I am able to apply the fundamental principles of planning, management and marketing/advocacy
Introduction
Planning, management, and marketing/advocacy are key aspects of librarianship. Though many librarians will not occupy upper-level management positions, most librarian positions include some managerial responsibilities. Because of these responsibilities, librarians must not only understand principles of good management, they must also be able to apply that knowledge. Through my LIBR 204 coursework and assignments, I have gained a strong understanding of the broad range of skills and abilities that fall within the general categories of planning, management, and marketing/advocacy. I have also gained the ability to apply that knowledge, particularly in the area of library planning.
Commentary
In LIBR 204 I learned the steps that comprise the planning process and how to apply that knowledge in the composition of professional planning documents. As a planner, the librarian collaborates with colleagues and/or staff to design effective, practical, and realistic actions that will bring about positive change in the organization – in this case, change that will help the library better fulfill its mission. Planning is based on an assessment of some aspect of organizational performance, e.g., user satisfaction. Assessment is not simply a matter of informal observation. Rather, the librarian uses qualitative and quantitative information gathering techniques such as user surveys, focus groups, consultation with colleagues, and usage statistics. By gathering data, the librarian identifies strengths and weaknesses in the area under investigation. Planning involves identifying a precise series of steps to address weaknesses and improve services.
There are multiple, legitimate ways of going about a planning process. Much depends on the time frame for realizing planning objectives. In LIBR 204 we explored – and practiced – the planning process in terms of the long-range goals of a specific library. In this case, planning often proceeds in three stages: (1) an assessment of current strengths, weaknesses, opportunities, and threats (a SWOT Analysis), (2) identifying strategic directions for change that will help the library better fulfill its mission, and (3) the formulation and description of specific actions (an “Action Plan for Change”) that align the library to those strategic directions and initiate positive change. This planning process is guided not only by the ideals expressed by the library’s mission. It also reflects the insights expressed in the SWOT Analysis, i.e., a realistic assessment of current resources, staff, and internal and external conditions.
A plan provides a clear roadmap to change. Taking the actual journey requires putting that plan into action. The specific skills typically associated with management now come into play. These skills make it possible to implement change as well as maintain the daily, smooth operations of the organization. Management encompasses diverse skills and abilities in the areas of communication, decision-making, training, delegation, employee motivation, performance appraisal, etc. These skills make it possible for managers to fulfill their various roles (e.g., facilitator, monitor, producer, broker) and perform their essential functions (planning, organizing, staffing, directing, coordinating, reporting, and budgeting).
In addition to planning and management, marketing and advocacy are essential to librarianship because (1) the ultimate goal of libraries is to satisfy the information needs of users, and (2) libraries depend on community support for their continued existence. Marketing involves assessing user satisfaction and improving services based on that assessment. It also involves promotional strategies and initiatives to enhance user awareness of services and service improvements. A library fulfills its mission not simply by improving its services. Patrons (and potential patrons) have to know about those improvements and (consequently) use the services. Libraries can not flourish without community support for the institutions themselves and without some general “cultural commitment” to the values libraries stand for (e.g., intellectual freedom). Communities support libraries when they perceive their value. Successful marketing improves library services and increases public awareness of library services, which in turn increases public support. Marketing is supplemented by advocacy work. Libraries depend on taxpayer dollars and therefore are accountable to taxpayers. The librarian must be able to show – through quantitative data – a strong return on investment. As public services compete for fewer and fewer dollars, librarians need to be proactive, direct, and persuasive in communicating the value of libraries to policy makers and the community at large.
Evidence
I am submitting three assignments as evidence of my mastery of this competency. All of these assignments were completed in LIBR 204. “Total Quality Management” was my final paper for LIBR 204. The paper is a comprehensive discussion of management principles in relation to an important management philosophy. I researched and wrote about TQM because it incorporates aspects of my own management philosophy: a combined emphasis on collaborative decision making, building a positive organizational culture, and delivering outstanding services to customers or users. “Strategic Directions for Organizational Change” and “Action Plan for Organizational Change” were two group projects concerned with strategic planning. Both represent the type of document that might be created in a real library in the process of planning changes to improve services. The Strategic Directions document identifies general areas to implement change consistent with the library’s mission and information gathered from a previous SWOT Analysis. The Action Plan describes in precise terms specific initiatives to realize positive change. For the first group project, I performed research on Action Plans and used this information to provide feedback and input to the group member responsible for writing the Action Plan. For the second group project, I wrote an initial draft of the assignment, which was then revised and edited by other group members.
I have never occupied a formal, management position, but I do have significant experience working with elementary school children. Some of my skills working with students are transferable to management situations, for example, communicating clear expectations, fairness, honoring each student as a person, listening as best I can to whatever students have to tell me (within the boundaries and rules I have set up for the classroom), rewarding effort, ample verbal acknowledgement and praise, and consistency in implementing consequences. One of the keys to classroom success is building a strong rapport with the students, so that they want to act well and work hard. This kind of HR-oriented rapport-building also applies to adult, managerial situations.
Conclusion
I was attracted to librarianship for many reasons, not least of which was the desire to serve: to help people find the information they need. I realize now – or at least appreciate to a greater degree – that the patron-librarian interaction depends on a larger context. It depends on a stable, healthy, and supportive organization and organizational culture. In turn, the library depends on the community and the good will of policy makers at local, state, and national levels. The librarian, therefore, has to be more than an “information specialist.” She must also be a planner, manager, and politically-savvy advocate of library services. Through my LIBR 204 coursework, employment experience, and life experience, I am prepared to assume those multiple roles. I understand the broad range of skills and abilities associated with planning, management, and marketing/advocacy, and have the ability to apply that knowledge, especially in the area of library planning. Ultimately, it is these skills that make the individual acts of service to patrons possible.