Discovering Connections, Connecting Discoveries

MANAGING STAFF IN THE 21ST CENTURY SCHOOL Dr. Ma. Luz T. Macasinag Bicol College

Jacques Delors’ FOUR PILLARS OF LEARNING (Education)

http://unesco.org/delors/1todo.htm

FOUR PILLARS

PROVIDES CONCRETE OR SOLID FOUNDATION FOR A TOTAL LIBARIAN IN :

Library Management Librarian vis a vis

the institution, association, community, country and

Globally

INDIVIDUAL – THE LIBRARIAN AS MANAGER

EDUCATION FOR HUMAN DEVELOPMENT. BRASÍLIA: UNESCO UNESDOC.UNESCO.ORG/IMAGES/0014/001403/140309E.PDF

LEARNING TO BE PERSONAL COMPETENCIES

LEARNING TO BE A COMPASS WITH WHICH TO FIND

ONESELF

“Self-evaluation – Acceptance” As one evaluates himself, he should accept

whatever results that may be. For the unfavorable one, one should take them as constructive “criticism” to improve or get a better result.

The challenge will be to ensure that everyone always has the personal resources and intellectual tools needed to understand the world and behave as a fair-minded, responsible human being”

PERSONAL COMPETENCIES

“The task of education is to make sure that all people enjoy the freedom of thought, judgment, feeling and imagination to develop their talents and keep control of as much of their lives as they can.”

Education is to guide but to be a better person rests on the individual - MLS, PHD, etc.

Having a PHD or a higher education is not assurance that a person can do better. One must know how to translate knowledge obtained through education to actual practice or scenario. Learn to be flexible according to the circumstances.

Educated – Personal resources and intellectual tools – Computers

A person claims to be IT expert for having a PHD in Library & Info. Sc. Yet in actual practice, that person does not even know how to operate a PC

Understand the world & Behave – “Start from the bottom” or “Hands on management style”

For Librarians, it is advisable to learn (theory and practice) all from typing, cataloging, encoding, scanning, computer design etc.

LEARNING TO LIVE TOGETHER SOCIAL/RELATIONAL COMPETENCIES

LEARNING TO LIVE TOGETHER

A COMPASS WITH WHICH TO FIND OTHERS

This is one of the difficult Pillars of Learning

Self-Centered – I me and myself – “ Understand other people’s reactions by looking

at things from their own point of view” - There is a Filipino saying “huwag magbulagbulagan.” Are their reactions valid, if so what must be done.

LEARNING TO LIVE TOGETHER

“In the world of work, so many achievements would not have been possible if people had not successfully moved beyond the conflicts that generally arise in hierarchical organizations through their involvement in a common project.”

USER’S NEEDS Consider the People around you (Students, Staff) +

other people in the institution/organization + the environment (community)

LEARNING TO K NOW COGNITIVE COMPETENCIES

LEARNING TO K N O W A COMPASS TO SAIL THE SEA OF KNOWLEDGE

“Concerned less with the acquisition of structured

knowledge than with the mastery of learning tools” “Learning to Learn, to teach and to know”

Learning to think (comprehend) is a lifelong one and

can be enhanced by every kind of human experience”

Let me emphasize the word “LIFELONG”

EDUCATION + EXPERIENCE = KNOWLEDGE NEEDED TO MANAGE

LEARNING TO DO PRODUCTIVE COMPETENCIES

LEARNING TO DO A COMPASS TO BE ENTREPRENEURIAL

IN THE WORLD Qualities needed in the World of Work

Self Management – Know how to manage

oneself

Co-Management – Set up teams with with common work Group Management – Ability to manage the

work of others when leading a group

–develop the potentials of collaborators

Shift away from physical work and be more service oriented – IT applications (Service Attitude, Bayanihan, Pakikisama)

“New forms of personal competence are based on a body of theoretical and practical knowledge combined with personal dynamism and good problem solving, decision-making, innovative and team skills”

We Filipinos consider it as MAABILIDAD Networking, partnerships, consortiums

EDUCATION (CPE) & NETWORKING

Enrich the knowledge of fellow professionals and library personnel in managing their libraries with focus on their collaboration with their faculty members.

A good library program leads to increased academic achievement and personnel productivity.

“Productivity is never an accident. It is

always the result of a commitment to excellence, intelligent planning , and focused effort.” -- Paul J. Meyer

A GOOD LIBRARY PROGRAM

Productivity is about change. It is about changing current management and work practices in all aspects of the global economy.

Change, by its very nature, requires that difficult decisions have to be made.

To arrive at a sound decision one must have superior leadership skills.

GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADER

Vision Here is what we are Here is what we do Here is where we are heading and Here is what is important and unique

about our Library

GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADER

Effective transformational leaders Embrace change because it is necessary to

move library organizations forward Motivate and/or empower their followers in the

organization to work on a shared vision & implement that vision

Mentor/coach followers to deal successfully with the change process (Hernon and Rossiter, 2007)

GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADER

Why do we need a transformational leader? Libraries are experiencing rapid change as a

result of the technological transformation of society, higher education & service delivery

However, library staff resist change & reforms because it can: Alter the status quo Advance new systems Abort traditional paradigms Allocate more resources to emerging paradigms Announce radical & apparently unacceptable policies Appear unpredictable & therefore received with a lot of fear

GOOD LIBRARY MANAGEMENT: TRANSFORMATIONAL LEADER

Change & reform in an organization are vital for scientific breakthrough & technological advancement, social transformation & institutional & organizational survival

PERSONNEL AS ONE OF THE ESSENTIALS OF GOOD LIBRARY MANAGEMENT

The management of people at work is an integral part of the management process.

To understand the critical importance of people in the organization is to recognize that the human element and the organization are synonymous.

A well-managed organization usually sees an average worker as the root source of quality and productivity gains.

CHARACTERISTICS OF GOOD LIBRARY PERSONNEL

Level of Education and Training Technical Skills and Abilities

Acquired from education, training and experience Indicates ability to use knowledge, methods and

techniques in the performance of library tasks Human Skills

Ability to work with and through people Includes understanding of motivation and application of

effective leadership Conceptual Skill

Incorporates the ability to understand the complexity of the overall organization

INCREASING PRODUCTIVITY OF LIBRARY PERSONNEL

Motivation Job enrichment

Provides employees with an opportunity to grow psychologically and mature in a job

Increases a job’s range and depth, which refers to the number of activities and the autonomy, responsibility, discretion and control

Merit pay Promotion

INCREASING PRODUCTIVITY OF LIBRARY PERSONNEL

Motivation Flexible working hours

Flexible time is intended to ensure that the work of the organization is accomplished and permits library staff and their supervisors to establish work schedules that recognize individual and family needs.

Research indicates that flexible scheduling can be motivational in that job satisfaction is improved and absenteeism is reduced (Pears, 1989).

The ability to accommodate employee needs is a healthy and positive approach to motivation.

INCREASING PRODUCTIVITY OF LIBRARY PERSONNEL

Performance Rating Benefits

CPE Affiliations with organizations and institutions both local

and foreign Tenure Application of ICTs to Library Processes

CRITICAL OBSTACLES TO PRODUCTIVITY

Bad planning Lack of basic materials to work with Equipment breakdown and poor machine design Careless and dysfunctional working habits Poor working conditions

BECOMING A MOTIVATIONAL LEADER

Motivational leaders consistently demonstrate a number of qualities that develop gradually over time in response to successes and failure in achieving desired responses from others

BECOMING A MOTIVATIONAL LEADER

Key Qualities of a Motivational Leader Knowledge and skills Effective communication of ideas Confidence Commitment (ability to translate the goal or purpose

and elicit actions) Energy (empower and fire the imagination of others.

The “high energy leader” who is effective in one situation may be viewed as “pushy & aggressive” in another situation.)

BECOMING A MOTIVATIONAL LEADER

Key Qualities of a Motivational Leader Insight into the needs of others (acute awareness of

the reason behind events and an ability to anticipate results of action)

Ability to listen, reserve judgment, give direct and positive feedback, recognize individual value through respect for others, and use humor

Professional practice and shared governance to produce an environment that fosters autonomy in decision-making and provides the skills, resources and information needed for others to make this transition

BECOMING A MOTIVATIONAL LEADER

Promoting Library Services (Multi-level marketing) Leadership includes promoting library services and

resources using bold approaches Web 2.0 tools (Social Networking Sites, Blogs, Wikis, RSS,

Tagging, Virtual worlds, Social bookmarking & resource sharing )

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A curricular leader and a full participant on the instructional team, the library

media specialist constantly updates personal skills and knowledge in order

to work effectively with teachers, administrators, and other staff--both to expand their general understanding of

information issues and to provide them with specific opportunities to develop

sophisticated skills in information literacy, including the uses of

information technology. Roles and Responsibilities of the School Library Media

Specialist

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Leading SLMSs create an environment where collaboration and creative problem solving thrive. They continuously strive to advance their skills by reading professional journals and books, attending conferences, and networking with other librarians. − Empowering Learners: Guidelines for

School Library Media Programs

The newest set of guidelines from the American Association of School Librarians (AASL).

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Being creative

Being interactive

Being vision-headed

Empowering others (by encouraging participation and involvement)

Being passionate about their work Based on Leadership: A Communication Perspective

(2003), reproduced in Empowering Learners (AASL, 2009).

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Academic achievement increases when school librarians are leaders in their schools.

Library media specialists who seek leadership roles and partnerships with administrators

create strong library media programs translating into academic achievement. This is

an indirect relationship. That is, leadership translates to higher collaboration with teachers in creating quality learning experiences that in

turn, has a direct impact on academic achievement.

David Loertscher

Powering Achievement: School Library media Programs Make a Difference

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Loertscher: Leadership and Achievement PowerPoint Slides For Colorado (and other) studies see School Library Impact Studies

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http://eduscapes.com/sms/overview/leadership.html

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Understanding the concept and process of action

research will prepare the library media specialist to take a leadership role in

improving both the library media center and the entire

school program.

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Evidence-Based Practice is not complicated. It is a simple process of paying attention to what you do and keeping a record of how that helps teachers and students. As Ross Todd explains, Evidence-Based Practice is “knowing and showing how the school library program helps students learn.”

Read Building Evidence-based Practice Through Action Research by V.H. Harada.

CHANGE STRATEGIES IN A PROACTIVE LIBRARY MANAGEMENT FE ANGELA VERZOSA

May 12, 2014

Preparing for Leadership

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THANK YOU