Leading a successful Library 领导成功的图书馆 Dr. Qi Chen Library Director-Argosy University East 陈 琦 博士 美国阿格西大学.

Presentation on theme: "Leading a successful Library 领导成功的图书馆 Dr. Qi Chen Library Director-Argosy University East 陈 琦 博士 美国阿格西大学."— Presentation transcript:

1 Leading a successful Library 领导成功的图书馆 Dr. Qi Chen Library Director-Argosy University East 陈 琦 博士 美国阿格西大学

2 Outline 提要  What is leadership 什么是领导  Librarians’ competency in 21 st century 图书馆员在 21 世纪的能力 Professional development 专业发展  21 st century challenges 21 世纪的挑战  Staff review 员工表现评估

3 What is a Leadership 领导  Leadership - a process 领导是一个过程 Leadership is not managing Leaders carry out this process by applying their leadership knowledge and skills  领导通过运用他们的知识和技能的进行领导过程 Influence others to accomplish an objective  影响他人完成目标 Direct the organization in a way that makes it more cohesive and coherent  指导所在组织使它更具凝聚力和连贯力

4 Theory of Leadership 领导理论 Three basic theories that people become leaders ( Bass, 1990).  Trait Theory- -Personality may lead people naturally into leadership roles. 个性理论 - 个性可能导致人们自然地发挥领导作用  Great Events Theory - A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. 重大事件理论 - 危机或重要事件可能导致一个人挺身而出，带出在 一个普通的人非凡的领导才能。  Transformational/Process Leadership Theory - People can choose to become leaders. People can learn leadership skills. 转换领导理论 - 人们可以选择成为领袖。人们可以学习领导技巧 。

5 Laissez-faire – bureaucracy 自由放任 - 官僚主义  Avoid taking a stand 避免采取立场  Ignore problems 忽略的问题  Do not follow up 不跟进  Refrain from intervening 不想干预  They do not care 不在乎

6 Laissez-faire – bureaucracy 自由放任 - 官僚主义 Meetings without agenda, agree with whatever is said to them, be influenced by the last person to speak to them 没有议程的会议，同意每个人说的。尤其是受最后一个人发言的 影响 Leads to dysfunctional conflict and a lack of achievement 导致功能失调的冲突， 缺乏成就 Subordinates are left to fend for themselves 下属自生自灭 Believe creativity, inspiration, help and support are unnecessary 相信创意，灵感，帮助和支持是不必要的 result-alienation 结果 - 造成分化

7 Transactional leadership 交易型领导  Management-by-exception and contingent reward, usually set performance objectives/standards: 管理按奖励定，通常设 定绩效目标 / 标准：  Two approaches 两种方法 Passive: Waiting for problems to arise 被动等待出现的问题  Reacting to errors 有错误才反应  Intervening reluctantly 勉强干预 Positive: 肯定方法论  Monitoring for deviations and errors and correcting them 监测偏差和纠正错误  Enforcing rules and procedures 执行规则和程序  Avoidance of initiation or risk-taking by followers  避免风险采取的追随者

8 Transformational leadership 变革型领导  More effective aspects of transactional leadership and avoids its less effective and dysfunctional aspect 更有效的领导方式避免无效和不正常的方面  4 components: 四部分组成： Individualized consideration 个性化的考虑 Intellectual simulation 激发智力发展 Inspiration 启示 / 鼓励 Charisma - Idealized influence 魅力 - 理想化的影响

9 Transformational Leadership 变革型领导  Individualized consideration 重视考虑个人  Providing matching challenges 提供相应的挑战  Giving opportunities to learn 提供学习机会  Delegating 委派任务  Coaching and giving feedback 教练，并给予反馈  Empowerment of followers 让职员自身更强大  Improve and development themselves 改进和发展自己  Let it go of the past 不计较过去  Make time to work with individuals who needs it 腾出时间帮 助他人的工作

10 Transformational Leadership 变革型领导  Intellectual simulation 激发智力发展 Stimulate the intellect and imagination of the followers 激发职员的智力和想象力 Encourage imagination and creativity 鼓励想象力和创造力 Use and encourage intuition as well as logic  使用，并鼓励直觉以及逻辑思维

11 Transformational Leadership 变革型领导  Inspirational motivation 鼓舞人心 Articulate exciting possibilities 利用令人振奋的机会 Communicate clear and rational vision 明确合理的表达远见 Align individual and organizational goals 把个人和组织目标 相联接 Treat threats and problems a opportunities 把威胁和问题 看作机会，  Example: 例如： “ I have a dream… “ -MLK 我有一个梦想...“- MLK “Ask not what your country can do for you but ask what you can do for your country’ - JFK 不要问你的国家能为你做 ，但要问你能为国家做 ' - 肯尼迪“

12 Transformational Leadership 变革型领导  Idealized influence – charisma 理想化的影响 - 魅力 Express confidence in vision 对展望表示信心 Admire its qualities 尊重它的品质 Able to take full responsibility for actions 能够担负责任 Display a sense of purpose, persistence and trust in other people 显示出对目标的持续性, 对它其他人的信任 Emphasize accomplishments not failure 注重成就，不注重失败

13 Leadership you experienced 你与到过的领导  What type of leaders are you? 你是这么样的领导 ?  Can you tell us what kind of leaders you like? 你所喜欢的领导.  Name a leader or leaders that you have had? Good or bad? 你遇到过的好领导, 不好的领导.

14  BE a professional: be loyal to the organization, perform selfless service, take personal responsibility. 专业化：忠于组织，执行无私的服务，承担个人责任  BE : Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. 是：诚信，能力，坦诚，承诺，正直，勇敢， 正直，想象力。  KNOW the four factors of leadership — follower, leader, communication, situation. 懂得领导的四个因素 - 职员，领导，沟通和局面。  KNOW yourself: strengths and weakness, knowledge, and skills. 认识你自己：优势与劣势，知识和技能。  KNOW human nature: human needs, emotions, and how people respond to stress. 知道人类的本质：人的需要，情感，以及人们如何应对压力。  KNOW your job: be proficient and be able to train others in their tasks. 了解你的工作：精通并能培养他们的任务等。  KNOW your organization: where to go for help, its climate and culture, who the unofficial leaders are. 知道您的组织：去哪里寻求帮助，它的气候和文化 ，谁是非官方的领导人。  DO provide direction: goal setting, problem solving, decision making, planning. 确实提供了方向：目标设定，解决问题，决策，规划。 BE, KNOW, DO How to be a good leader? 如何做领导 ?

15 BE, KNOW, DO To Be a Good Leader 如何做领导  DO implement: communicating, coordinating, supervising, evaluating. 执行：沟通，协调，监督，评价  DO motivate: develop morale and esprit de corps in the organization, train, coach, counsel. 激励：发展的士气和团队精神， 培 训，教练队伍  KNOW your job: be proficient and be able to train others in their tasks. 了解你的工作：精通你的工作， 并能培养员工做的任务。  Earned respect, 赢得尊重  Have a clear sense of direction, by conveying a strong vision of the future. 有一个明确的方向感，表达强烈的未来远景。  Honorable, trusted, and ethical 尊敬，信任和道德  Not self-serving-present a good image to their seniors  不谋私利，呈现良好的形象

16 Be, Know, Do To be a Good Leader 如何做领导  Know yourself and seek self-improvement - continually strengthening your attributes 了解自己，并寻求自我提升 - 不断增强你的强项  Be technically proficient - must know your job and have a solid familiarity with your employees‘ tasks. 在技术上精通 - 必须知道你的工作，有一 个对员工任务的扎实的了解  Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.  为自己的行为承担责任 - 搜索新方法来指导你的组织使之达到新的高度。当事情出错时 ，不责怪别人。分析形势，采取纠正措施，迎接下一个挑战。  Make sound and timely decisions - Use good problem solving, decision making, and planning tools. 做出正确和及时的决定 - 使用良好的解决问题，决策 和规划工具  Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi 树立榜样 - 为你的员工 树立好榜样。他们不仅要听见他们所应该做的，但也看见了。我们必须成为我们希望 改变的 - 圣雄甘地

17 BE, KNOW, DO Be a Good Leader 如何做领导  Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers. 熟悉员工，关心他们的利益 - 知道人类的本性和真诚对员工关怀的重要性  Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people. 开诚布公 - 知道不仅要与员工们沟通，更要与其他重要人物。  Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities 。 制定工人的责任意识 - 帮助培养良好的性格，这将有助于他们履行其专 业职责。  Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility. 确保员工对任务的理解和完成 - 沟通是这个责任的关键

18 BE, KNOW, DO Be a Good Leader 如何做领导  Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs. Train 团队训练 - 尽管许多领导人称他们的组织，他们是不是真正的团 队 … 仅仅是一群人做他们的工作。  Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities. 使用组织的全部功能 - 通过开发团队精神，可以利用你的组织，部 门，等最充分的能力。

19 Librarianship in the 21 st Century 21 世纪的图书馆员：  Competencies for the 21 st century librarians: 21 世纪的图书馆员能力 Skills in strategic planning, 战略规划能力， Budgeting skills, 预算编制技能 Skills in communicating with a variety of audiences, 与各类受众沟通技能 Skills in managing human resources, 人力资源 管理技能， Skills in project management 项目管理技能，

20 Most Importantly … 最重要的... Librarians of the 21 st century are: 21 世纪图书馆员  Continually adapting their library’s services to changing technology 不断适应不断变化的技术，改进图书馆的服务，  Planning and preparing for the unexpected 规划准备意外事件  Engaged in lifelong professional development 从事终身专业发展

21 ALA and Librarian’s Competencies 美国图书馆学会图书馆员核心能力  ALA’s Core Competencies of Librarianship 图书馆员应具备的核心职业能力  Professional Development 图书馆专业发展目的  ALA- Certificate Programs 专业证书计划  ALA-ALP Certified Public Library Administrator (CPLA) 公共图书馆管理认证  Library Support Staff Certification Program 图书馆辅助人员认证计划

22 Changes in Online Users 网络使用变化 8/22/2016

23 使用最多的搜索器及社会网站的增长率 8/22/2016

24 喜爱的社会网络站点使用率 ( 根据年龄 ) Favorite Social Networking Sites by Age Commercial Site usage Statistics 商业网址使用数据处理 8/22/2016

25 Favorite Social Network Sites by total General Public 喜爱的社会网络站点使用率 ( 全民测试 ) 8/22/2016

26 What We Face 我们所面临的  Change faster than we had expected and experienced ever 我们正在经历从未经历过的比我们期望更快更大地变化  Libraries will still be valued but will receive dissatisfaction and perceptions of a lessening value compared with other options 人们将仍重视 图书馆，但与其他选择比较，重视程度会降低, 不满情绪会 升高  Opportunities for redefining library roes and our relevance and also for developing new roles in a much wider range of public and private partnerships and collaborations 为重新确定图书馆作用，地位，并在更大范围内与各团体合作中发挥作 用的机会  Need for strong strategic and thought leadership 我们需要有坚强的战略和精明的领导  More risk taking and greater understanding and attention to the changing demands of our different user populations 需对我们不同用户，不同需求更多关注，更大的理解，且需冒险 8/22/2016

27 Library/Library User Facts 图书馆和用户的数据  Library cardholders outnumber Amazon customers by 5 to 1 in US  美国图书馆持成员卡者是亚马孙顾客的 5 倍  Libraries circulate nearly fours times more items than Amazon  handles in US each day 在美国, 图书馆每天的流通量是亚马孙销售 量的四倍  One out of every six people in the world is registered library user 在世界毎六人中有一人是注册的图书馆用户  Five times more people visit US public libraries each year than attend US professional and college football, basketball, baseball and hockey games combined 每年参观美国公立图书馆的人是出席美国专业 和大学橄榄球、篮球 、棒球和曲棍球赛总数的五倍  Over 1 m libraries worldwide with 16 b volumes ， 690,000 librarians 全世界有 1 m 图书馆有 16 亿本书，有 690,000 图书馆员， 8/22/2016

28 Who are Our Users? 我们的读者 Digitally savvy - a global information commons 全球性信息 time, 数字运用熟练 Impatient Google generation 不耐烦的 Google 世代 Never set foot in the library, working patterns 从未到过图书馆 读者的工作模式 New generation of students & researchers, who work virtually outside the context of the library 新一代 的，对图书 馆没概念的学生 & 学者 Anticipate their future requirements with information 预计他 们对未来信息的要求 Support researches outside the physical library 支持不在图书 馆内的研究 Create our new image: digital savvy, modern, friendly, automatic, 24/7 open hours 8/22/201628 8/22/2016

29  Continuously improve staff capabilities for customer service and improved quality service 不断提高工作人员为客户服务能力，完善服务质量  Set goals 制定目标  Build lifelong continuous learning into job description and jobs 把终身持续学习纳入职务说明和工作中  Staff development – individual responsibility, assess own needs 工作人员发展 — 是个人责任，来评估自己的需要  Best practices include formal education, conferences, online course offering, opportunities through colleagues, mentors and collaboration 最佳实践包括实行正规教育，参加会议，网上课程提供的学习机 会，通过同事，导师和协作机会 。 29 Why Professional Development? 专业发展

30 Librarians’ competencies Youth Services 青少年读者服务馆员资格能力 公共图书馆为儿童提供服务的图书馆员的资格 ( 1999 )  对于服务对象群的了解 （ knowledge of the client group);  行政和管理技能 (administrative & managerial skills);  交流技能 （ communication skills)  宣传，公关和建立合作网络的能力 （ advocacy, public relations & networking);  专业精神和专业发展能力 （ professionalism & professional development)

31 Librarians’ competencies Youth Services 图书馆员资格能力青少年读者服务  School Librarians’ competencies 学校图书馆员的资格标准 Standard set by AASL and AECT  由学校图书馆员协会（ AASL) 与教育交流与技术协会 (AECT) 联合制定 - “ 信息的力量：为学习建立合作伙伴 ” （ 1998) YALSA Standard for librarians  为青少年服务的图书馆员的资格标准 “ 青少年应获得最好的服 务：为青少年服务的图书馆员的资格 ” （ 1981 ）（修正 1998 ， 2003 ）

32 专业发展 Professional Development  计划和预算 Planning and budgeting 年度计划 Annually planning 专业发展内容, 形式, 次数  专业会议和工作坊 Professional conferences and workshops  在职馆内培训 Professional in house training  行政培训 Administrative training  校部或更高级 Library, organization, university, or higher  馆内各类培训 In house or general training

33 培训 Training  非专业馆员 Non-professional staff 工作组 Workshops 馆内培训 In house training  综合训练 General training 校宗旨训练 University mission and vision 其它训练 Other social issues and programs  New program-micro soft & campus system  Human resources-management, personnel training  Interpersonal knowledge & skills (conflict, etc.)  Supervisors-supervisees, etc

34 工作表现总结 Performance Review  How do you conduct a staff performance review?  你们如何做员工工作评估 ?

35 How to Conduct a Successful Staff Performance Review 工作表现总结  一般 / 传统工作表现评估 Traditional Performance Review 注意力在问题和怎样介决问题 Focus on problems and how to solve them 指出不足之处 Negative human behaviors 纠正弱点 Identify and correct weaknesses

36 工作表现总结 Performance Review  工作表现评估新动向：肯定心理学 Positive Psychology: New Trend in Performance Review 注重强项和潜力 Focus on strength and potentials 建立提倡肯定的份围 Foster a positive culture 扶植肯定情绪状况 Build positive emotional status

37 工作表现总结 Performance Review  肯定心理学关注基本需要 Pay attention to basic needs 表彰贡献 Recognize contribution 肯定地反馈 Receive positive feedback 及时的反馈 Receive immediate feedback 对工作的明确要求 Clear explanation of requirements 记住和关心 / 有意义的日子 Remember significant dates, b-day, anniv. etc.

38 工作表现总结 Performance Review  肯定心理学注重培养方面： New traits 自我管理能力强 Self-efficacy 心怀希望 Hope 乐观 Optimism 主观心情好 Subjective well-being 情商高 Emotional intelligence 达观 Resilience

39 工作表现总结 Performance Review  肯定心理学结果 results: 对工作表现出更高的兴趣, 关心和热情 Demonstrate higher amount of interest ， caring and joy in work 会全力注重工作 Devote maximum attention and cognition to work 更注重成就 accomplishment 更忠诚 more loyalty 达到组织定的目标 Achieve goals for organization 顾客的高度满意 level of customer’s satisfaction 职工稳定，减小辞职率 high retention and less turnover

40 工作表现总结类型 Performance Review  新员工试用期间 New hire – probation  三个月小结一次 Three months review  六个月时小结一次 Six months review  特殊情况下的总结 Special review  提升 Promotion  免职 Termination  年度总结 Annual performance review

41 总结程序 : 自我总结 Review Procedures: Self review  回顾责任范围的工作和内容 review all activities of the year  工作责任范围 Review Job components  主要责任 Key elements of responsibilities  鉴定标准 Measurement  工作表现 Job performance  专业发展 Professional development  新责任 New responsibilities  建立新计划，方向和需要 Development plan, trend and needs

42 工作表现评估 (5 个标准 ) Performance appraisal (5 Criteria) 工作需要的实用知识 Functional job knowledge 行政管理技能 Administrative and managerial skills 人际关系 : 与人共事的能力 Human relations 分析能力 Analytical skills 对上级的指导要求 Requirements from supervisor

43 工作表现评估 (5 个标准 ) Performance appraisal (5 Criteria) 工作需要的实用知识 Functional job knowledge  关于操作程序的知识 knowledge of procedures,  关于特定技术的知识 specialized techniques,  工作所需的自身修养 Disciplines possessed to perform duties 行政管理技能 Administrative and managerial skills  计划能力 Skills in planning  组织能力 Organizational skills  管理能力和分配工作的能力 Managerial skills and delegating tasks

44 工作表现评估 (5 个 标准, 续 ) Performance appraisal (5 Criteria, cont.) 人际关系 : 与人共事的能力 Human relations  有礼貌，讲策略 Courtesy and tact  理解能力与影响力 Understanding and influencing  倾听与鼓励人的能力 Listening and motivating  领导和培养人的能力 Leading and developing 分析能力 Analytical skills  分析与评估情况的技能 Skills of analyzing and evaluating situations  良好的应用 / 解决问题和作决定技能 Capability of applying sound problem solving and decision-making skills

45 工作表现评估 ( 5 个 标准, 续 ) Performance appraisal (5 Criteria, cont.) 对上级的指导要求 Requirements from supervisor  要求上级指导的程度 Levels of control of guidance required  依靠和信任上级的程度 Degree of confidence and reliance  独立工作 Working independently  需要上级跟进的程度 Level of requiring for follow-ups

46 工作表现评估 ( 续 ) Performance appraisal (cont.)  评估的五分级量表 Five-scale of assessment （根据个人表现，用五分级量表对五个不同的标准打分） 5 卓越的表现 5 outstanding performance 4 高度有效，突出的表现 4 highly effective, superior performance 3 良好，达到期待的工作要求 3 good competent performance, meets standard performance expectations for this job 2 略欠合格，有需少量的改进 2 needs slight improvement to meet the job expectations 1 表现不合格 1 unsatisfactory performance

47 工作表现测评 : 与馆员面谈 Performance assessment: meeting  回顾工作职责摘要 Review summary of job elements  回顾主要方面的工作表现结果 Results in each key area 与年初制定的目标相符合 Relating directly to original objectives 额外贡献 Addition contributions  总结 Summary 成绩 Accomplishments 须改进的地方 Areas of improvement  统一打分结果 Agreeing results (5 scales)

48 工作表现测评 : 今后的行动计划 Performance assessment: Future Action Plan  员工今后的行动计划 Agreed by the supervisor and supervisee 下年详细计划 Detailed plan  具体方向和目标 Concrete goals and objectives  专业发展方向 Professional development  完成时间 Dates of accomplishing  测评标准 Measurements

49 晋升和加薪 Promotion and Raise  晋升 Promotion 获得新学位或更高学位 New or additional degree is earned 委认更多责任 Additional responsibilities 提升新职位 New position  加薪 Raise 晋升 Promotion 年度 Annually

50 问题与解答 Questions and Answers 谢谢！ Thank you! 陈琦 美国阿格西芝大学