality |
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|
243 | (3) |
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246 | (4) |
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247 | (1) |
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248 | (1) |
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249 | (1) |
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250 | (1) |
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251 | (4) |
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252 | (3) |
Chapter 15 Ethics in the Workplace |
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255 | (14) |
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More Nuanced Than You Might Think |
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256 | (1) |
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257 | (1) |
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258 | (2) |
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Professional Ethics Codes |
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260 | (2) |
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Workplace Ethics and Values |
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|
262 | (7) |
Chapter 16 Understanding Oneself and Others |
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269 | (22) |
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271 | (1) |
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Staffing Differences across Sectors |
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272 | (3) |
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Workplace Behavior, Staffing, and Managers |
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275 | (5) |
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Labor Union and Collective Bargaining Issues |
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280 | (2) |
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282 | (4) |
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285 | (1) |
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286 | (5) |
Chapter 17 Training and Developing Staff |
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291 | (18) |
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Differences between Training, Coaching, and Developing |
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292 | (1) |
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Identifying Current Training Needs |
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293 | (4) |
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294 | (1) |
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295 | (1) |
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296 | (1) |
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297 | (4) |
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301 | (3) |
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Creating a Continuous Learning Environment |
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302 | (2) |
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Options for Saving Limited Training and Development Funds |
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304 | (1) |
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304 | (3) |
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307 | (2) |
Chapter 18 Collaboration |
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309 | (16) |
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Why Collaboration Is a Necessity in Today's World |
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311 | (14) |
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Creating a Collaborative Environment |
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312 | (2) |
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Barriers to Collaboration |
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314 | (1) |
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Collaborating in Your Library |
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315 | (1) |
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Cross-Sector Collaboration |
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316 | (2) |
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318 | (1) |
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Collaborating via Social Media |
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319 | (6) |
Chapter 19 Negotiation |
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325 | (16) |
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326 | (7) |
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333 | (2) |
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Negotiation Skills and Their Value |
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335 | (6) |
Chapter 20 Long-Term Career Success |
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341 | (22) |
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Common Areas for Improvement |
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343 | (3) |
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Meetings-The Seeming Life Blood of Organizations |
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346 | (3) |
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349 | (10) |
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350 | (2) |
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352 | (1) |
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353 | (1) |
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354 | (1) |
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Writing for Non-Work Audiences |
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355 | (1) |
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356 | (3) |
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Social Media as Presentation |
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359 | (1) |
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359 | (4) |
Index |
|
363 | |