My Calling Card

Librarianship a Profession (Pathfinder)

 Introduction:

                 Librarians have been     discussing how to achieve professional status in the eyes of society since Dewey’s time. Since we’re still  discussing it, odds are that we still have work to do! Looking at the  techniques used in other  professions helps us discover a few tricks to help our personal professional image.

Definition of Terms:

A profession is "a vocation requiring knowledge of some department of learning or science."

A professional is one who follows "an occupation as a means of livelihood or gain," or one who is "engaged in one of the learned professions."

Professionalism is exhibited by one of the "professional character, spirit or methods" or the "standing, practice, or methods of a professional as distinguished from an     amateur."

American College Dictionary

Selected texts in Circulation Reserve  Section (CRS)

020 B862 1992

                 Buenrostro, Juan C. and Orendain, Maria A. Bantayang Aklat sa Librarianship.  Quezon City: Great Books Trading, 1992.

020 G223 1968

                 Gates, Jean Key. Introduction to Librarianship. New York: McGraw– Hill, Inc., 1968.

020 M999 1963        

                 Myson, William. Librarianship as a Career. London: B.T. Batsford LTD., 1963.

020.23 S76 2002

                 Shontz, Pricilla K. Jumpstart your   Career in Library and Information Science. Maryland: The   Screcrow Press, 2002.

020.92 P211 1959

                 Paradis, Adrian A. Librarians Wanted:   Careers in Library Service. New York: David McKay Company, Inc., 1959.

020.92 P538 1991

                 Philippine School Librarianship: a Primer for teacher– librarians/ Maria Arcilla Orendain…(et.al.). Manila: Rex Bookstore, 1991.

020.92344 B476 1993

                 Bielefield, Arlene. Library employment within the law. New York: Neal– Schuman Pub. Inc., 1993.

027.8 H226 2009

                 Harlan, Mary Ann. Personal learning networks: Professional development for the isolated school librarian. Connecticut: Libraries Unlimited, 2009.

Theses and Dissertation located at the   Graduate Studies and  Research Library (IGSRL)

MA IN PUBLIC ADM - 6

                 Cabana, Ismaelinda S.  R.A. 9246: its   effects to the Professionalization of Public Librarians in Quezon Province.  Lucena City: MSEUF, 2007.

Selected text in Periodicals Section (PS)

DVD FORMAT

             A User– centered and Evidence– based approach for digital Library Projects. The Electronic     Library, 27(3)’09.

             Bridging the Digital Divide: the Role of  librarians and Information Professionals in the third Millennium. The Electronic Library, 26(2)’08.

Selected texts in Reference and Filipiniana  Section (RFS)

VERTICAL FILE

            217 Pass exam for Librarians. Manila Bulletin,    p. 8, D 6’98.

           New Professional Librarians. Manila Bulletin,   p. G– 6, D 6‘99.

           PRC lists of 33 new Librarian. Manila Bulletin,    p. 8, D 28’99.

Selected articles found in Electronic Journals

http://infotrac.galegroup.com/galenet/phmseuf

                 Engelond: A Model for Faculty-Librarian     Collaboration in the Information Age.  Information Technology and Libraries . 19.1 (March 2000): p34.  

http://eric.ed.gov/

                 Budd, John M. Toward a Practical and Normative Ethics for Librarianship. Library Quarterly, v76 n3 p251-269, Jul 2006.

                Burnett, Kathleen M. and Bonnici, Laurie J.Contested Terrain: Accreditation and the Future of the Profession of Librarianship. Library Quarterly, v76 n2 p193-219, Apr 2006.

                Kuzyk, Raya. I Love Librarianship. Library  Journal, v133 n4 p38-43, Mar 2008.

                Labaree, Robert V. and Scimeca, Ross. The Philosophical Problem of Truth in Librarianship. Library Quarterly, v78 n1 p43-70, Jan 2008.

                Lonergan, David. Is Librarianship a Profession? Community & Junior College Libraries, v15 n2 p119-122, 2009.

               McNicol, Sarah. Is Research an Untapped   Resource in the Library and Information Profession? Journal of Librarianship and Information Science, v36 n3 p119-126 2004.

               Ojedokun, Ayoku A. and Moahi, Kgomotso H. The Emerging Market for Information Professionals in Botswana, and the Skills Requirements. Education for Information, v23 n3 p129-139 2005.

http://online.sagepub.com/

               Birchall, Alexander; Deakin, Anthony  and Rada, Roy. Knowledge automation and the need for intermediaries. Journal of Librarianship and Information Science, December 1994; vol. 26, 4: pp. 181-192.

               Marshall, Jennifer. Librarianship as a      profession in Italy. Journal of Librarianship and Information Science, March 1997; vol. 29, 1: pp. 29-37.

Leading

      Good leaders are the key to large-scale community organizing.

      They do not tell other people what to do, but help others to take charge.

      They do not grab center stage, but nudge others into the limelight.

      They are not interested in being The Leader, but in trying to create more leaders.

      They recognize that only by creating more leaders can an organizing effort expand.

Leader

      A leader is one who influences others to attain goals.

      Leaders orchestrate change, set direction, and motivate people to overcome obstacle and move the organization toward its ideal future.

What do People want from our Leaders?

      People want help in achieving their goals, organization needs leaders at all levels.

5 Key Behaviors of Best Leaders

The road to great leadership (Kouzes & Posner, 1987) that is common to successful leaders:

1. Challenge the Process
2. Inspire a Shared Vision
3. Enable others to Act
4. Model the Way
5. Encourage the heart

Leadership

      Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.

      Good leaders are made not born. If you have the desire and willpower, you can become an effective leader.

      Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982)

Leadership Style

      Leadership style refers to a leader's behaviour. It is the result of the philosophy, personality and experience of the leader.

1.      Autocratic or authoritarian style

Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders.
They do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to himself until he feels it is needed to be shared with the rest of the group.

2.      Participative or democratic style

The democratic leadership style favors decision-making by the group as shown, such as leader gives instruction after consulting the group.
They can win the co-operation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them.

3.      Laissez-faire or free rein style

A free-rein leader does not lead, but leaves the group entirely to itself as shown; such a leader allows maximum freedom to subordinates, i.e., they are given a free hand in deciding their own policies and methods.
Different situations call for different leadership styles. In an emergency when there is little time to converge on an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or laissez-faire style may be more effective. The style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members.

Principles of Leadership

To help you be, know, and do, follow these eleven principles of leadership (U.S. Army, 1983). Note that later chapters in this guide expand on these and provide tools for implementing them:

   1. Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.

   2. Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks.

   3. 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.

   4. Make sound and timely decisions - Use good problem solving, decision making, and planning tools.

   5. 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

   6. Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers.

   7. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people.

   8. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities.

   9. Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility.

  10. 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.

  11. 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.

Leading in Slideshow

Principles of Management in slideshow

POSDCORB

POSDCORB is a word composed of the initials of the functions of the executives. POSDCORB is developed by Luther Gulick. 

POSDCORB lists the functions of the executives according to  Luther Gulick who was a well known member of the classical school. POSDCORB includes seven functions. According to POSDCORB model the seven functions of executives are as follows:

POSDCORB is an acronym created by Luther Gulick and Lyndall Urwick in their “Papers on the Science of Administration” (1937). Developed as a means to structure and analyze management activities, it set a new paradigm in Public Administration. Based on the theories of Henri Fayol’s 14 Principles of Management, Gulick and Lyndall Urwick disputed the prevailing thinking that there was a dichotomy between politics and administration. Instead that it was impossible to separate the two. It has been called the “high noon of orthodoxy,” due to the assumption that it was the principles that were important and not where they were applied.

The acronym which formulates the responsibility of a chief executive or administrator stands for: Planning, Organizing, Staffing, Direction, Coordinating, Reporting, and Budgeting. It defines the principles as follows:

PLANNING - Planning is working out in broad outline the things that need .to be done and the methods for doing them to accomplish the purpose set for the enterprise;

ORGANIZING - Organizing is the establishment of the formal structure of authority through which work subdivisions are arranged, defined and coordinated for the defined objective;

STAFFING - Staffing is the whole personnel function of bringing in and training the staff and maintaining favorable conditions of work;

DIRECTING - Directing is the continuous task of making decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise;

CO-ORDINATING - Coordinating is the all-important duty of interrelating the various parts of the work;

REPORTING - Reporting is keeping those to whom the executive is responsible informed as to what is going on, which thus includes keeping himself and his subordinates informed through records, research and inspections;

BUDGETING - Budgeting, with all that goes with budgeting in the form of fiscal planning, accounting and control

All executives perform broadly similar functions. The President of the United States, like the governors of the states or the Prime Minister of England, does many things in common with his subordinate executives and with all those who have headed large organizations. Luther Gulick and Lyndall Urwick have classified these common tasks of the executive, and his categories of important executive functions: What is the work of the chief executive? What does he do? The answer is POSDCORB.


References

http://polt906f07.wikispaces.com/POSDCORB

The 14 Principles of Mamagement by Fayo, Henri

Management principles are statements of fundamental truth. These principles serve as guidelines for decisions and actions of managers. They are derived through observation and analysis of events which managers have to face in practice.

Henri Fayo137.216.208.99 19:02, 24 November 2009 (UTC)ls 14 Principles of management

1. Division of Work -

The specialization of the workforce according to the skills a person , creating specific personal and professional development within the labour force and therefore increasing productivity; leads to specialization which increases the efficiency of labour. By separating a small part of work, the workers speed and accuracy in its performance increases. This principle is applicable to both technical as well as managerial work.

2. Authority and Responsibility-

The issue of commands followed by responsibility for their consequences. Authority means the right of a superior to give order to his subordinates; responsibility means obligation for performance. This principle suggests that there must be parity between authority and responsibility.. They are co-existent and go together, and are two sides of the same coin.

3. Discipline-

Discipline refers to obedience, proper conduct in relation to others, respect of authority, etc. It is essential for the smooth functioning of all organizations.

4. Unity of Command -

This principle states that every subordinate should receive orders and be accountable to one and only one superior. If an employee receives orders from more than one superior, it is likely to create confusion and conflict.

Unity of Command also makes it easier to fix responsibility for mistakes.

5. Unity of Direction -

All those working in the same line of activity must understand and pursue the same objectives. All related activities should be put under one group, there should be one plan of action for them, and they should be under the control of one manager.

It seeks to ensure unity of action, focusing of efforts and coordination of strength.

6. Subordination of Individual Interest

The management must put aside personal considerations and put company objectives first. Therefore the interests of goals of the organization must prevail over the personal interests of individuals.

7. Remuneration -

Workers must be paid sufficiently as this is a chief motivation of employees and therefore greatly influences productivity. The quantum and methods of remuneration payable should be fair, reasonable and rewarding of effort.

8. The Degree of Centralization -

The amount of power wielded with the central management depends on company size. Centralization implies the concentration of decision making authority at the top management. Sharing of authority with lower levels is called decentralization. The organization should strive to achieve a proper balance.

9. Scalar Chain -

Scalar Chain refers to the chain of superiors ranging from top management to the lowest rank. The principle suggests that there should be a clear line of authority from top to bottom linking all managers at all levels. It is considered a chain of command. It involves a concept called a "gang plank" using which a subordinate may contact a superior or his superior in case of an emergency,defying the hierarchy of control.However the immediate superiors must be informed about the matter

10. Order -

Social order ensures the fluid operation of a company through authoritative procedure. Material order ensures safety and efficiency in the workplace.

11. Equity -

Employees must be treated kindly, and justice must be enacted to ensure a just workplace. Managers should be fair and impartial when dealing with employees.

12. Stability of Tenure of Personnel -

The period of service should not be too short and employees should not be moved from positions frequently. An employee cannot render useful service if he is removed before he becomes accustomed to the work assigned to him.

13. Initiative -

Using the initiative of employees can add strength and new ideas to an organization. Initiative on the part of employees is a source of strength for the organization because it provides new and better ideas. Employees are likely to take greater interest in the functioning of the organization.

14. Esprit de Corps -

This refers to the need of managers to ensure and develop morale in the workplace; individually and communally. Team spirit helps develop an atmosphere of mutual trust and understanding.

These can be used to initiate and aid the processes of change, organization, decision making, skill management and the overall view of the management function.

Fayol also divided the management function into five key roles:

   * To organise

   * To plan and forecast (Prevoyance)

   * To command

   * To control