This list is a selective list of materials designed to cover some of
the competency areas in the voluntary certification program for management.
The content may be thought provoking to some readers, or offer a viewpoint
in a different light. Hopefully, reading the materials will promote discussion,
debate, or a new position on themes in your career. The list is not meant
to be biased toward any viewpoint-Nancy Smith, MLIS.
|A||Blake, Virgil L. "A Brief Encounter: Part One-Becoming," Public
Library Quarterly 16, no. 3, 1997: pp.3-19. Traces the roots of federal aid to public libraries and federal support of the development of state library agencies. Duties of a federal library agency are outlined.
|A||Carver, John and Miriam Carver. "Governing (not Managing) the
Library," Indiana Libraries 17, no. 1, 1998: pp.8-10. Discusses a change in traditional reactive methods of governance. The Board describes to the CEO the Means to be avoided to attain the Ends it seeks. Explanation of Means and Ends along with what determines success in public libraries is offered.
|A||Christenson, John. "Role of the Public Library Trustee," Library
Trends 44, Summer, 1995: pp. 63-76. Discusses responsibilities of
Library Board members in contrast with the librarian's responsibilities. Points out similarities and differences between rural board responsibilities and that of a large city library.
|C||_____________ "Survival Guide for the Next Century," Rural
Libraries 15, no.2,1995: pp.15-36. Looks at the changes of rural Minnesota and the advent of the information age. Extensive discussion on how cooperative relationships benefit rural libraries in Minnesota.
|B||Division of Library Development, Connecticut State Library. "Policy
Development Materials for Public Libraries," available from
(http://www.cslib.org/poldev.htm). Accessed December 19, 2002. Offers examples of public library policies.
|D||Fallis, Don and Martin Fricke. "Not by Library School Alone," LibraryJournal
124, no.17, October 15, 1999: pp. 44-45. Offers insight into the goals
of graduate education in LIS. Discusses the need for an ALA accredited
bachelors degree which offers a practical skill basis for employment.
|F||Fleck, Jim, "Breaking Ground in the Twenty-First Century:
Connecting to Our Communities," Indiana Libraries 17, no. 1, 1998: pp. 26-29. Libraries must develop a clear-cut identity to remain connected to their communities. Trustees have an important role in this. Several ways of creating a library identify are discussed along with the Trustee's role in achieving this.
|B||Library of Virginia. Community Analysis Methods & Evaluative
Options: the CAMEO Handbook, available from (http://skyways.lib.ks.us/pathway/cameo/). Accessed December 19, 2002. Complete handbook is online. Based on the "Looking Around Method." Prepared by the Consulting Librarians Group in cooperation with MGT of America, Inc. for the Library of Virginia.
|A & G||Library Development and Services. Department of Children,
Families, & Learning, State of Minnesota. Minnesota Public Library Trustee Handbook April, 1998: pp. 117. Describes in full the responsibilities of the Trustee, lists all the Minnesota Statutes pertaining to public libraries, describes resources for Trustees, and covers other areas pertaining to this certification program e.g. determining space needs of facilities.
|F||____________ Public Library Goals Review Task Force. Standards
for Minnesota Public Libraries: Essential, Enhanced, Excellent.1996. Maybe used to guide library boards, administration and staff in planning library services.
|A||Noble, Cherrie. "Reflecting on Our Future," Computers in Libraries
18, no. 2, February, 1998: pp. 50-54. Accessed 23 March 2000; available from Proquest Direct. The advent of metadata and metatag development influences electronic document retrieval, end-user searching, library technology, and the librarian's competencies: thus the virtual network.
|D||Nofsinger, Mary M. "Time Management Skills: A Checklist," C&RL
News 57, no. 10, November, 1996: pp. 648-650. How to develop appropriate and manageable goals. How to achieve your goals by prioritizing tasks.
|F||Owen, Amy. "Current Issues and Patterns in State Standards for
Public Library Service," Public Libraries 31, no. 4, July/August, 1992: pp. 213-220. What is a standards? What is a guideline? How should the development and use of standards effect library planning and services? Owen answers these questions and recommends how standards should be used.
|D|| "Performance Evaluation: A Brief, Annotated Bibliography," Library
Personnel News 10, November-December, 1996: pp. 4-5. Many of the articles annotated pertain to the system of 360-degree feedback.
|A||Sager, Don. "Public Library Trusteeship in the 21st Century," Public
Libraries, May/June, 1998: pp. 170-174. Four Trustees offer what they believe are the challenges and issues facing trustees now and in the future. A particular emphasis is made on educating Trustees as library services change.
|D||Scott, Pamela J. and Anne E. Kirby. "The SLA Competencies:
Raising the Bar on Performance," Library Journal 124, no. 12, July, 1999: pp. 46-48. Discusses SLA competencies in six special librarian positions.
|D||Siess, Judith. "Flying Solo: Librarian Manage Thyself," American
Libraries 30, no. 2, February, 1999: pp. 32-34. Points out advantages and disadvantages of solo librarianship.
|D||SOLOLIB-L: Available at http://listserv.silverplatter.com/archives/sololib-l.html Accessed December 19, 2002. The discussion list of the SLA Solo Librarians Division.
Archives are also available online.
|D||Tamaki, Cyndie. "Business Systems Review: a Methodology for the
Management of Change," The Bottom Line 8, no. 3, 1995: pp. 14-19. Analyzing the organization's work-flow and implementing change by staff participation in the planning of the change is discussed. Methodology and procedures to achieve this are outlined. The approach is designed to minimize risk.
|D||Vavrek, Bernard. "A National Crisis No One Really Cares About,"
American Libraries 28, no. 11, December, 1997: pp. 37-38. Accessed 23 March 2000; available from Proquest Direct. Offers a 5-step plan to help the situation he describes of non-MLS librarians practicing in small and rural libraries.
|C||Walzer, Norman and John Gruidl. "The Role of Small Public
Libraries in Community Economic Development," Illinois Libraries 78, Winter, 1996: pp. 50-56. Libraries can support rural community economic development in a variety of ways. Libraries establish their role in the community when involved in outreach programs to businesses and other civic organizations.
|F||White, Herbert S. "Fairy Tales from the Wonderful World of Library
Politics," Library Journal 120, no. 1, January, 1995: pp. 58, 60. Strategies for creating your library's market and an awareness of need.
|A-B||"Public Libraries in Rural Minnesota...A Preliminary Report to the
Mardag Foundation" March 1999; companion report "Building the Capacity of Minnesota's Rural Libraries to Better Serve Their Communities" July 15, 1999. Two reports prepared by Sherry Lampman, cover title: "Serving Minnesota...Rural Public Libraries Lead Communities into the Future: Reports from the Mardag Foundation, 1999-2000." Basis of the Minnesota Rural Public Library Grant Initiative by the Mardag Foundation.
|A-G||Gill, Roseann "A Friend in Deed: Advocacy," Friends of Libraries
Sourcebook, 1996: pp. 64-73. Ideas for advocacy by Friends of the Library groups.
Suggestions for Continual Reading
|D|| "How Do You Manage?" articles in Library Journal. Although not
every issue of LJ these articles offer a case study approach to real life management situations. The cases are responded to by professionals in the Library & Information Services field with an emphasis on how to handle each situation.
|A-G||"The One-Person Library: a Newsletter for Librarians and
Management." Newsletter edited and published by Guy St. Clair deals with a variety of issues.
Suggested Textbook - Session I, II, III
|A-G||Sager, Donald J., SMALL LIBRARIES: ORGANIZATION AND
OPERATION, Highsmith Press, Fort Atkinson, WI, 2000.
A = governance and structure competency
B = policy development competency
C = cooperation competency
D = personnel management competency
E = financial management competency
F = planning and evaluation competency
G = physical facilities competency
This page was created on December 19, 2002.