Part I. Supervising individuals -- Today's workplace -- Hiring and interviewing -- Orientation and training -- Managing performance -- Managing rewards -- Part II. Managing groups -- Becoming a manager -- Team work and group dynamics -- Planning and organizing work -- Budgeting basics -- Facilities, space, and safety -- Managing meetings -- Project management -- Part III. Leading in organizations -- Communication skills -- Organizational climate and the art of motivation -- Inclusiveness and diversity -- Policies and the legal environment -- Career management

Library managers and supervisors face staffing decisions every day. When priorities change quickly - whether relating to diversity, legal challenges, new technology, or simply a desire to build an exciting team and bring people together to do their best - it takes more than good intentions to achieve results. Two experienced library managers explain how to create a productive work place, as they weave practical advice and expert commentary into an easy-to-use resource. Drawing both from common sense and from the experience and insights of the pros, they address an increasingly turbulent library environment. They focus on daily, real-world practices with: Specific strategies for brand-new supervisory staff; Tips for encouraging a positive work ethic, maintaining productivity, and building teamwork; Proven advice on practical supervisory issues like hiring, firing, interviewing, training; Policies and procedures that maintain fairness while addressing potential legal landmines; Guiding supervisors through the intricate process of managing others, this comprehensive handbook addresses the fundamental issues facing new managers.It also serves as a welcome refresher and reference for experienced managers facing new challenges in the complex and changing environments in their libraries.

The manager or supervisor told employees what to do and employees did what they were told. That world does not exist today. Today's managers, supervisors, team leaders, project managers, and unit heads face a more complex environment. Managers need to balance production goals with concern for people issues in a continually changing setting. The workplace and the workforce are different. Managers may now find themselves overseeing four generations of staff, each with its own characteristics and needs. Each group responds best to a different management style. Use of library services may be increasing as the public turns to libraries for Internet access and job-hunting services, as well as recreational reading, media, and computer games. Library managers and supervisors face staffing decisions every day. When priorities change quickly - whether relating to diversity, legal challenges, new technology, or simply a desire to build an exciting team and bring people together to do their best - it takes more than good intentions to achieve results. In these difficult times, good supervisory skills are essential. Supervisors must take a leadership role in providing support for their staff and ensuring the library can meet its goals and objectives. Poor supervisory skills will only compound the morale problems that arise during difficult times. Excellent supervisory skills can lead to departments and units that not only cope with the challenges they face, but are able to move forward and become excellent organizations. This comprehensive handbook Fundamentals of Library Supervision and Control addresses the fundamental issues facing new managers.

An updated and expanded version of the training guide Booklist called "one of the most valuable professional publications to come off the presses in a long time," the new third edition of Communicating Professionally is completely revised with new sections outlining the opportunities offered by contemporary communication media. With more resource information on cross-cultural communication, including new applications of communication principles and the latest research-based material on communication in general, this comprehensive manual covers Fundamental skills such as listening, speaking, and writing Reading others’ nonverbal behavior How to integrate skills, with tips for practicing Sense-making, a theory of information as communication Common interactions like speaking one-on-one, working in groups, and giving presentations Training others in communication skills, including a special section on technology-based training

Annotation. Library managers and supervisors face staffing decisions every day. When priorities change quickly-whether relating to diversity, legal challenges, new technology, or simply a desire to build an exciting team and bring people together to do their best-it takes more than good intentions to achieve results. Two experienced library managers explain how to create a productive workplace, as they weave practical advice and expert commentary into an easy-to-use resource. Drawing both from common sense and from the experience and insights of the pros, they address an increasingly turbulent library environment. They focus on daily, real-world practices with specific strategies for brand-new supervisory staff and proven advice on practical supervisory issues like hiring, firing, interviewing, and training. Guiding supervisors through the intricate process of managing others, this comprehensive handbook addresses the fundamental issues facing new managers. It also serves as a welcome refresher and reference for experienced managers facing new challenges in the complex and changing environments in their libraries. ... Adapted from cover.

Taking a management position in a new library or being promoted to a higher position in your library means a new approach to interpersonal relations. How to make this transition can be a challenge. This book provides the information you need to learn so you can become an effective leader and to recognize and circumvent the legal pitfalls that you may find in your path. Written in reader-friendly language, two seasoned veterans share their experiences and the experiences of others in this introduction to managing people. Managing a small library requires skills in working with personnel, the library board, patrons, and the key people in the community. Understanding these requirements will help the person with no formal education to be a more effective administrator in this setting.