Dominique Burns e-Portfolio

Introduction

Information professionals in the 21st century must be proficient in many different skills, such as planning, management, marketing, and advocacy.  Librarians as information professionals need to be able to keep up with the changing landscape of libraries today. This will require librarians to step into many different roles in order to successfully meet the information needs of their staff, patrons, and community. 

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Planning

Libraries cannot operate short-term or long-term without a plan for the organization’s future. Planning is an important skill for librarians, because it “Aids in achieving goals by measuring progress, coordinating activities, addressing the future, and coping with uncertainty” (Evans & Alire, 2013, p. 103). Librarians today must create strategic plans that incorporate the library’s mission, vision, and value statements. Zilonis, Markuson, Markuson, and Fincke (2002) believe that a library’s strategic plan is important because it offers a “Fundamental organizational tone, defines the program’s business and informs staff members why they are doing what they do” (p. XIII). Successful strategic planning will include an environmental scan of the organization in order to understand the library’s strengths, opportunities, weaknesses, and threats (Evans & Alire, 2013, p. 94). 

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Mission, Vision, & Value Statements

 

Mission

According to Matthews (2005), “An organizations mission statement should describe its present activities (who we are and what do we do)” (p. 14).  Mission statements should include long-term plans for reaching the desired goals and outcomes for the library. Mission statements are brief and are often referred to as an organization’s “Purpose statement… or central reason for existing” (Matthews, 2005, p. 13). One example of a clear mission statement is from the Denver Public Library. I have done several papers on the organization as part of my course work in different classes at San Jose State University. The Denver Public Library’s mission statement is to connect “People with information, ideas and experiences to provide enjoyment, enrich lives and strengthen our (their) community” and to serve “The popular and recreational needs of the general public, and reflect the racial, ethnic and cultural diversity of the community” (Denver Public Library, n.d.). 

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Vision

The library’s vision statement is different from the library’s mission statement. According to Levy (Evans & Alire, 2013) a “Mission statement basically says who we are as a company and the vision statement says what we want to be in the future” (p. 94). A vision statement is made up of organizational targets that will help support the organizations long-term goals (Matthews, 2005, p. 21). An example of a strong vision statement is from the University of Colorado Libraries. Their vision statement is “We are the heart of higher education, providing essential scholarly resources, user-centered services, and inclusive spaces to the University, local, and global communities” (University of Colorado, n.d.).  

  

Value Statement

The library’s value statement is important for incorporating staff, patrons, and the library’s priorities and beliefs (Evans & Alire, 2013, p. 95). The value statement represents all that the organization stands for as a whole. One example of a good value statement is from the University of Colorado Libraries. Their value statement is the following:

 

In pursuit of academic freedom, lifelong learning, and upholding the ALA Code of Ethics, we adhere to the following shared values:

 

Trust and Accountability

Mutual Respect and Inclusion

Transparent Decision-Making

Effective Communication

Collaboration

Service

Innovation (University of Colorado, n.d.).

  

SWOT Analysis

The SWOT Analysis (strengths, weaknesses, opportunities, and threats) facilitates “Thinking through the implications of environmental data and the capabilities of your organization” (Evans & Alire, 2013, p. 94). A SWOT Analysis requires librarians to conduct an environmental scan of the organization in order to better understand internal and external strengths and weakness. Here is an example SWOT Analysis from the American Library Association:

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Goals & Objectives

According to Evans & Alire (2013) “Goals and objectives take time and thought; in essence they are the tactical plans for achieving the strategy” (p. 95).  Goals are meant to help the library achieve their strategic plan. The best goals are “SMARTER goals --- specific, measurable, acceptable, realistic, time-framed, extending, and rewarding” (Evans & Alire, 2013, p. 96). Objectives are equally important to the planning process for librarians. Objectives are tasks or to-do lists that help meet the library’s goals. 

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Management

Librarians often manage projects, employees, budgets, collections, and numerous other day-to-day activities. It is important for 21st century librarians to develop managerial skills that allow them to adapt to the changing information needs in their profession (Bridges, 2003, p. 142).  According to Evans & Alire (2013) there are eight different approaches to management that library and information professionals can utilize towards the success of their organizations. The eight approaches include Scientific, Administrative, Behavioral, Management Science/Quantitative, Systems, Contingency, Quality, and Composite (Evans & Alire, 2013, p. 12).

 

1. Scientific Management

Scientific management is an approach that focuses on “Efficient operations” and the work completed (Evans & Alire, 2013, p. 12).  This style of management is not focused on the employee, but rather the outcome of their work.

 

2. Administrative Management

Administrative management is an approach that focuses on the operations of an ideal bureaucracy for an organization. This approach is not focused on workers or the work they complete, but rather on the division of labor between employees and managers. This approach follows set rules and a clear hierarchy of supervision (Evans & Alire, 2013, p. 14).

 

3. Behavioral Management 

Behavioral management identifies employees “With the proper characteristics to perform the job (skills, attitudes, physical abilities)” and what the “Ideal psychological condition[s] [are] for engaging in a task, and creating optimal motivational influences on the worker” (Evans & Alire, 2013, p. 15). This approach is focused on the employee and the best ways to motivate and reward them for their work.

 

4. Management Science/ Quantitative Management

Management Science/Quantitative management utilizes “Operations research, decision analysis, simulation, forecasting, game theory, mathematical modeling, management information systems, project management, and date mining” to make managerial decisions (Evans & Alire, 2013, p. 17). This approach is known as being very systematic and logical.

 

5. Systems Management

Systems management  “Draws on the concept that everything is part of a larger system” (Evans & Alire, 2013, p. 18). This approach requires managers to think deeply about their decisions and how their decisions may influence other parts of the organization. 

 

6. Contingency Management

Contingency management requires managers to “View each situation as unique and determine what steps are appropriate on a situation-by-situation basis” (Evans & Alire, 2013, p. 19). This approach also requires managers to recognize uncontrollable factors, such as natural disasters or human behavior. Managers must have backup plans in place for different occasions that could negatively or positively influence the organization.

 

7. Quality Management

Quality management is “Focused on customer satisfaction by providing high-quality goods and services” (Evans & Alire, 2013, p. 20). This approach requires managers in the library to include employees in on the planning and decision process of events, programming, and the library’s collection.  In doing so employees feel more connected to the organization and the success of their goods and services.

 

8. Composite Management

Composite management draws “From the vast array of options available to contemporary managers” (Evans & Alire, 2013, p. 21). This approach utilizes elements from all of the eight approaches discussed by Evans and Alire (2013). It allows managers to employ and develop different approaches that work best for their organization. 

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Marketing

Librarians in the 21st century have a multitude of tools that they can use to market their libraries. Many of these tools are free do to advancements in technology. Librarians can utilize social media to reach patrons at a greater scope than ever before. They can market programs, events, and collections through social media sites like Pinterest, Facebook, Twitter, and even Vine. Successful marketing is the “Process for creating, communication, delivery, and exchanging offerings that have value for customers, clients, partners, and society at large” (Pan, Chen & Nguyen, 2010, p. 275). Marketing can be integral to the success of a library’s programs and the ability to meet the information needs of the community.

 

The American Library Association has various toolkits available online for librarians who need marketing help. These toolkits provide librarians with information and resources for successfully creating marketing plans.

 

 

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Advocacy

Advocacy according to the American Library Association is an “On-going process of building partnerships so that others will act for and with you, turning passive support into educated action for the library program. It begins with a vision and a plan for the library program that is then matched to the agenda and priorities of stakeholders” (American Library Association, n.d.). Advocating for the library is an important skill set for 21st century librarians. It is the ability to successfully share information that reflects the library’s value with the community and other stakeholders.

 

The American Library Association has advocacy toolkits for school, academic, and public libraries. These toolkits are available for different type of libraries and can help them with their advocacy needs. 

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Evidence

The following evidence includes MLIS coursework that I have completed during my time at San Jose State University.

 

1. INFO 204 Information Professions: Organizational Analysis Group Project Part 1 and Part 2

2. INFO 204 Information Professions: Discussion Week 3 (Successful Teamwork)

3. INFO 233 School Media Centers: Vision Project

4. INFO 286 Interpersonal Communication Skills for Librarians: Exploratory Essay

5. INFO 260A Programming and Services for Children: 12-Month Programming Plan

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INFO 204 Information Professions: Organizational Analysis Group Project Part 1 and Part 2

 

Evidence:

• Part 1: Mission, Vision & Value Statements, Environmental Scan, and SWOT Analysis

• Part 2: Strategic Goals, Assessments, and Annotated Bibliography

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This project required me to work with group members in order to create a new strategic plan for the organization LA as Subject (LAAS). Each group member took on different roles and responsibilities for the successful completion of the project. For this project I read numerous scholarly articles on management styles and goal setting strategies. This project required a literature review and an environmental scan of LAAS. The strategic plan we created included a new mission, vision, and value statements for the organization. As a group we did an in-depth environmental scan in order to look at the current landscape for cultural organizations such as LAAS in terms of economic conditions, emergent trends, and membership base including key stakeholders. We also performed a SWOT analysis as part of the strategic analysis for the project.

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INFO 204 Information Professions: Discussion Week 3 (Successful Teamwork)

 

Evidence:

• Discussion Week 3 (Successful Teamwork)

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This discussion post required me to identify a key element of successful teamwork in relation to a virtual environment within a library. I identified the importance of communication, accountability, and trust in online and face-to-face settings between librarians and staff.  Proper communication, accountability, and trust are important parts to creating a successful virtual work environment were employees have a clear understanding of their role and the organizations goals. If these key elements are met it also creates an environment were employees can proudly take ownership of their work and contribute to the mission and vision of the library. 

 

 

INFO 233 School Media Centers: Vision Project

 

Evidence: Vision Project Parts

• Final Project – Presentation on Youtube

(https://youtu.be/S2spW7ehVII?list=PLZlaVD6h0zDbEFy68y3esauNhQUf3Z7Ym)

• Community Input Paper

• Mission Paper

• Budget Paper

• Assessment and Advocacy Plan

 

This semester long vision project required me to research my ideal school library and create a vision plan. Throughout the semester I designed different parts to my ideal school library, which included creating a community plan, mission statement, budget, and assessment and advocacy plan. After each part of my vision project was approved I created a video on YouTube discussing the different parts to my vision project. The vision project required me to include fundamental principles of librarianship in my design preparation, such as planning, management, marketing, and advocacy. 

 

INFO 286 Interpersonal Communication Skills for Librarians: Exploratory Essay

 

Evidence:

• Exploratory Essay

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Librarians as managers must be able to affectively and successfully communicate with patrons and staff members. This exploratory essay examined factors that could influence communication and looked at ways for improvement between library staff and patrons. I looked at personality preferences, age, gender, socio-economic backgrounds, and educational backgrounds in relation to library communication practices. I analyzed different ways librarians could communicate with patrons from high-context and low-context cultures. This essay also explored the role of librarian in relation to effective cross-cultural communication in the library. 

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INFO 260A Programming and Services for Children: 12-Month Programming Plan

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Evidence:

• 12-Month Programming Plan: http://hambyburns.wixsite.com/library

 

This project required me to work with another classmate to create a 12-month programming plan for a school of our choice. We created a website for the imaginary Hamby-Burns Library which showcases our 12-month programming plan. The site includes weekly storytime schedules, book groups, programs, monthly themes, summer reading programs, winter reading programs, literacy programs and various activities. This plan also includes a budgeting, marketing, and advocacy plan for the imaginary library. 

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Conclusion

Libraries today are complex information centers that require librarians to wear many different hats. Librarians often manage employees, collections, programs, patrons, budgets, and various activities during the day. It is important that librarians in the 21st century have planning, management, marketing, and advocacy skills in order to successfully meet information needs and keep their library operational. My evidence above reflects my experiences developing these skills through individual and group coursework related to planning, management, marketing, and advocacy for different types of libraries.

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References

American Library Association. (2016). SWOT analysis: Your library’s strengths, weaknesses, opportunities, and threats.     Retrieved from

    http://www.ala.org/advocacy/swot-analysis-your-librarys-strengths-weaknesses-opportunities-and-threats

 

American Library Association. (n.d.). What is advocacy. Retrieved from      

    http://www.ala.org/aasl/advocacy/definitions

 

Bridges, K. (2003). Expectations of librarians in the 21st century. West Port, CT: Neal-Schuman.

 

Denver Public Library (n.d.). About the library: Collection policy. Retrieved from

    https://www.denverlibrary.org/content/collection-development-policies

 

Evans, G.E., & Alire, C.A. (2013). Management basics for information professionals (3rd ed.).  New York, NY: Neal-

    Schuman.

 

Fincke, M.B., Markuson, C.B., Markuson, C., & Zilonis, M.F. (2002). Strategic planning for school library media

    centers. Lanham, Maryland: Scarecrow Press.

 

Matthews, J.R. (2005). Strategic planning and management for library managers. Libraries Unlimited. Westport, CT.

 

Pan, J.S., Chen, S.M., & Nguyen, N.T. (2010). Computational collective intelligence. York, NY: Springer.

 

University of Colorado Libraries (n.d.). Mission, values, & strategic plan. Retrieved from

    http://www.colorado.edu/libraries/about/mission-values-strategic-plan