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This chapter explores the question of where and how leaders in the library field gain the knowledge, skills, and ability to lead and manage people. The authors report…
This chapter explores the question of where and how leaders in the library field gain the knowledge, skills, and ability to lead and manage people. The authors report empirical evidence to answer this question based on the results of the third stage of an ongoing study—a study which examines the academic preparation of professional librarians who have become directors of libraries. The results of a survey inquiring into the formal training received by practicing library directors are detailed. Among other findings, 55.1% of the library directors surveyed and observed that graduate library school did not prepare them to become library directors. There is some evidence that a shift of perception regarding the need for traditional management training has begun to occur in library schools. The authors contend that this trend needs to accelerate if the information profession intends to prepare library directors to assume leadership roles in the future. This chapter briefly reviews the research findings from stage one and two research, which provided the foundation for the current study. As a result of this research a fourth stage of research is planned which will use in person in-depth interviews of library directors. The influence of leadership on organizational results has been explored within the broader management literature. There is clearly a relationship between leadership and results. What is unclear is how and where these leaders gain the knowledge, skills, and ability to lead and manage.
The boundaries between the for-profit sector and traditional nonprofit library focused information professions are blurring. As these information professions grow, more of…
The boundaries between the for-profit sector and traditional nonprofit library focused information professions are blurring. As these information professions grow, more of their future leaders will be graduates from business management programs as opposed to library and information programs. There is a general perception that for-profit employers demand leaders who are analytical and achievement oriented. As a result, business schools have been criticized for focusing their curricula on transaction-based economics with less focus on preparing leaders to do what is right. So, how do we better prepare business graduates to face ethical dilemmas as they move forward to build and support information organizations of the future? This chapter reports the results of a study which explored the viewpoints of American thought leaders about ethics in the context of business programs. A total of 32 subjects from the corporate and higher education settings were interviewed. Results of the study revealed five major themes related to how educators can better prepare our next generation of leaders. Those themes were: (1) insights related to the student; (2) insights pertaining to the goal of business ethics education and curricula; (3) specific cases and experiences to include in ethics course(s); (4) explicit student learning outcomes; and (5) the specific role, skill, and ability of professors teaching ethics courses. While this chapter deals primarily with the academic scope of ethics, the study also explored personal views about ethics by the interviewees. Understanding how foundational ethical beliefs and awareness develop then informs the broader discussion of ethics.
An analysis of the factors and reasons for collaboration, partnerships, and mergers in the profit sector is undertaken in this chapter. All terms used are defined…
An analysis of the factors and reasons for collaboration, partnerships, and mergers in the profit sector is undertaken in this chapter. All terms used are defined, particularly as they apply in the world of for-profit enterprises. Through a thorough review of the literature, the authors provide an outline of historically significant successes and failures of mergers and acquisitions (M&A) in the corporate world and derive lessons from them as they might apply to the nonprofit sector. The reasons that drive both sectors toward such initiatives are discussed with an analysis and comparison of similarities and differences. Both successful mergers and failures are described, primarily through case studies. In addition, human aspects and implications are addressed. Issues such as fear, trust, processes, and psychological challenges of M&A are examined in depth. The influence of communication—the good, the bad, and the ugly—are analyzed from the perspective of clients, regulators, employees, and stakeholders, with reflections on the importance of communication and careful management of change processes. The chapter concludes with a summary of the lessons which can be derived from the literature with a view to providing guidance for similar efforts for information and library organizations.
The first half of this volume is on the theme of library operations and management. The second half covers three different topics which point toward trends and implications for libraries, education, and the use of electronic texts by humanities researchers.
The response to the call for chapters about mergers, acquisitions, collaborations, partnerships, and joint ventures proved to be rich and resulted in an unprecedented number of proposals. Furthermore, the range of proposals illustrated both variety in scope and a broad range of topics. As a result, the material accepted for publication was split into two volumes. This volume includes those chapters deemed broadest in nature, while Volume 37, to be published later this year, will present material of a narrower and more focused nature and mostly in the form of case studies at the operational level. At a time when the volatile nature of the world economy calls for new approaches to business, these volumes provide an interesting panorama from the nonprofit sector of libraries and information services about the world of mergers and acquisitions (M&A’s) as well as the less riskier, but equally dramatic, activities of collaborations, partnerships, and joint ventures.