Search results

In a team‐based organization, the performance not only of the teams as a whole but also of their individual members needs to be managed and managed very well if tall performance (consistently competent, ethical, and motivated behavior that always produces the best results) is to be reached and sustained. In this article, four principles are first overviewed that underlie a new model of performance management designed by the author. The principles are those of tall performance, accountability, responsible empowerment, and performance management. An overview of the new model is then given. Among the model’s salient features are the way it preserves the “we” without sacrificing the “me”, a non‐traditional way to do performance appraisals, and accountability not only for results but also for behaviors, including ethical conduct.

Throughout America most managers complain about conducting performance appraisals. Most directors dread the time of the year when they must undergo increasingly strict and stressful reviews and then perform the same for their subordinates.

From providing public Internet access in rural communities to pioneering the development of a model automated document delivery system, libraries of every type in the state are engaged in a variety of multi‐library automation and connectivity efforts. The following descriptions include projects from academic libraries, public libraries, state agencies, and a library school.