领导成功的图书馆

1、Leading a successful Library 领导成功的图书馆Dr. Qi ChenLibrary Director-Argosy University East陈 琦 博士美国阿格西大学Outline 提要What is leadership 什么是领导Librarians competency in 21st century图书馆员在21世纪的能力Professional development 专业发展21st century challenges 21世纪的挑战Staff review 员工表现评估What is a Leadership 领导 Leadership - a

2、 process 领导是一个过程Leadership is not managingLeaders carry out this process by applying their leadership knowledge and skills领导通过运用他们的知识和技能的进行领导过程Influence others to accomplish an objective影响他人完成目标Direct the organization in a way that makes it more cohesive and coherent 指导所在组织使它更具凝聚力和连贯力 Theory of Lead

3、ership 领导理论Three basic theories that people become leaders (Bass, 1990). Trait Theory- -Personality may lead people naturally into leadership roles. 个性理论-个性可能导致人们自然地发挥领导作用Great Events Theory - A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary lead

4、ership qualities in an ordinary person.重大事件理论-危机或重要事件可能导致一个人挺身而出，带出在一个普通的人非凡的领导才能。Transformational/Process Leadership Theory - People can choose to become leaders. People can learn leadership skills.转换领导理论 -人们可以选择成为领袖。人们可以学习领导技巧。Laissez-faire bureaucracy 自由放任-官僚主义Avoid taking a stand 避免采取立场Ignore pr

5、oblems 忽略的问题Do not follow up 不跟进Refrain from intervening 不想干预They do not care 不在乎Laissez-faire bureaucracy自由放任-官僚主义Meetings without agenda, agree with whatever is said to them, be influenced by the last person to speak to them 没有议程的会议，同意每个人说的。尤其是受最后一个人发言的影响Leads to dysfunctional conflict and a lack

6、of achievement 导致功能失调的冲突， 缺乏成就Subordinates are left to fend for themselves下属自生自灭Believe creativity, inspiration, help and support are unnecessary相信创意，灵感，帮助和支持是不必要的result-alienation 结果-造成分化Transactional leadership交易型领导Management-by-exception and contingent reward, usually set performance objectives/s

7、tandards:管理按奖励定，通常设定绩效目标/标准：Two approaches 两种方法Passive: Waiting for problems to arise 被动等待出现的问题Reacting to errors 有错误才反应Intervening reluctantly 勉强干预Positive: 肯定方法论Monitoring for deviations and errors and correcting them 监测偏差和纠正错误Enforcing rules and procedures 执行规则和程序Avoidance of initiation or risk-t

8、aking by followers避免风险采取的追随者Transformational leadership变革型领导More effective aspects of transactional leadership and avoids its less effective and dysfunctional aspect 更有效的领导方式避免无效和不正常的方面4 components:四部分组成：Individualized consideration 个性化的考虑Intellectual simulation 激发智力发展Inspiration 启示/鼓励Charisma - Ide

9、alized influence 魅力-理想化的影响Transformational Leadership变革型领导Individualized consideration重视考虑个人Providing matching challenges 提供相应的挑战Giving opportunities to learn 提供学习机会Delegating 委派任务Coaching and giving feedback 教练，并给予反馈Empowerment of followers 让职员自身更强大Improve and development themselves 改进和发展自己Let it g

10、o of the past 不计较过去Make time to work with individuals who needs it 腾出时间帮助他人的工作Transformational Leadership变革型领导Intellectual simulation激发智力发展Stimulate the intellect and imagination of the followers 激发职员的智力和想象力Encourage imagination and creativity 鼓励想象力和创造力Use and encourage intuition as well as logic使用，

11、并鼓励直觉以及逻辑思维Transformational Leadership变革型领导Inspirational motivation 鼓舞人心Articulate exciting possibilities 利用令人振奋的机会Communicate clear and rational vision 明确合理的表达远见Align individual and organizational goals 把个人和组织目标相联接Treat threats and problems a opportunities 把威胁和问题看作机会，Example:例如：“ I have a dream “ -

12、MLK我有一个梦想.“- MLK“Ask not what your country can do for you but ask what you can do for your country - JFK不要问你的国家能为你做，但要问你能为国家做 -肯尼迪“Transformational Leadership变革型领导Idealized influence charisma 理想化的影响-魅力Express confidence in vision 对展望表示信心Admire its qualities 尊重它的品质Able to take full responsibility for

13、 actions 能够担负责任Display a sense of purpose, persistence and trust in other people 显示出对目标的持续性, 对它其他人的信任Emphasize accomplishments not failure注重成就，不注重失败Leadership you experienced你与到过的领导What type of leaders are you?你是这么样的领导?Can you tell us what kind of leaders you like?你所喜欢的领导.Name a leader or leaders th

14、at you have had? Good or bad? 你遇到过的好领导, 不好的领导.BE a professional: be loyal to the organization, perform selfless service, take personal responsibility.专业化：忠于组织，执行无私的服务，承担个人责任BE : Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination.是：诚信，能力，坦诚，承诺，正直，勇敢，正直，想象力。K

15、NOW the four factors of leadership follower, leader, communication, situation. 懂得领导的四个因素- 职员，领导，沟通和局面。KNOW yourself: strengths and weakness, knowledge, and skills.认识你自己：优势与劣势，知识和技能。KNOW human nature: human needs, emotions, and how people respond to stress. 知道人类的本质：人的需要，情感，以及人们如何应对压力。KNOW your job: b

16、e proficient and be able to train others in their tasks.了解你的工作：精通并能培养他们的任务等。KNOW your organization: where to go for help, its climate and culture, who the unofficial leaders are. 知道您的组织：去哪里寻求帮助，它的气候和文化，谁是非官方的领导人。DO provide direction: goal setting, problem solving, decision making, planning.确实提供了方向：目

17、标设定，解决问题，决策，规划。BE, KNOW , DOHow to be a good leader?如何做领导?BE, KNOW , DO To Be a Good Leader 如何做领导DO implement: communicating, coordinating, supervising, evaluating. 执行：沟通，协调，监督，评价DO motivate: develop morale and esprit de corps in the organization, train, coach, counsel. 激励：发展的士气和团队精神， 培训，教练队伍KNOW yo

18、ur job: be proficient and be able to train others in their tasks.了解你的工作：精通你的工作， 并能培养员工做的任务。Earned respect, 赢得尊重Have a clear sense of direction, by conveying a strong vision of the future. 有一个明确的方向感，表达强烈的未来远景。Honorable, trusted, and ethical 尊敬，信任和道德Not self-serving-present a good image to their senio

19、rs不谋私利，呈现良好的形象 Be, Know, DoTo be a Good Leader 如何做领导Know yourself and seek self-improvement - continually strengthening your attributes了解自己，并寻求自我提升-不断增强你的强项Be technically proficient - must know your job and have a solid familiarity with your employees tasks. 在技术上精通- 必须知道你的工作，有一个对员工任务的扎实的了解Seek respo

20、nsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. 为自己的行为承担责任-搜索新方法来指导你的组织使之达到新

21、的高度。当事情出错时，不责怪别人。分析形势，采取纠正措施，迎接下一个挑战。Make sound and timely decisions - Use good problem solving, decision making, and planning tools. 做出正确和及时的决定- 使用良好的解决问题，决策和规划工具Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must be

22、come the change we want to see - Mahatma Gandhi 树立榜样-为你的员工树立好榜样。他们不仅要听见他们所应该做的，但也看见了。我们必须成为我们希望改变的-圣雄甘地BE, KNOW , DO Be a Good Leader 如何做领导Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers. 熟悉员工，关心他们的利益-知道人类的本性和真诚对员工关怀的重要性K

23、eep your workers informed - Know how to communicate with not only them, but also seniors and other key people. 开诚布公- 知道不仅要与员工们沟通，更要与其他重要人物。Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities。制定工人的

24、责任意识- 帮助培养良好的性格，这将有助于他们履行其专业职责。Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility. 确保员工对任务的理解和完成-沟通是这个责任的关键BE, KNOW , DO Be a Good Leader 如何做领导Train as a team - Although many so called leaders call their organization, department, section,

25、 etc. a team; they are not really teams.they are just a group of people doing their jobs. 团队训练 - 尽管许多领导人称他们的组织，他们是不是真正的团队仅仅是一群人做他们的工作。Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest c

26、apabilities.使用组织的全部功能-通过开发团队精神，可以利用你的组织，部门，等最充分的能力。Librarianship in the 21st Century 21世纪的图书馆员：Competencies for the 21st century librarians: 21世纪的图书馆员能力Skills in strategic planning,战略规划能力，Budgeting skills,预算编制技能Skills in communicating with a variety of audiences, 与各类受众沟通技能Skills in managing human re

27、sources,人力资源管理技能，Skills in project management 项目管理技能，Most Importantly 最重要的.Librarians of the 21st century are: 21世纪图书馆员Continually adapting their librarys services to changing technology 不断适应不断变化的技术，改进图书馆的服务，Planning and preparing for the unexpected规划准备意外事件Engaged in lifelong professional developmen

28、t 从事终身专业发展ALA and Librarians Competencies美国图书馆学会图书馆员核心能力ALAs Core Competencies of Librarianship 图书馆员应具备的核心职业能力Professional Development图书馆专业发展目的ALA- Certificate Programs专业证书计划ALA-ALP Certified Public Library Administrator (CPLA) 公共图书馆管理认证Library Support Staff Certification Program 图书馆辅助人员认证计划Changes

29、in Online Users 网络使用变化7/27/2022使用最多的搜索器及社会网站的增长率7/27/2022喜爱的社会网络站点使用率(根据年龄)Favorite Social Networking Sites by AgeCommercial Site usage Statistics 商业网址使用数据处理7/27/2022Favorite Social Network Sites by total General Public 喜爱的社会网络站点使用率(全民测试)7/27/2022What We Face 我们所面临的 Change faster than we had expecte

30、d and experienced ever 我们正在经历从未经历过的比我们期望更快更大地变化Libraries will still be valued but will receive dissatisfaction and perceptions of a lessening value compared with other options人们将仍重视 图书馆，但与其他选择比较，重视程度会降低,不满情绪会升高Opportunities for redefining library roes and our relevance and also for developing new ro

31、les in a much wider range of public and private partnerships and collaborations 为重新确定图书馆作用，地位，并在更大范围内与各团体合作中发挥作用的机会Need for strong strategic and thought leadership 我们需要有坚强的战略和精明的领导More risk taking and greater understanding and attention to the changing demands of our different user populations需对我们不同

32、用户，不同需求更多关注，更大的理解，且需冒险7/27/2022Library/Library User Facts图书馆和用户的数据Library cardholders outnumber Amazon customers by 5 to 1 in US美国图书馆持成员卡者是亚马孙顾客的5倍Libraries circulate nearly fours times more items than Amazon handles in US each day在美国, 图书馆每天的流通量是亚马孙销售量的四倍 One out of every six people in the world is

33、registered library user 在世界毎六人中有一人是注册的图书馆用户Five times more people visit US public libraries each year than attend US professional and college football, basketball, baseball and hockey games combined每年参观美国公立图书馆的人是出席美国专业 和大学橄榄球、篮球、棒球和曲棍球赛总数的五倍Over 1 m libraries worldwide with 16 b volumes， 690,000 lib

34、rarians全世界有1 m图书馆有16 亿本书，有690,000 图书馆员，7/27/2022Who are Our Users? 我们的读者Digitally savvy - a global information commons全球性信息time, 数字运用熟练Impatient Google generation 不耐烦的Google世代Never set foot in the library, working patterns从未到过图书馆读者的工作模式New generation of students & researchers, who work virtually out

35、side the context of the library 新一代 的，对图书馆没概念的学生&学者Anticipate their future requirements with information 预计他们对未来信息的要求Support researches outside the physical library 支持不在图书馆内的研究Create our new image: digital savvy, modern, friendly, automatic, 24/7 open hours2022/7/277/27/202228Continuously improve st

36、aff capabilities for customer service and improved quality service不断提高工作人员为客户服务能力，完善服务质量Set goals 制定目标Build lifelong continuous learning into job description and jobs 把终身持续学习纳入职务说明和工作中Staff development individual responsibility, assess own needs工作人员发展是个人责任，来评估自己的需要Best practices include formal educa

37、tion, conferences, online course offering, opportunities through colleagues, mentors and collaboration最佳实践包括实行正规教育，参加会议，网上课程提供的学习机会，通过同事，导师和协作机会。Why Professional Development?专业发展29Librarians competencies Youth Services 青少年读者服务馆员资格能力公共图书馆为儿童提供服务的图书馆员的资格 (1999 )对于服务对象群的了解 （knowledge of the client grou

38、p);行政和管理技能 (administrative & managerial skills);交流技能（communication skills)宣传，公关和建立合作网络的能力（advocacy, public relations & networking);专业精神和专业发展能力（professionalism & professional development)Librarians competencies Youth Services图书馆员资格能力青少年读者服务School Librarians competencies 学校图书馆员的资格标准 Standard set by AA

39、SL and AECT由学校图书馆员协会（AASL) 与教育交流与技术协会(AECT) 联合制定- “信息的力量：为学习建立合作伙伴 ”（1998) YALSA Standard for librarians 为青少年服务的图书馆员的资格标准 “青少年应获得最好的服务：为青少年服务的图书馆员的资格” （1981）（修正1998，2003）专业发展Professional Development 计划和预算Planning and budgeting 年度计划 Annually planning 专业发展内容, 形式, 次数专业会议和工作坊 Professional conferences an

40、d workshops在职馆内培训 Professional in house training行政培训Administrative training校部或更高级 Library, organization, university, or higher馆内各类培训 In house or general training培训 Training 非专业馆员 Non-professional staff工作组 Workshops馆内培训 In house training综合训练 General training校宗旨训练 University mission and vision其它训练 Oth

41、er social issues and programsNew program-micro soft & campus systemHuman resources-management, personnel trainingInterpersonal knowledge & skills (conflict, etc.)Supervisors-supervisees, etc工作表现总结 Performance ReviewHow do you conduct a staff performance review?你们如何做员工工作评估?How to Conduct a Successful

42、 Staff Performance Review 工作表现总结 一般/传统工作表现评估Traditional Performance Review注意力在问题和怎样介决问题 Focus on problems and how to solve them 指出不足之处 Negative human behaviors纠正弱点 Identify and correct weaknesses工作表现总结 Performance Review 工作表现评估新动向：肯定心理学Positive Psychology: New Trend in Performance Review注重强项和潜力 Focu

43、s on strength and potentials建立提倡肯定的份围 Foster a positive culture 扶植肯定情绪状况 Build positive emotional status工作表现总结 Performance Review肯定心理学关注基本需要 Pay attention to basic needs 表彰贡献Recognize contribution肯定地反馈 Receive positive feedback及时的反馈 Receive immediate feedback对工作的明确要求 Clear explanation of requirement

44、s记住和关心/有意义的日子Remember significant dates, b-day, anniv. etc.工作表现总结 Performance Review肯定心理学注重培养方面： New traits 自我管理能力强 Self-efficacy心怀希望 Hope乐观 Optimism主观心情好 Subjective well-being 情商高 Emotional intelligence 达观 Resilience工作表现总结 Performance Review肯定心理学结果 results:对工作表现出更高的兴趣, 关心和热情 Demonstrate higher amou

45、nt of interest， caring and joy in work会全力注重工作 Devote maximum attention and cognition to work更注重成就 accomplishment更忠诚 more loyalty 达到组织定的目标 Achieve goals for organization顾客的高度满意 level of customers satisfaction职工稳定，减小辞职率 high retention and less turnover工作表现总结类型 Performance Review新员工试用期间 New hire probat

46、ion 三个月小结一次 Three months review六个月时小结一次 Six months review特殊情况下的总结 Special review提升 Promotion免职 Termination年度总结 Annual performance review 总结程序:自我总结Review Procedures: Self review回顾责任范围的工作和内容review all activities of the year 工作责任范围 Review Job components主要责任 Key elements of responsibilities鉴定标准Measureme

47、nt 工作表现 Job performance专业发展 Professional development新责任 New responsibilities建立新计划，方向和需要Development plan, trend and needs工作表现评估(5个标准)Performance appraisal (5 Criteria)工作需要的实用知识 Functional job knowledge行政管理技能 Administrative and managerial skills人际关系:与人共事的能力 Human relations分析能力 Analytical skills对上级的指导要

48、求Requirements from supervisor 工作表现评估(5个标准)Performance appraisal (5 Criteria)工作需要的实用知识 Functional job knowledge关于操作程序的知识knowledge of procedures, 关于特定技术的知识 specialized techniques, 工作所需的自身修养 Disciplines possessed to perform duties 行政管理技能 Administrative and managerial skills计划能力Skills in planning组织能力Organizational skills管理能力和分配工作的能力 Managerial skills and delegating tasks工作表现评估 (5个标准, 续)Performance appraisal (5 Criteria, cont.)人际关系:与人共事的能力 Human relations有礼貌，讲策略 Courtesy and tact 理解能力与影响力Understanding and influencing 倾听与鼓励人的能力Liste