Management Resources

Description:

Environmental scanning, the process by which information about the professional environment is collected and used to determine and interpret trends that will affect the future of the organization, is critical for identifying potential problems and opportunities. Environmental scanning involves conducting a thorough assessment of the political, economic, social, and technological (PEST) factors, as well as the strengths, weaknesses, opportunities, and threats (SWOT) facing the organization. Environmental scanning, as well as ethics and continuing education, can be used toward the professional development of individuals in the field of information.

First step resources:

Albright, K.S. (2004). Environmental scanning: radar for success. The Information Management Journal, (38)3, 38-45.

This article describes the process of environmental scanning, helps readers identify potential resources, and explains how to use the information obtained.

Costa, J. (1995). An empirically-based review of the concept of environmental scanning. The International Journal of Contemporary Hospitality Management, 7(7), 4-9.

This source reviews the concept of environmental scanning and highlights the importance of continuous environmental scanning to managers and to the organization as a whole.

Evans, G.E., and Ward, P.L. (2007). Crucial success factors. In Leadership basics for librarians and information professionals (pp. 219-238). Lanham, MD: Scarecrow Press, Inc.

This chapter presents the new professional with the elements needed to achieve success in their new position of leadership. It covers personal factors, job factors, and important concepts of success.

Stueart, R.D., and Moran, B.B. (2007). Strategic planning: thinking and doing. In Library and information center management (7th ed., pp. 93-117). Greenwood Village, CO: Libraries Unlimited.

This chapter provides a basic overview of strategic planning, including examples of mission statements and strategic plans. This is a great practical resource for anyone who is unfamiliar with the concept of environmental scanning.

Advanced resources:

American Library Association Council. (1995). Code of ethics of the American Library Association. Retrieved November 11, 2007 from http://www.ala.org/ala/oif/statementspols/codeofethics/codeethics.htm.

This code presents the list of ethical statements the ALA suggests that all information professionals follow throughout their careers. In particular, the last statement demonstrates the importance of professionalism in one's field.

Choo, C.W. (1998). Information management for the intelligent organization: The art of scanning the environment. Medford, NJ: Information Today, Inc.

This book provides an in-depth examination of the concept of environmental scanning, from an explanation of scanning models and theories to practical applications of the scan.

Correia, Z., and Wilson, T.D. (2001). Factors influencing environmental scanning in the organizational context. Information Research, 7(1). Retrieved November 6, 2007, from http://InformationR.net/ir/7-1/paper121.html.

This resource provides a theoretical discussion of factors that contribute to environmental scanning and how to control these variables to get the most out of your analysis of the information gathered.

De Bruijn, E. (2000). UBC library SWOT analysis. Retrieved November 8, 2007, from http://www.library.ubc.ca/home/swot-analysis.pdf.

This SWOT analysis, conducted by the University of British Columbia library, is an excellent resource for anyone interested in the practical applications of environmental scanning. This report identifies some common areas for concern in libraries today and provides a good example of how to communicate the results of a SWOT analysis.

Description:

Program and personnel evaluations can provide information professionals and organizations with indispensable information. By illustrating how the organization is currently meeting its goals, identifying potential problems, recognizing trends, and projecting the future of the organization, evaluations can be a valuable tool in monitoring and improving its performance. However, great care, planning, and consideration must be put into making an effective evaluation and implementing its findings.

First step resources:

American Evaluation Association. (2007). Retrieved October 21, 2007, from http://www.eval.org.

This is the webpage of the American Evaluation Association, the professional organization that publishes the American Journal of Evaluation. The site offers links to professional evaluators' sites and research, scholarly publications, career resources, handbooks, and evaluation methods.

Association for Public Policy Analysis and Management. (2007). Retrieved October 21, 2007, from http://www.appam.org.

This is the webpage of the Association for Public Policy Analysis and Management, a nonprofit association of graduate schools of public policy and management. The site provides access to career resources and the publications sponsored by the association, namely the Journal of Policy Analysis and Management, for those interested in professional policy evaluation.

Edwards, R. & Williams, C. (1998). Performance appraisal in academic libraries: minor changes or major renovation? Library Review, 47(1), 14-19.

This article explains what performance appraisals are, why they are important to academic library systems, and the barriers to their use and usefulness within those systems.

Johnson, B. (2004). The case of performance appraisal: Deming vs. EEOC. Library Administration and Management, 18(2), 83-86.

Through illustrative examples, the article details specific guidelines in producing an effective evaluation, and explores how to create an evaluation that both meets the legal requirements of the organization and provides a meaningful measurable of performance.

Marshall, D. (1999). Evaluate. In The four elements of successful management: select, direct, evaluate, reward (pp. 99-148). New York: Amacom Books.

This book chapter gives a practical, readable overview of employee performance evaluations. It gives the who, what, when, where, why, and how for managers seeking to implement or improve their assessments.

Advanced resources:

Doorewaard, H. (2002). Team responsibility structure and team performance. Personnel Review, 31(3):356-370.

The article reviews how group work dynamics can affect work performance, and how managers evaluate group work. Shared-responsibility teams, those that work democratically, and team with internal hierarchies are analyzed, with explanations for why shared-responsibility teams are generally evaluated as performing better than teams with different work dynamics.

Hiller, S. (2004). From measurement to management: Using data wisely for planning and decision-making. Library Trends, 53(1), 129-155.

The author references the idea of a "culture of assessment," which originates from the University of Arizona, and explores different library programs to assemble a general guideline for any library to use in beginning to create a performance evaluation.

Hogan, J. & Holland, B. (2003). Using theory to evaluate personality and job-performance relations: a socioanalytic perspective. Journal of Applied Psychology, 88(1), 100-112.

This article assesses how personality affects job performance. Five major personality dimensions are studied to see how they affect outcomes, including job satisfaction, commitment, and stability.

Morgan, A., Cannan, K., & Cullinane, J. (2005). 360-Degree feedback: a critical enquiry. Personnel Review, 34(6), 663-680.

This article examines the efficacy of 360-degree feedback as a performance management and development tool by studying its implementation at a government agency.

Shipper, F. and J.E.D. Jr. (2000). A study of impending derailment and recovery of middle managers across career stages. Human Resource Management, 39(4), 331-345.

This article presents a study of approximately 1000 middle-managers who suffered from "derailment" while employed by high-tech firms. It offers methods of intervention for evaluators through which valuable but burnt-out managers might be helped to remain productive members of their teams.

Description:

Finding funding, creating the budgeting, and managing finances are some of the most important and difficult duties that a manager in libraries and information services will handle. Subsequently, the manager's understanding of these issues, and creativity in handling challenges as they arise, can directly link to success (or problems) within an organization. Funding can come from a variety of sources including taxes, grants, and donations, and these may all be handled differently within the myriad of organizations within our field. Similarly, the budgeting process and type of budget used will vary greatly depending on the organization, but certain techniques have shown to be particularly useful in libraries and are outlined in some of the resources below. It is important, especially during tight financial times, that managers are able to link financial decisions to overall strategic plans within the organization, having both an understanding of the data collected and the ability to apply these numbers towards effectively reaching an organization's goals.

First step resources:

American Library Association (2007). Library Funding. Retrieved Oct. 28, 2007 from: http://www.ala.org/ala/news/libraryfunding/libraryfunding.htm.

An invaluable resource for beginners, the American Library Associations website contains numerous links to helpful articles and resources concerning library funding acquisition.

Linn, M. (2007) Budget Systems Used in Allocating Resources in Libraries, The Bottom Line: Managing Library Finances. 20 (1), 20-29.

Looking specifically at libraries, Linn compares and contrasts different budgeting methods--describing the strengths and weaknesses of each type. This article provides a great overview of the various budgets, so that managers may quickly become acquainted with the more complicated styles, such as performance, zero-based, and PPBS. Also included is a thorough bibliography with resources for further research about these various budgeting techniques.

McNamara, C. (2007) Basic Guide to Non-Profit Financial Management. Retrieved Oct. 28, 2007 from http://www.managementhelp.org/finance/np_fnce/np_fnce.htm.

The overwhelming amount of information on this site can be difficult to navigate, but the value of the information on every aspect of financial management and the easily understandable presentation, makes this an extremely useful resource to explore, for both non-profit and for-profit ventures. Included are links to some frequently asked questions regarding managerial accounting and budgeting.

Rounds, R.S. (1994) Basic Budgeting Practices for Librarians (2nd ed.). Chicago: American Library Association.

If you find yourself lost when developing your organization's budget and are looking for a simple and practical book to aid in the process, this short book will help clarify the steps and alleviate confusion. From planning, to developing, and even basic management of the budget, this book will cover the fundamentals that every manager needs to know.

Stevenson Smith, G. (2002) Managerial Accounting for Libraries and Other Not-for Profit Organizations (2nd ed.) Chicago: American Library Association Editions.

This is a wonderful resource for managers in libraries and information services who would like to see concrete tools for relating financial decisions to overall planning and objective decisions. The book presents some complex accounting ideas in a very clear and straightforward style. As the title suggests, it is geared towards non-profit organizations, but the definitions and formulas are adapted from for-profit managerial accounting models and could be used in for-profit information service organizations as well.

Advanced resources:

Gilpatrick, Eleanor. (1989). Grants for Nonprofit Organizations: a Guide to Funding and Grant Writing. New York: Praeger Publishers.

Hall-Ellis, Sylvia D. & Jerabek, Ann. (2003). Grants for School Libraries. Westport: Libraries Unlimited, INC.

Both of these sources provide more in depth information on the entire grant writing process. They include helpful sample forms and scenarios that clarify some of the more confusing topics encountered when writing a grant proposal.

Ramsey, I.L. & Ramsey, J.E. (1986) Library Planning and Budgeting. New York: Franklin Watts.

Ramsey and Ramsey provide thoughtful analysis of the link between budgets and strategic planning in this book, outlining steps for managers and then examining some applications in school and public libraries. While it is an older resource, it is not outdated, although it includes a chapter on computers and spreadsheets, which should be supplemented by other more recent resources on technology and budgeting.

Rasmussen, N. & Eichorn, C. (2000) Budgeting: Technology, Trends, Software Selection, and Implementation. New York: John Wiley & Sons. Inc.

This book complements the other resources well, as it provides a more focused look at technological innovations that managers can use to enhance the budgeting process, as well as a few chapters that deal less specifically with software and programs, focusing on cutting-edge budgeting theories and techniques developed and utilized in the for-profit world.

Description:

The future of management is edging away from long-standing, traditional models and embracing new systems of organization, authority, and exchange. Some of these new methods have proven more effective than others in real-world practice, and increasingly these changes are intertwined with emerging technology, the rise of the internet, and new modes of communication. Opportunities arise in a digital environment, but one must also be aware of potential complications.

First step resources:

Daft, Richard L. (2002). Designing and Leading a Learning Organization. In The Leadership Experience (2nd ed.) (pp. 534-575). Mason, OH: Thomson South-Western.

This book chapter explains the evolution of leadership and explores how leaders can create a learning organization. It distinguishes between vertically and horizontally organized structures and introduces methods a leader can use in designing a more adaptable, flexible organization in a rapidly changing environment.

Lussier, Robert N. & Achua, Christopher F. (2004). Leading Self-Managed Teams. In Leadership: Theory, Application, Skill Development (2nd ed.) (pp. 302-335). Eagan, MN: Thomson South-Western.

This book chapter explores the technique of self-managed teams within a flattened organization.

Hamel, Gary. (November 15th, 2007). Moving Management Online. Harvard Business Discussion Leaders. Retrieved November 19th, 2007, from http://discussionleader.hbsp.com/hamel/management_20/.

Hamel presents some pretty fascinating ideas about how Web 2.0 trends can revolutionize management, especially the aggregation of individual input and authority based on peer evaluated worth of one's ideas.

Self-Directed and Self-Managed Work Teams. Retrieved December 3, 2007, from http://www.managementhelp.org/grp_skll/slf_drct/slf_drct.htm.

The Free Management Library's section on self-directed and self-managed work teams contains multiple sections on various topics. It includes not only articles on the topics mentioned in its title, but also articles on related issues, such as flattened hierarchies, managing transitions, and specialized leadership requirements for heads of self-managed teams.

Advanced resources:

Helgesen, Sally. (1995). The Web of Inclusion: A New Architecture for Building Great Organizations. New York: Doubleday.

The author describes her theory of flattened hierarchy as a web-like structure. She demonstrates the advantages of the web of inclusion by profiling five organizations that have successfully adopted this theory.

Owens, Irene. (1999). The Impact of Change from Hierarchy to Teams in Two Academic Libraries: Intended Results versus Actual Results Using Total Quality Management. College & Research Libraries. 60(6): 571-584.

The author examines the case study of two academic libraries that changed their organizational structure, and analyzes the impact of team management within the total quality management approach.

Macdonald, Stuart. (2001). The IT Productivity Paradox Revisited: Technological Determinism Masked by Management Method. Paper presented at International Telecommunications Society Asia-Indian Ocean Conference. Retrieved November 19, 2007, from http://www.stuartmacdonald.org.uk/pdfdownloads.htm.

Macdonald warns of technological determinism when addressing the current focus on management somewhat blindly investing resources in IT.

Tufte, Edward R. (2003). The Cognitive Style of Powerpoint. Cheshire: Graphics Press, LLC.

A fascinating, somewhat frightening look at how a prevalent mode of communication within management may influence not just the ideas being expressed but their reception and ultimate influence.

Total Quality Management. Retrieved December 3, 2007, from http://www.isixsigma.com/me/tqm.

The Total Quality Management section of iSixSigma.com, a website devoted to Motorola's Six Sigma management philosophies, serves as a repository for various articles on the eponymous topic of total quality management. It is an excellent first-stop resource.

Description:

A solid foundation in management theory is critical for any manager who hopes to learn from the past. By understanding the classical scientific and administrative theories, as well as the human relations and behavioral theories, and integrating their principles into modern schools of management thought, managers will be equipped with the knowledge to begin building the wide array of competencies required in today's complex and dynamic organizational environments.

First step resources:

Gautschi, T.F. (1989). Hawthorne studies: A workplace classic. Design News, 45(20), 180.

A good introduction to the Hawthorne Studies and the human relations movement.

Price, A. (1996). Classical organization theory. Retrieved September 15, 2007, from HRM Guide Web site: http://www.hrmguide.co.uk/history/classical_organization_theory.htm.

Price, A. (1996). Classical organization theory - key criticisms. Retrieved September 15, 2007, from HRM Guide Web site: http://www.hrmguide.co.uk/history/key_criticisms.htm.

These two websites are particularly good primers for early-twentieth century theories of management. Additionally, these are part of a larger network of sites on good management in general.

Quinn, R. E., Faerman, S. R., Thompson, M. P., & McGrath, M. R. (2003). Becoming a master manager: A competency framework (3rd ed.). New York: John Wiley & Sons.

The authors present a unified theory to management by emphasizing behavioral complexity in eight primary management roles. The introductory chapter nicely summarizes key management theories in the context of their historical environments.

Sayles, L. R. (1976). Matrix management: The structure with a future. Organizational Dynamics, 5(2), 2-17.

Examines the types of matrix organizations. Sayles identifies problems in organization specialization and basic elements of responsibilities in administrative roles.

Wren, D. A. (2005). The history of management thought (5th ed.). New York: Wiley.

A comprehensive, engaging survey of the history of management thought. Although one might skim it to get a sense of the social, political and economic factors behind major theories, it's also worth the time to read Wren's lucid explanations of any particular theory.

Advanced resources:

Koontz, H. (1980). The management theory jungle revisited. The Academy of Management Review, 5(2), 175-187.

Koontz reviews the fractured state of competing and overlapping management theories and eloquently argues for a universal theory in order to advance the field. He presents concise overviews of major schools of management thought, and corresponding critiques which are still relevant today.

Overman, E. S. (1996). The new science of management: Chaos and quantum theory and method. Journal of Public Administration Research and Theory: J-PART, 6(1), 75-89.

Overman demonstrates applications of chaos and quantum theory to management problems. He asks if classical and contemporary management theories are enough to handle modern organizational environments, and gives us a peek into what the future might hold.

Weinberger, D. (2007). Everything is miscellaneous. New York: Times Books.

A fantastic book on the explosion of information in the 21st century. Not about management particularly, it nonetheless provides insight into the changes necessary in how people are managed if businesses are to survive and thrive. See chapter nine in particular for examples of how the internet has changed business models internally.

Worrell, D. (1995). The learning organization: Management theory for the information age or new fad? The Journal of Academic Librarianship. 21(5). 351-357.

This paper examines the topic of the learning organization as it applies to library management. It provides a good introduction to principles of learning organizations, relates how libraries might apply these principles, and gives solutions to problems which might be encountered in practice.

Description:

It is often said that change is the one constant in our world. This is particularly true with today's rapid development of technology. However, all organizations also face changes in staff, resources, hierarchy and facilities. In order to remain effective, all organizations must have managers who guide it through this constant evolution.

First step resources:

Baker, David (2007). Strategic Change Management in public Sector Organizations. Oxford: Chandos Publishing Limited.

David Baker has provided us with an excellent resource for new managers who are looking for an introduction to change management. Because it focuses on the public sector, it is especially applicable to many organizations in the information field.

Green, Mike (2007). Change Management Masterclass: A Step-by-step Guide to Successful Change Management. London: Kogan Page.

Mike Green addresses this complicated topic on a basic level, but with exceptional clarity. The information will be useful for managers in both private and public organizations.

Penfold, S. (1999). Change Management for Information Services. East Grinstead: Bowker-Saur.

Penfold discusses the relevance, context and implications of change management and the process of change.

Pugh, L. (2000). Change management in information services. Gower: Aldershot.

This book is more technical than David Baker and Mike Green's. Pugh applies change management theories and strategies to examples from several aspects of the information field.

Advanced resources:

Diefenbach, Thomas (2006). The Managerialistic Ideology of Organizational Change Management. Journal of Organizational Change Management, 20(1). 126-144.

This article is based a case study of a strategic change initiative that took place at a large Western-European University in 2004 and 2005. Of particular note is the discussion of "opponents", which casts a light on why people resist change.

Rogers, Sally A. (2007). Assessing Trends to Cultivate New Thinking in Academic Libraries. Library Management, 28(6/7). 366-378.

Rogers discusses current trends in academic libraries, as well as several resources available that will assist librarians in keeping on top of trends as they develop.

Sidorko, Peter Edward (2007). Fostering Innovation in Library Management and Leadership: The University of Hong Kong Libraries Leadership Institute. Library Management, 28(1/2), 5-16.

This article discusses the establishment of a library leadership institute and the principals it developed.

Description:

Within the non-profit and library fields, marketing's primary duty is to identify, anticipate, and satisfy customer requirements profitably and efficiently (Aedyoyin, 497). Effective marketing is crucial in the information management industry, since the need to develop resources is an essential (and inevitable) part of the job. With this in mind, there are four areas of importance when dealing with marketing strategy in the information industry: raising funds, increasing value with stakeholders, advocacy, and communication.

First step resources:

Balser, D., & McClusky, J. (2005). Managing stakeholder relationships and nonprofit organization effectiveness. Nonprofit Management & Leadership, 15(3): 295-315.

This article provides a particularly inclusive explanation of the many ways value can be created for stakeholders. Many case studies are used to determine what works and what does not. This would be an extremely valuable tool for managers seeking to improve stakeholder relevance on multiple levels.

Cohen, D., De la Vega, R., & Watson, G. (Eds.). (2001). Advocacy: Its many faces and a common understanding. Advocacy for Social Justice: A Global Action and Reflection Guide (7-10). Bloomfield: Kumarian Press. Retrieved September 28, 2007, from http://www.kpbooks.com/pdf/advocacy.pdf.

The first chapter in Advocacy for Social Justice: A Global Action and Reflection Guide provides a thought-provoking (and debatable) definition of advocacy, a brief synopsis of overarching environmental concerns which affect advocacy, and a list of "traits" inherent to advocates.

Kemoni, H.N. (2004). Melvin Defleur's information communication model: its application to archives administration. African Journal of Library, Archives and Information Science, 14(2): 167-175.

This article is a simple introduction to the basic communication model. Kemoni has altered the model to include the element of feedback, and he shows its use and usefulness in archives administration.

Swan, J. (2000). Fund-raising for the small library. Retrieved September 26, 2007 from http://www.ckls.org/~jswan/fundraisingwilson.html.

While the article addresses fundraising with a small library in mind, there are nevertheless creative ideas offered which can be starting points for a larger library's fundraising project.

Advanced resources:

American Library Association (2006). ALA fact sheet 24. Retrieved September 26, 2007 from http://www.ala.org/ala/alalibrary/libraryfactsheet/alalibraryfactsheet24.cfm.

This "fact sheet" is quite informative, compiling a variety of resources, reviewing books specifically on fundraising, addressing special libraries, and listing additional Internet sources.

Allen, D.G. (2006). Do organizational socialization tactics influence newcomer embeddedness and turnover? Journal of Management, 32(2): 237-256.

This is a useful article for managers who are looking for solutions when dealing with new employees. Detailing the importance of treating your new employees with respect, the article is an effective tool in building trust with your employee stakeholders.

Association of College and Research Libraries (2006). Advocacy Toolkit - The Power of Personal Persuasion. Marketing @ your library. Retrieved September 28, 2007 from http://www.ala.org/ala/acrl/acrlissues/marketingyourlib/advocacy_toolkit.pdf.

ACRL (Association of College and Research Libraries), a division of the American Libraries Association created this phenomenal "how-to" toolkit on advocacy, including "basic content on persuasion, techniques for persuading others, applications of persuasion techniques for libraries and recommended processes and examples for persuading others within higher education environments."

Corson-Finnerty, A. (1998). Library fundraising on the web. Retrieved September 26, 2007 from http://dolphin.upenn.edu/~corsonf/alabook.html.

This article was based on a library team's fundraising experience and gives tips and plans on the development process of Internet fundraising.

Du, S., Bhattacharya, C.B., & Sen, S. (Sept 2007). Reaping relational rewards from corporate social responsibility: The role of competitive positioning. International Journal of Research in Marketing, 24(3). Retrieved September 17, 2007, from ScienceDirect database.

The study addresses the image corporations establish vis-à-vis their CSR (corporate social responsibility) marketing and the ramifications in terms of customer loyalty, positive association to a brand, and resilience to negative brand information.

Oosthuizen, G.F. (1999). Participative management in academic library services. Library Management, 20(4): 213-219.

This article delves into the possibilities and actualities of participatory management. After defining the term as "empowering people throughout the enterprise," and a short discussion, the authors show the results of a survey of academic libraries in South Africa, including the degree of group participation and patterns within it. Overall it is very interesting and forward thinking.

Ren, W. H. (September 2000). Library instruction and college student self-efficacy in electronic information searching [survey of 85 undergraduate students taking English composition at the Newark campus of Rutgers University]. The Journal of Academic Librarianship, 26(5). Retrieved September 29, 2007, from ERIC (Education Resources Information Center) database.

This 1999 study of 85 college freshmen at Rutgers University looks at the level of self-efficacy pre- and post-instruction on library use.

Scott, C.R. (2005). Relating computer, communication, and computer-mediated communication apprehensions to new communication technology use in the workplace. Communication Research, 32(6): 683-725.

Scott provides the results of surveys measuring people's comfort or discomfort with communication, computers, and communication through computers. His findings are very interesting; most notably, people are quite uncomfortable with communication and with technology, and this discomfort does not lessen over time, as is often assumed.

Unerman, J., & O'Dwyer, B. (2007). Theorising accountability for NGO advocacy. Accounting, Auditing & Accountability Journal, 19(3). Retrieved September 30, 2007, from Emerald Group Publishing Limited database.

This article presents a theoretical argument on the appropriateness of accountability in terms of the impact of NGO advocacy efforts (a well-supported document).

Description:

Training and motivation are the two sides of staff development. Training should act as a change agent to prepare employees to operate more successfully in their work environment. Motivation is the psychological process that gives behavior direction and purpose in the work environment. Although many problems can arise with training and motivation in libraries, there are extant solutions and motivation models that libraries can utilize to promote staff development.

First step resources:

Creth, Sheila D. (1986). Effective on-the-job training : developing library human resources. Chicago : American Library Association.

This is a concise book the specifically is on training in the library setting. The first chapters are a good initial over and the book does have some nice training plans that pertain directly to libraries.

Christopher, Connie. (2003). Empowering your library: A guide to improving service, productivity, and participation. Chicago: American Library Association.

This book acts as a set of guidelines for the librarian in the workplace. It gives concrete advice and examples on how to ensure the library lives up to its full potential.

Jurkiewicz, C.L. (1997). What motivates municipal employees: A comparison study of supervisory vs. non-supervisory personnel. Public Personnel Management, 269(3), 367-377.

This study assesses and analyzes the differences in motivating factors between supervisory and non-supervisory personnel in the public sector.

Latham, G.P. (1988). Human resource training and development. Annual Review of Psychology, 39, 545-582.

Latham does a good job of summarizing Human resource development and spends some time on the history of training.

Pugh, L. (2005). Managing 21st Century Libraries. Lanham, Maryland: The Scarecrow Press.

This book discusses how traditional approaches to managing libraries is not an adequate response to changing technologies and contemporary library services. Pugh suggests inventive and more modern approaches to organizational development and management for libraries.

Roberts, S., & Rowley, J. (2004). Managing Information Services. London: Facet Publishing: London.

This book uses established management principles and applies them to the context of libraries and information services. This book also discusses issues and particular needs that library and information service managers and professional can face and how to handle those issues as they arise.

Rubin, Richard (Ed.). (1987). Critical issues in library personnel management. Urbana-Champaign, Illinois: University of Illinois.

This work is a collection of papers presented at the Allerton Park Institute, all dealing with management issues that libraries must face every day. The authors present various theories and broad topics, then tailor them to specifically relate to the needs of libraries.

Tannenbaum, S.I., & Yuki, G. (1992). Training and Development in Work Organizations. Annual Review of Psychology, 43, 399-441.

Tannenbaum and Yuki give an excellent summary of the training needs analysis, and the design of training. They also cover the pre and post training environments that are fundamental in creating effective training.

Advanced resources:

Hatcher, T. (2006). Democratizing the workplace through professionalization of human resource development. International Journal of Training and Development 10(1), 67-82.

The author critically looks at the notion of democratizing the workplace through the professionalization of HRD (human resource development).

Level, A.V., & Mach, M. (2005). Peer mentoring: one institution's approach to mentoring academic librarians. Library Management, 26(6/7), 301- 310.

Peer mentoring is a form of mentoring in which an inexperienced person is paired with a more seasoned individual or group of the same status. This article discusses a peer-mentoring program in an academic library and offers suggestions and recommendations for libraries seeking to establish such programs.

Metz, Ruth F. (2001). Coaching in the library: A management strategy for achieving excellence. Chicago: American Library Association.

This book explains how managers can improve the performance of their staff, their library, and themselves through the management style known as "coaching."

Raper, P., Ashton D., Felstead A., & Storey, J. (1997). Toward the learning organization? Explaining current trends in training practice in the UK. International Journal of Training and Development 1(1), 9-21.

The authors of this study take a look at the popular notion of a learning organization. They also look at how current organizational practices with the regards of training.

Walker, A.G. (1999). A five-year study of upward feedback: What managers do with their results matters. Personnel Psychology, 52(1), 394-423.

Upward feedback is the feedback managers receive from their employees. This article presents the findings of a five-year upward feedback study and discusses how this feedback was particularly useful in improving managerial performance.