Library Leadership & Management (Texas Digital Library - TDL E-Journals)
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A New Way to Improve Library Services--Conducting a Participatory Design Study of Faculty Research Practices
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Clusters: A Study of a Non-traditional Academic Library Organizational Model
No full textOrganizational structure and culture affect all aspects of a library, from the practical daily operations to the overall effectiveness of the library to meet its users' needs. Many academic libraries have explored different organizational structures to meet changes in user needs and the information environment as well as studied their organizational culture in an effort to diagnose deficiencies or strengths. This article explores one non-traditional organizational model at a small academic library. This model - the Cluster structure - is a modified version of the traditional team structure, but tries to address some of the pitfalls inherent in a team-based organization. The article covers a case study on the formation and evolution of the cluster structure, and then turns its attention to the effect the structure has had on organizational culture using the Competing Values Framework (CVF)
New and Noteworthy - Creating a Knowledge Infrastructure: KM in Libraries
No full textKnowledge management (KM) is an essential management function involved the identification, gathering, and sharing of a library's information assets. This column discusses recent KM books, articles and websites of interest to library managers
Stacks after Dark: What Happens in the Library After the Boss Leaves
No full textA longitudinal study of a large Midwestern academic library’s incidents reports from 2000-2011. The data presented represent incidents the building proctors handled during hours in which permanent staff are not normally present or at a greatly reduced coverage. This article will describe the types, locations, and frequencies of incident reports
Using a Shared Leadership Model to Transition to a New ILS & Discovery Service: A Case Study.
No full textThis is a case study of one university library’s transition to a new, cloud-based integrated library system using a shared leadership model. The authors provide a brief introduction to the shared leadership model, and discuss the value of a team approach for selecting and implementing the new system, as well as the leadership role of key team members during the migration and transition periods, the criteria used when selecting the new discovery service, the implementation process, and what changed for the patrons and the library once the transition was completed. The article concludes with a summary of positive and negative outcomes as well as helpful and important recommendations to libraries that may be planning a similar transition
Developing and Implementing an Onboarding Program for an Academic Library: Strategies and Methods
No full textLibrary Leadership and Esprit de Corps
No full textHarness the power of esprit de corps by aligning library personnel with four critical elements of ‘organizational esprit’ – planning, place, provenance and personnel