Les bibliothèques et les services de documentation sont entrés depuis une dizaine d'années dans l'ère de l'optimisation. Les pouvoirs de tutelle demandent des " comptes " sur les résultats obtenus, en rapport avec les moyens dispensés. Les compétences professionnelles des agents et des bibliothécaires s'accroissent, et le personnel attend de ses managers de bonnes conditions matérielles et psychologiques de travail, ainsi que des trajectoires professionnelles motivantes. Le directeur de bibliothèque et le responsable d'un service deviennent des professionnels du management. La bonne volonté, le bon sens et les bons sentiments ne suffisent plus. Aujourd'hui, le manager cultive et enrichit les connexions entre trois compétences managériales indispensables : Compétences stratégiques : anticiper, inventer le futur, donner du sens, proposer des scénarii, orienter les actions du personnel de la bibliothèque vers la qualité de service aux usagers. Compétences de gestion : initier des processus et conduire des projets, accompagner les changements, traiter les écarts entre objectifs et résultats, optimiser le rapport coût/efficacité de la bibliothèque. Compétences relationnelles : faire émerger la compétence collective, fédérer les cultures et les métiers dans la bibliothèque, relier la bibliothèque avec son environnement social et culturel. L'exercice des responsabilités d'encadrement dans une bibliothèque est un métier à part entière. Ce livre, par ses apports théoriques, ses nombreux conseils pratiques, ses exemples et sa proposition d'autodiagnostic des styles de management contribuera sensiblement à la professionnalisation des managers. [Source : 4e de couv.]

Rapid developments in information technology and media have resulted in increasingly diverse strategies for information retrieval by readers and users. The duty to cope with this phenomenon and to master the situation forms one of the biggest challenges facing libraries. In order to strengthen the awareness of the potential of tools for management and strategic planning, a two-day meeting was held under the auspices of IFLA's Management & Marketing Section in Bergen, Norway in August 2005. Managers of different types of libraries, researchers and educators from five continents shared their experiences with research methods, data collection, evaluation, performance measurement, best practice strategies and policies. This book contains their presentations in the form of full length articles.

This standard text has been fully revised and updated for its fourth edition to reflect continuing technological changes, as well as issues such as social inclusion, lifelong learning and European employment legislation. Chapter 1 on the working environment has been completely rewritten. The present environment brings problems of staff motivation, de-professionalization and the loss of control: Chapter 2 reminds readers of basic motivation theories, now presented in a more logical sequence, and how to deal with such problems. Chapter 3 on workforce planning has been retitled Human Resource Planning and revised to take into account the modes of staffing appropriate for today's turbulent environment. Effective human resource planning requires excellent selection and recruitment procedures: best practice and developments in this area are explored in Chapters 4, Job Descriptions and Person Specifications, and 5, Recruitment and Selection of Staff. In Chapter 6 on staff appraisal more attention has been given to multi-rating approaches, such as 360° whereby different aspects of work can be assessed by different groups of people, and to appraisal of junior by senior staff. The last decade has seen increased emphasis on training and development to deliver high quality services in a climate of constant change. Chapter 7 has therefore been reordered and expanded in order to reflect new approaches and changes in this area. In Chapter 8, Staff Supervision and Interpersonal Skills, recent emphasis on leadership and counselling skills are reflected, as is the growing need to do more with less through enhanced time management and stress management techniques. With this new edition, this core guide brings professionals involved in managing library and information staff up to date with how to cope with the most pressing problems and challenges in today's fast-changing environment.

In this book, first published in 1989, educators, library administrators, and human resources managers will find helpful insights into the vital role they can play in attracting pro-active people to the profession, changing current library structures and staffing patterns to meet emerging information needs, and developing existing staff to cope with conflicting demands. Contributors to this valuable new book also explore the human resources implications of the changing mission of libraries; the challenges faced by public services; the need to reallocate, reclassify, and retain existing staff; and the increasingly important role that human resources specialists play in libraries in transition.

The International Federation of Library Associations and Institutions (IFLA) is the leading international body representing the interests of library and information services and their users. It is the global voice of the information profession. The series IFLA Publications deals with many of the means through which libraries, information centres, and information professionals worldwide can formulate their goals, exert their influence as a group, protect their interests, and find solutions to global problems.