Competency D
Apply the fundamental principles of planning, management and marketing/advocacy.
Strong management and leadership is part of the successful library. Planning, organizing, staffing, leading and controlling are all functions of the managerial position (Haycock, p.70), and the principles of planning, management and marketing directly influence that success. Managing is the “art of getting things done through people” (Follett, in Haycock, p.68) within an ever-changing environment. Managing, planning and marketing are evident in how well the organization is run and level of staff satisfaction, but it requires multiple strategies, intelligences, and steps to communicate the overall vision and mission of the organization. The ability to recognize and evaluate the objectives of an organization on a recurring basis, update them per changing variables, and skill in communicating the “big picture” internally and externally, are skills that a good manager uses to continually support the mission of the organization.
Professional organizations such as the Library Leadership and Management Association (LLAMA) support management and leadership, “to encourage and nurture current and future leaders, and to develop and promote outstanding leadership and management practices” (LLAMA, 2012), with are supported by special interest groups, such as Buildings and Equipment (BES), Fund Raising and Financial Development (FRFDS), Systems and Services (SAS), Human Resources (HRS), Public Relations and Marketing (PRMS), and Measurement, Assessment and Evaluation (MAES). The significance of these special sections is to outline the wide range of issues management must address simultaneously in order to move their organization forward, and to not become stagnant.
Principles of Planning
Planning provides a measurement to communicate the library’s progress in both long and short-term desired outcomes. Planning provides the coordination necessary to achieve the organization’s broad overarching vision, down through to specific objectives in a day-to-day setting. The nature of planning involves the handling of risk, uncertainty, and doubt, and is future-looking in an ever-changing environment (Evans & Ward, p.145-47). The well stated plan provides a cohesive statement of direction on the part of management. Strategic planning is widely used by library and information professional management as a planning tool because it addresses the capabilities, resources and parent body limitations, and creates the strategy and context to develop the vision, goals, and objectives. The elements of a strategic planning involves a Strengths Weaknesses Opportunities and Threats (SWOT) analysis, in which the organization’s current mission is analyzed to see what worked and didn’t, what can change and what should be addressed (Evans & Ward, p.153). SWOTs success is that there are two external-looking (opportunities and threats) and internal-looking (strengths and weaknesses) factors, enabling planners to better evaluate the direction of the organization by contrasting both perspectives. Policies are important statements that guide staff thinking when making decision and handling work processes, which outline and ensure consistent staff interpretation (ibid, p.155). Procedure is policy in action, and provides a chronological sequence of events necessary to achieve a specific objective or outcome. Procedures should be kept short and concise, and should be used sparingly (ibid, p.157). Rules are statements regarding specific actions that should or should not be taken in a given situation, and should be clear, easy to understand, fair and simple (ibid, p.157). Programs are complex undertakings that involve “several plans and different resources in an integrated pattern and establishes a sequence of required actions within a given time to achieve stated goals” (ibid, p.158). Programs are often an important part of management’s attempt to integrate in a new idea or method, and are a complex application of planning.
Principles of Management
If management is the “art of getting things done through people”, defining the principles of management is a little less clear. Librarianship often requires information professional to participate in the management process—from academic to public to the special librarian, all manage their collections, staff, committees or task forces, and as an extension, the patron they serve. The most important factor for a good manager is communication of the message of the organization—by definition, a not-for-profit has the lofty goal of serving the community or society, but how does a manager articulate these goals and principles? Identifying the product and the patron is paramount to the managerial position, and managing through a set of principles and guidelines enables the organization to provide structure and cohesiveness. A common practice in academic libraries is collaboration between librarians, the district, and the faculty, wherein managing becomes about building solid working relationships. Many libraries share these responsibilities on a rotating basis, for example American River College (ARC) in Sacramento, California, the librarians’ chair or co-chair the yearlong department-head position, and share the consuming managerial task for that year. In order to enumerate the various tasks of a manger, understanding how they spend their time is essential: planning, defines the direction the manager would like to take the organization; organizing, is the formal structure and delegation of tasks to the subunits; staffing, is a human resource objective and involves hiring, training, compensating and retaining personnel necessary to achieve the objectives; leading, involves creating shared cultures and values; and controlling, is the monitoring of activities to be sure it is on the correct path to meet the goals or objectives (Moran, in Haycock, p. 69-71). Within these duties, there are many other considerations, hierarchies and networks to consider, making the position that much more complex. Having strong time management skills and the ability to delegate tasks are essential parts of the job.
Principles of Marketing and Advocacy
The principles of marketing or advocacy lie within our ability to communicate the value of the organization to the stakeholders, community or individual. Regularly I am asked about the future profession of librarianship, and during these exchanges I try to convey the utility and value of the library profession. During these exchanges I interpret their expectations of what the library should be, particularly within the context of the Internet, and emphasize such topics like information overload, commercialism, and access. If nothing in life is free, what compromises is one willing to make to attain bias-free information? “True marketing is at the heart of any advocacy effort that attempts to communicate the library’s value to key stakeholders and funders” (Koontz, in Haycock, p.77). Identifying the stakeholders, competitors, and assets of the library are fundamental: this can be accomplished through assessment and marketing to population segments appropriate to geography, demography, and socioeconomics (Evans & Saponaro, p.35). Knowing whom you are serving allows the organization to target essential populations and communicate the external factors of the organization, design services or products in terms of consumer satisfaction. A library’s best programs are only as good as they are useful, or used, and advocating the value of the organization or program is an oft-missed opportunity for libraries.
Evidence
As my first evidence, I provide a strategic plan written for The Great Valley Center in Modesto, California (LIBR 204-GVC Strategic Plan). Written as an outline of library goals for this not-for-profit organization, I was able to evaluate the collection, using SWOT analysis and an environmental scan, catalog it under an existing system, and based upon community statistics, provide a direction and plan for collection development. Taking the mission and goals of the organization into consideration, I proposed building the collection with greater emphasis in Central Valley titles, literature and authors, while a recommending a scaled-back serial publications plan, and a proposed emphasis on electronic resources. A method of book borrowing was proposed and implemented, which included giving each book a unique identification, inserting checkout cards, and a list at the door for members to fill out with personal information and the ID number.
I demonstrate my understanding of targeting marketing library resources through a thesis proposal (LIBR 285-SRL Thesis Proposal) regarding the self-represented litigants in the Court. Typically the SRL lacks any proper forms and filings, or understanding of how the court system works, yet decides to represent themselves for a variety of reasons, mostly based upon cost. I explore placing strategically situated kiosks staffed by law librarians within the Courthouse help “triage” the SRL to the proper services, saving the valuable time and money of the Court, administrators and judges. This tactic has been used to great success throughout California, and builds awareness and value of the Law Library. Outreach and collaboration with community services, such as the Family Law Facilitator, builds value not just with the user/patron, but with the network of community services the library may often rely upon, interact with, or call upon for services.
As my third evidence, I promote advocacy as evidenced through my work in the Save Stanislaus Libraries campaign, of which I am an active member. Being part of committees and political initiatives, I believe that leadership starts at a community level. As a member of the California Library Association and Friends of the Public Library, Modesto, California, we seek to convey our message through building community awareness. Most recently, Stanislaus County will include a referendum that extends the $0.08 sales tax that funds 87% of all Stanislaus County Library System (13 branches) and must pass on a June 2012 ballot with a 2/3 vote. Campaigning, working at book sales, conducting outreach through talks and social gatherings are important ways that I have contributed to the political process. What is so vital about this sort of advocacy is gauging the perception of how people think of the library, leading to invaluable insight and practice for managerial skills: communicating the value of the information organization is second nature in our actions and our words, and awareness of how the public perceives the profession is very tangible, particularly proven when it is a person’s tax money or voting decision.
Conclusion
The interworking of planning, managing and marketing/advocacy can be identified in a range of skills, principles and practices. Value is added and conveyed through successful managerial skills and leadership within the organization. Planning is the crucial step in implementing the vision and mission of the organization, while managers implement the plan internally, and advocacy lends voice to the plan externally.
References
Evans, G.E. and Saponaro, M.Z. (2005). Developing library and information center collections, 5th Ed. Westport, CT: Libraries Unlimited.
Evans, G.E. and Ward, P.L. (2007). Management basics for information professionals, 2nd Ed. New York, NY: Neal-Schuman Publishers, Inc.
Haycock, K., and Sheldon, B.E. (2008). The Portable MLIS: Insight from the experts. Westport, CT: Libraries Unlimited.
Strong management and leadership is part of the successful library. Planning, organizing, staffing, leading and controlling are all functions of the managerial position (Haycock, p.70), and the principles of planning, management and marketing directly influence that success. Managing is the “art of getting things done through people” (Follett, in Haycock, p.68) within an ever-changing environment. Managing, planning and marketing are evident in how well the organization is run and level of staff satisfaction, but it requires multiple strategies, intelligences, and steps to communicate the overall vision and mission of the organization. The ability to recognize and evaluate the objectives of an organization on a recurring basis, update them per changing variables, and skill in communicating the “big picture” internally and externally, are skills that a good manager uses to continually support the mission of the organization.
Professional organizations such as the Library Leadership and Management Association (LLAMA) support management and leadership, “to encourage and nurture current and future leaders, and to develop and promote outstanding leadership and management practices” (LLAMA, 2012), with are supported by special interest groups, such as Buildings and Equipment (BES), Fund Raising and Financial Development (FRFDS), Systems and Services (SAS), Human Resources (HRS), Public Relations and Marketing (PRMS), and Measurement, Assessment and Evaluation (MAES). The significance of these special sections is to outline the wide range of issues management must address simultaneously in order to move their organization forward, and to not become stagnant.
Principles of Planning
Planning provides a measurement to communicate the library’s progress in both long and short-term desired outcomes. Planning provides the coordination necessary to achieve the organization’s broad overarching vision, down through to specific objectives in a day-to-day setting. The nature of planning involves the handling of risk, uncertainty, and doubt, and is future-looking in an ever-changing environment (Evans & Ward, p.145-47). The well stated plan provides a cohesive statement of direction on the part of management. Strategic planning is widely used by library and information professional management as a planning tool because it addresses the capabilities, resources and parent body limitations, and creates the strategy and context to develop the vision, goals, and objectives. The elements of a strategic planning involves a Strengths Weaknesses Opportunities and Threats (SWOT) analysis, in which the organization’s current mission is analyzed to see what worked and didn’t, what can change and what should be addressed (Evans & Ward, p.153). SWOTs success is that there are two external-looking (opportunities and threats) and internal-looking (strengths and weaknesses) factors, enabling planners to better evaluate the direction of the organization by contrasting both perspectives. Policies are important statements that guide staff thinking when making decision and handling work processes, which outline and ensure consistent staff interpretation (ibid, p.155). Procedure is policy in action, and provides a chronological sequence of events necessary to achieve a specific objective or outcome. Procedures should be kept short and concise, and should be used sparingly (ibid, p.157). Rules are statements regarding specific actions that should or should not be taken in a given situation, and should be clear, easy to understand, fair and simple (ibid, p.157). Programs are complex undertakings that involve “several plans and different resources in an integrated pattern and establishes a sequence of required actions within a given time to achieve stated goals” (ibid, p.158). Programs are often an important part of management’s attempt to integrate in a new idea or method, and are a complex application of planning.
Principles of Management
If management is the “art of getting things done through people”, defining the principles of management is a little less clear. Librarianship often requires information professional to participate in the management process—from academic to public to the special librarian, all manage their collections, staff, committees or task forces, and as an extension, the patron they serve. The most important factor for a good manager is communication of the message of the organization—by definition, a not-for-profit has the lofty goal of serving the community or society, but how does a manager articulate these goals and principles? Identifying the product and the patron is paramount to the managerial position, and managing through a set of principles and guidelines enables the organization to provide structure and cohesiveness. A common practice in academic libraries is collaboration between librarians, the district, and the faculty, wherein managing becomes about building solid working relationships. Many libraries share these responsibilities on a rotating basis, for example American River College (ARC) in Sacramento, California, the librarians’ chair or co-chair the yearlong department-head position, and share the consuming managerial task for that year. In order to enumerate the various tasks of a manger, understanding how they spend their time is essential: planning, defines the direction the manager would like to take the organization; organizing, is the formal structure and delegation of tasks to the subunits; staffing, is a human resource objective and involves hiring, training, compensating and retaining personnel necessary to achieve the objectives; leading, involves creating shared cultures and values; and controlling, is the monitoring of activities to be sure it is on the correct path to meet the goals or objectives (Moran, in Haycock, p. 69-71). Within these duties, there are many other considerations, hierarchies and networks to consider, making the position that much more complex. Having strong time management skills and the ability to delegate tasks are essential parts of the job.
Principles of Marketing and Advocacy
The principles of marketing or advocacy lie within our ability to communicate the value of the organization to the stakeholders, community or individual. Regularly I am asked about the future profession of librarianship, and during these exchanges I try to convey the utility and value of the library profession. During these exchanges I interpret their expectations of what the library should be, particularly within the context of the Internet, and emphasize such topics like information overload, commercialism, and access. If nothing in life is free, what compromises is one willing to make to attain bias-free information? “True marketing is at the heart of any advocacy effort that attempts to communicate the library’s value to key stakeholders and funders” (Koontz, in Haycock, p.77). Identifying the stakeholders, competitors, and assets of the library are fundamental: this can be accomplished through assessment and marketing to population segments appropriate to geography, demography, and socioeconomics (Evans & Saponaro, p.35). Knowing whom you are serving allows the organization to target essential populations and communicate the external factors of the organization, design services or products in terms of consumer satisfaction. A library’s best programs are only as good as they are useful, or used, and advocating the value of the organization or program is an oft-missed opportunity for libraries.
Evidence
As my first evidence, I provide a strategic plan written for The Great Valley Center in Modesto, California (LIBR 204-GVC Strategic Plan). Written as an outline of library goals for this not-for-profit organization, I was able to evaluate the collection, using SWOT analysis and an environmental scan, catalog it under an existing system, and based upon community statistics, provide a direction and plan for collection development. Taking the mission and goals of the organization into consideration, I proposed building the collection with greater emphasis in Central Valley titles, literature and authors, while a recommending a scaled-back serial publications plan, and a proposed emphasis on electronic resources. A method of book borrowing was proposed and implemented, which included giving each book a unique identification, inserting checkout cards, and a list at the door for members to fill out with personal information and the ID number.
I demonstrate my understanding of targeting marketing library resources through a thesis proposal (LIBR 285-SRL Thesis Proposal) regarding the self-represented litigants in the Court. Typically the SRL lacks any proper forms and filings, or understanding of how the court system works, yet decides to represent themselves for a variety of reasons, mostly based upon cost. I explore placing strategically situated kiosks staffed by law librarians within the Courthouse help “triage” the SRL to the proper services, saving the valuable time and money of the Court, administrators and judges. This tactic has been used to great success throughout California, and builds awareness and value of the Law Library. Outreach and collaboration with community services, such as the Family Law Facilitator, builds value not just with the user/patron, but with the network of community services the library may often rely upon, interact with, or call upon for services.
As my third evidence, I promote advocacy as evidenced through my work in the Save Stanislaus Libraries campaign, of which I am an active member. Being part of committees and political initiatives, I believe that leadership starts at a community level. As a member of the California Library Association and Friends of the Public Library, Modesto, California, we seek to convey our message through building community awareness. Most recently, Stanislaus County will include a referendum that extends the $0.08 sales tax that funds 87% of all Stanislaus County Library System (13 branches) and must pass on a June 2012 ballot with a 2/3 vote. Campaigning, working at book sales, conducting outreach through talks and social gatherings are important ways that I have contributed to the political process. What is so vital about this sort of advocacy is gauging the perception of how people think of the library, leading to invaluable insight and practice for managerial skills: communicating the value of the information organization is second nature in our actions and our words, and awareness of how the public perceives the profession is very tangible, particularly proven when it is a person’s tax money or voting decision.
Conclusion
The interworking of planning, managing and marketing/advocacy can be identified in a range of skills, principles and practices. Value is added and conveyed through successful managerial skills and leadership within the organization. Planning is the crucial step in implementing the vision and mission of the organization, while managers implement the plan internally, and advocacy lends voice to the plan externally.
References
Evans, G.E. and Saponaro, M.Z. (2005). Developing library and information center collections, 5th Ed. Westport, CT: Libraries Unlimited.
Evans, G.E. and Ward, P.L. (2007). Management basics for information professionals, 2nd Ed. New York, NY: Neal-Schuman Publishers, Inc.
Haycock, K., and Sheldon, B.E. (2008). The Portable MLIS: Insight from the experts. Westport, CT: Libraries Unlimited.