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How Libraries Make Tough Choices in Difficult Times

Book Description

Contemporary library managers face the need to make difficult choices regarding resource allocation in the modern business environment. How Libraries Make Tough Choices in Difficult Times is a practical guide for library managers, offering techniques to analyze existing and potential services, implement best practices for maximizing existing resources, and utilize pressing financial scenarios in order to justify making difficult reallocation decisions. The book begins by asking the fundamental questions of why, what, and how, moving on to look at how to manage expectations and report to both administration and faculty. The book then considers the four ‘D’s of Do, Delegate, Delay and Drop, before covering project management, and how to understand the mission and objectives of your organisation. The book then focuses on: service quality improvement analyses; identifying underlying issues; reviewing resources; identifying best practice; managing feedback and expectations; and looking at decision making skills and implications.

  • Introduces both philosophies and techniques for decision-making that will help inexperienced library managers
  • Provides resources for a practical orientation to new Service Quality Improvement and Project Management approaches as library managers address a wide range of resource allocation considerations
  • Written by a highly experienced practitioner in the field

Table of Contents

  1. Cover image
  2. Title page
  3. Table of Contents
  4. Copyright
  5. List of figures
  6. List of case studies
  7. Acknowledgements
  8. About the author
  9. Introduction
  10. Chapter 1: Considered and effective leadership
    1. Abstract:
    2. Why undertake a review?
    3. Managing expectations, not operations
    4. Reporting to multiple masters: finding a balance of service quality and efficiencies
    5. Involvement and understandings across the organization
    6. The four Ds: Do, Delegate, Delay, Drop
    7. Project management
    8. Decision-making skills and implications
  11. Chapter 2: Preparing for analysis
    1. Abstract:
    2. Failure is easy, success takes thoughtful effort
    3. Understanding the Mission and objectives of your organization
    4. Decide on transitional or transformative change
    5. Emphasize an ongoing process
    6. Continue to communicate your clear intentions
    7. Managing operations or managing expectations
  12. Chapter 3: A few important analysis techniques
    1. Abstract:
    2. Reviewing operations proactively and willingly
    3. Beyond re-engineering
    4. The importance of project management
    5. Problem discovery processes
    6. Chart goals, operations, and interests
    7. Completing the review program
    8. Outside factors and influences
    9. Assessments: some initial and obvious first analysis opportunities
  13. Chapter 4: Understanding and utilizing data and statistical reports
    1. Abstract:
    2. Collection and analysis of appropriate data
    3. Evidence-based collection and analysis of appropriate data
    4. Using data effectively
    5. Utilizing statistics
    6. Internal reports
  14. Chapter 5: Environmental scans and the power of best practices
    1. Abstract:
    2. Steps toward identifying best practices
    3. Performing Service Quality Improvement analyses
    4. Case Study 10: Best practices for analytics and web interfaces
  15. Chapter 6: Key management skills that contribute to organizational leadership and direction
    1. Abstract:
    2. Normal staff attention to tasks
    3. Leadership skills
    4. Assessment skills
    5. The four Ds: Do, Delegate, Delay, Drop
    6. Harness internal power
  16. Conclusion
  17. Appendix A: Start-up scenarios to ponder
  18. Appendix B: Suggested readings
  19. Index