Managing Libraries for Future Success 走向未来的成功：如何管理好图书馆

Managing Libraries for Future Success走向未来的成功：如何管理好图书馆 Jo Bell Whitlatch 乔 ·贝儿 · 维特拉奇

Definition of Management管理的核心定义 “Getting Things Done Through Other People” “通过其他人把事情给做了”。 Four Functions of Management 管理的四大功能 ●Planning 规划 ●Organizing 组织 ●Leading 领导 ●Controlling 监督

Strategic Planning Purpose长远规划目的 • Sets the direction of organization for the future • 为一个机构设定未来方向 • Develops strategies to achieve organizational vision, mission, and values • 为实现机构的使命和价值制定发展策略 • Makes decisions about resource allocation to reach future goals • 为实现未来目标决定资源分配

Steps in Strategic PlanningProcess 长远规划步骤 • Define Vision, Mission and Values 阐述展望、使命和观念 • Analyze the current situation, including organizational strengths, weaknesses, opportunities and threats (SWOT). 分析现状，包括机构的优势、弱势、面临的机会和挑战 • Define goals to close the gap between the current organizational state and the desired future 拟定目标以缩小现状和未来想达到状况的差距 • Formulate strategies (specific objectives) related to each of the goals to move toward desired future 针对每一目标制定具体的策略(实施计划) • Implement the agreed upon strategies 实施策略 • Conduct ongoing assessment of the effectiveness of implementation process and initiate changes as necessary 对策略的实施效果进行实时评估，并按实际需要调整策略 • Review and revise strategic plan at least once a year 至少一年一次回顾和修改长远规划

Vision, Mission, Values展望. 使命. 观念 • Vision – statement of intended future - the fundamental direction of the organization • 展望– 对未来的构想 – 机构的基本未来方向 • Mission – describes reason organization exists, the major purpose of the organization • 使命 – 阐述机构存在的原因和主要目的 • Values – key beliefs shared by organizational members. Needs to reflect organizational culture and priorities • 观念 – 机构成员共享的主要信念。需要反映机构文化和优先考虑的事项

UNESCO Public Library Manifesto联合国教科文组织公共图书馆宣言 • Vision – “The public library, the local gateway to knowledge, provides a basic condition for lifelong learning, independent decision-making and cultural development of the individual and social groups.” • 展望– “公共图书馆是各地通向知识之门，为个人和社会群体终身学习、独立决策和文化发展提供了基本条件。” • Mission – “The public library is the local centre of information, making all kinds of knowledge and information readily available to users.” • 使命 – “公共图书馆是各地的信息中心，用户随时可以得到各种知识与信息。” • http://www.unesco.org/webworld/libraries/manifestos/libraman.html • 中文：http://www.unesco.org/webworld/libraries/manifestos/libraman_ch.pdf

Vision for King Library Building金恩图书馆大楼的展望

Values 观念 Value statements concern 观念陈述需要体现: • Value of the customer 顾客观念 • Importance of staff members 员工的重要性 • How things get accomplished 如果把工作做好 • Importance of efficiency 效率的重要性 • Type of communication that is valued 需要重视哪种沟通方式 • Role of performance 执行的作用 Matthews, Joseph R. (2005). Strategic planning and management for library managers. Westport, CT: Libraries Unlimited.

Values 观念 Sample Public Library Values公共图书馆观念举例： • Excellent customer service 出色的读者服务 • Open and free access for all 向所有民众提供免费开放 • Intellectual freedom and personal privacy 知识自由和个人隐私 • Collaboration with local agencies, organizations and elected officials 和地方政府机构、组织和民选官员合作 • Acting with initiative, creativity, and flexibility 行动起来能主动、有创意、并且灵活。 • Effective and efficient stewardship of library resources 有力有效地运用图书馆资源。 Nelson, Sandra S. (2008). Strategic planning for results. Chicago: American Library Association, p. 77.

Values观念 • What other values might you want to consider adding for the public library? 你还应该考虑给公共图书馆附加一些其他观念？

Promote Life Long Learning宣扬终身学习

Access to and Preservation of Community Information社区信息的取访和保存

Learning and the Library学习和图书馆 • Promoting and supporting information literacy –– has become a very significant role for the 21st century library • 促进和培养信息查找使用能力已成为21世纪图书馆的一项非常重要的工作 • To be information literate, a person must be able to recognize when information is needed and have the ability to locate evaluate, and use effectively the needed information • 具备信息查找使用能力是指一个人必须在需要信息时意识到，并有能力查找、评价和有效使用找到的信息 • At the core of information literacy is critical thinking. A useful resource in Chinese is -Critical Thinking Concepts and Tools Miniguide: • 其核心是批判性思维。有用的中文参考书是：批判性思维 • http://www.criticalthinking.org/page.cfm?CategoryID=87&endnav=1

Analyzing the Current Situation分析现状 • Prepare background information by reviewing political, economic, technological and social internal and external organizational factors that impact upon the organization. • 准备背景信息，查看政治、经济、技术和社会等对机构造成影响的内部和外部因素

Community Environment for King Library金恩图书馆的社区环境

Analyzing Strengths and Weaknesses 分析优势和弱势 Need to know your internal and external organizational environment in order to do planning 需要了解机构的内部和外部环境以便作计划 • Strengths – internal organizational conditions helpful in reaching the intended future • 内部优势 – 机构内部有利于实现目标的条件 • Weaknesses – internal organizational conditions that will make it difficult to reach the intended future • 内部弱势 – 机构内部不利于实现目标的条件 • Opportunities – external conditions helpful in reaching the intended future • 外部机会 – 机构外部有利于实现目标的条件 • Threats – external conditions that will make it difficult to reach the intended future • 外部挑战 – 机构外部不利于实现目标的条件

Organizational Environment组织环境 Composed of Internal and External Influences 由内部和外部因素组成 • Political政治因素 government regulation, laws, government philosophy and values, organizational culture and managerial leadership style 政府规定、法律、政府的理念和观念、组织文化和领导管理作风。 • Economic经济因素 library revenue, new organizations in same domain (e.g. Google), globalization of the marketplace, salary rates for employees, costs of library books, journals, electronic databases 图书馆的收入、同一范围内的新组织（比如谷歌) 市场的国际化、员工的工资标准、书籍、期刊和数据库的费用。 • Social社会因素 demographic changes in community, customer expectations, health and educational systems, social networking, staff skills and knowledge 社区的人口变化、读者的期望值、健康和教育体系、社会网络化、员工的技能与知识。 • Technological技术因素 digital systems, Web 2.0, ebooks, networks, mobile phones, other technology information systems 数码系统、Web 2.0、电子书籍、网络、行动电话以及其他的信息技术系统。

Library as an Organizational System 图书馆作为一个组织系统 Technology 技术 Social 社会 Library 图书馆 Outputs 输出 Inputs 输入 Economic 经济 Political 政治 Feedback 回馈

Analyzing the Current Situation分析现状 • Can you provide some examples for each of these categories? • 你能对如下类别举一些例子吗? • Political政治因素 • Economic经济因素 • Social社会因素 • Technological 技术因素

Sample SWOT Chart – Social“内内外外”样表 – 社会方面 Strengths 内部优势 • Outreach programs for specific groups, such as:针对特定人群的推广项目，比如 : Non-English-speaking adults and their families to improve their basic literacy skills 讲外语的成人和他们的家庭，以提高他们的基本阅读能力。 Weaknesses 内部弱势 • Library not successful in attracting teens 图书馆在吸引青少年方面不够成功 Opportunities 外部机会 • Provide and promote group meeting spaces for social clubs and community organizations – “the library as a place” 宣传社会团体和社区组织，并为之提供活动/会议场所：“图书馆作为一个场所.” Threats 外部挑战 • Younger people read less printed material and spend more time on the Web 年轻人少看印刷品，而把世界多放在上网。

Library Community Spaces图书馆是个社区空间

Sample SWOT Chart – Economic “内内外外”样表 – 经济方面 Strengths 内部优势 • Diverse operating and capital funding sources 运作和资金来源的多样化 Weaknesses 内部弱势 • Decline of revenue from many funding sources over time 长期以来，从很多资金来源的收入降低。 Opportunities 外部机会 • Strong community support for developing additional community partnerships, leading to revenue enhancements 社区对发展其他社区合作方面以强有力的支持，这样也带动了资金的增长。 Threats 外部挑战 • California budget support declining due to loss of tax revenue and high unemployment 由于税收的损失和高失业率，加州政府的财政支持减弱。

Exercise – SWOT for your Library练习 – 你的图书馆的“内内外外” • For your library, please list one in each category for Technology: • 请列出你的图书馆在技术方面的： • Strength内部优势 _______________________________________ • Weakness内部弱势 _____________________________________ • Opportunity外部机会 ____________________________________ • Threat外部挑战_________________________________________ Generally, Strengths and Weaknesses are factors INTERNAL to the organization and Opportunities and Threats are factors EXTERNAL to the organization 一般来说，就组织而言，优势和弱势往往是内在因素，而机会和挑战是外在的。

Exercise – SWOT for your Library练习 – 你的图书馆的“内内外外” • For your library, please list one in each category for Political: • 请列出你的图书馆在政治方面的： • Strength内部优势 _______________________________________ • Weakness内部弱势 _____________________________________ • Opportunity外部机会 ____________________________________ • Threat外部挑战_________________________________________ Generally, Strengths and Weaknesses are factors INTERNAL to the organization and Opportunities and Threats are factors EXTERNAL to the organization一般来说，就组织而言，优势和弱势往往是内在因素，而机会和挑战是外在的。

Consult Most Important Community Groups in Analyzing Environment 向社区主要人群征求意见，对环境加以分析当地居民商家文化组织图书馆老年人老师学生

Collect Information from Community 从社区收集信息 Listen to customers by using用一下方法听取读者意见: • Surveys to measure customer expectations and needs 用民意调查来了解读者的期望值和需要 • Focus group interviews with key users 对图书馆主要用户进行面对面的针对性访谈。 • Data from automated systems concerning library use 用自动的系统采集图书馆使用数据。

Defining Goals拟定目标 • Goals – relatively few in number; general statements related to the purpose of the organization. Serve as statements of intended future for organization. • 目标 – 相对数量较少; 是对机构目的和未来发展的一般陈述。 • Process of analysis of strengths, weaknesses, opportunities, and threats should involve discussions with the school leadership and teachers in case of a school and community leaders in case of a community library. • 分析内部优势弱势和外部机会挑战时应和学校领导和老师讨论 (或如果是社区图书馆，则与社区领导讨论) • The library’s primary community perspectives are key in setting and determining goals • 图书馆的主要服务对象是拟定目标的关键

Sample Goals 目标举例 • Developing and sustaining in children the habit and enjoyment of reading and learning, and the use of libraries throughout their lives; • 发展和持续培养学生良好的阅读、学习和使用图书馆的习惯 • Promoting reading and the resources and services of the library to the whole community and beyond • 在整个社区以至其外推广阅读以及图书馆的资源和服务 • Securing sufficient funding to provide quality services and programs • 为提供高质量的服务和项目而寻求资金保障 • Developing partnerships with local organizations • 发展与地方组织的合作关系 • Using technology to improve library services • 利用先进技术来改善图书馆服务

Using Technology to Improve Library Services利用先进技术来改善图书馆服务

Developing Objectives for Each Goal 为每项目标制定实施计划 • Objectives are specific action plans for meeting each goal. Should be strategies to close the gap between present status and desired future for organization • 实施计划是为达到目标的详细的行动计划。实施策略应缩短机构现状和未来期望的差距 • Objectives should be SMART • 实施计划应当是 SMART： - Specific 详细的 - Measurable 可估量的 - Achievable 可完成的 - Realistic 实际的 - Timely 即时的

Sample Objective for a Goal为达到一个假设目标而制定的实施计划 • Goal: Promoting reading and the resources and services of the library to the whole community and beyond. 目标：在整个社区以至其外推广阅读以及图书馆的资源和服务 • Objective 1: Develop and present four author programs that promote interest in reading in the community during the 20010/2011 year. • 实施计划1: 在2010/2011年度，组织进行4次作家讲座来提高社区对阅读的兴趣。 • Specific = four author programs详细的 = 4次作家讲座 • Measurable = feedback survey form to evaluate value of programs by all participants可测量的 = 收集反馈表以评估讲座效果 • Achievable = calculate resources and budget required可完成的 = 计算所需资源和成本 • Realistic = determine whether resources are available to present four programs • 实际的 = 决定资源是否可获取 • Timely = during 2010/2011 year即时的 = 2010/2011年度 Could you improve upon this objective?你能改善此实施计划吗?

Author Program in Library图书馆里的作家讲座

Exercise – Goals and Objectives for your Library 练习 –目标和实施计划 • Please provide one goal for the your library that clearly supports the mission of your school or community. • 请想出一个你所在图书馆的目标，此目标需支持学校和社区的使命 • For this goal, please draft an objective that is SMART – specific, measurable, achievable, realistic, and timely. • 就此目标写出一个实施计划。此计划应该是详细的、可测量的、可完成的、实际的、即时的 • How will you assess the degree to which the objective is accomplished? • 你将如何评估此计划?

Implementation of Strategic Plan实施计划 • For each objective, list specific tasks, person responsible, resources that will be required, and how level of success in meeting the objective will be measured • 每项计划列出详细的任务、负责人、所需资源及如何评估 • For each objective, develop chart with following columns • 对每项计划作一张含下列项目的表： • Specific Tasks详细任务 • Responsible person负责人 • Resource requirements所需资源 • Timeline时间期限 • Measurement plan评估方法

Sample Chart for Objective: Four Author Programs 假设实施计划行动表：4次作家讲座

Completing the Objectives Chart完成实施计划行动表 Other specific tasks include其他的具体任务包括: 3. Identify and reserve place 明确和预订场地 4. Identify technology needs and secure services 明确技术设备的需要并确保服务的提供 5. Marketing plan for each author program 对每个作家讲座的宣传计划 6. Hosting each author and program event 主办每个作家讲座活动 ◦ For each of these areas a responsible person, amount of resources (staff, collections, facility, technology), timeline, and measurement plan must be listed. 仔细列明每个环节的负责人，所需资源（人员、图书馆收藏、场地、技术）时间表、和评估方法

Sample Program Survey for Participants活动参加者问卷调查举例 EVALUATION OF AUTHOR PROGRAM作家讲座评估 • How did you hear about the program?你从哪里知道此讲座信息的? • What caused you to participate in the program?你参加讲座的原因? • Please tell us what you enjoyed most about the program:你对讲座最感兴趣的部分是什么？ • What did you learn that was new about the author?你学到什么新的东西？ • If you had been planning the program, what changes would you make?如果由您来计划这个活动，你将作什么样的修改？ • Please rate the overall value of the program in promoting interest in reading in the community:请给此提倡社区阅读的活动打分： ____very valuable ____somewhat valuable ____not at all valuable ____非常有价值 ____有价值____没有价值 • What suggestions do you have for future programs?你对未来的活动有何建议？ NOTES: To be administered immediately after the conclusion of the program. 注：讲座结束时立即实施

Seven Step Model for Developing and Evaluating Objectives发展和评估实施计划的七步骤模式 • Identify the problem that needs attention 确定需解决的问题 • Define the various ways to solve the problem 罗列解决此问题的各种方法 • Select the process that appears to have the greatest chance of working 选择一种最易成功的方法 • Set out the criteria against which to measure the success of the specific problem solving efforts 拟定评估此方法成功与否的标准 • Carry out the effort 实施方法 • Evaluate what occurs 评估实施结果 • Reflect upon whether the results have solved the problem to a satisfactory degree 反省结果是否解决了问题 Source: Watson Boone, Rebecca. (2000). Seven Steps Common to Practitioner Research. Academic librarians as practitioner-researchers. Journal of Academic Librarianship,26 (2), p. 90

1. 确定需解决的问题 2. 罗列解决此问题的各种方法 3. 选择一种最易成功的方法 4. 拟定评估此方法成功与否的标准 5. 实施方法

Question?提问？ • What is the primary reason that most strategic planning efforts fail? 大多数长远规划失败的主要原因是什么?

Five Essential Questions for Managers 管理者的五个基本问题 • Management expert Peter Drucker suggested that managers in every nonprofit should ask themselves five essential questions: • 管理学专家 Peter Drucker建议非盈利组织的管理者应该问自己五个问题: • What is our mission? 组织的使命? • Who is our customer?服务对象是谁? • What does this customer value?服务对象觉得什么重要? • What are our results?我们的工作效果如何? • What is our plan?我们的计划是什么? • These essential questions that librarians should ask concerning their libraries illustrate the importance of planning for the future through use of the strategic planning process. 图书馆员应该对自己的图书馆问这些的根本问题，因为它们指出了运用策略规划对今后规划的重要性。

Future Trends in Organizations – Organizing 未来组织趋势 – 组织方面

Organization with Vertical Orientation 垂直方向的组织 馆长公共服务预算/人事技术服务参考咨询信息系统编目采购期刊馆藏流通书籍图书馆推广

Organization with Horizontal Orientation横向的组织 图书馆长人事预算编目参考咨询馆藏图书馆推广流通信息系统

Future Trends in Organizations – Leading未来组织的趋势 – 引领

Teams 团队

Is a Team Best in these Situations?在这些情形下,团队是不是最好的办法？

Changing Nature of Jobs改变工作性质

Managing Teams 管理团队 • Select staff with appropriate personal and technical competencies • 挑选有合适个人和技术能力的人员 • Establish clear team goals • 建立清晰的团队目标 • Develop ground rules and deadlines • 明确基本的规则和截止期限 • Monitor progress toward goals • 跟踪目标进展 • Provide training to all staff on team skills • 向所有员工提供团队技巧培训 • Provide adequate resources – information, equipment, staffing, encouragement, assistance 提供足够的资源：信息、设备、人员、鼓励和帮助 • Establish reward systems, which make team members both individually and jointly accountable 建立奖惩机制，使团队作为个人和集体都能各尽其职

Is This a Team? 这是个团队吗？

Managing Libraries for Future Success 走向未来的成功：如何管理好图书馆