UNIVERSITY OF ILLINOIS AT URBANA-CHAMPAIGN
[Pages:93]ILLINOI S
UNIVERSITY OF ILLINOIS AT URBANA-CHAMPAIGN
PRODUCTION NOTE University of Illinois at
Urbana-Champaign Library Large-scale Digitization Project, 2007.
CRITICAL ISSUES INLBRARYi MANAGEMENT
Organizing for Leadership and Decision-Making
Papers from the Thirty-Fifth Allerton Institute
Edited by Bryce L.Allen and T'rry L. Weech
? 1995 The Board of Trustees of the University of Illinois Manufactured in the United States ofAmerica Printed on acid-free paper
OCCASIONAL PAPERS deal with any aspect oflibrarianship and consist of papers that are too long or too detailed for publication in a periodical or that are of specialized or temporary interest. Manuscripts for inclusion in this series are invited and should be sent to: OCCASIONAL PAPERS, Graduate School of Library and Information Science, The Publications Office, University ofIllinois at Urbana-Champaign, 501 E. Daniel Street, Champaign, Illinois 61820.
Papers in this series are issued irregularly, and no more often than monthly. Individual copies may be ordered; back issues are available. Please check with the publisher. All ordersmust be accompaniedbypayment. Standing orders may also be established. Send orders to: OCCASIONAL PAPERS, The Publications Office, Graduate School of Library and Information Science, University ofIllinois at Urbana-Champaign, 501 E. Daniel Street, Champaign, Illinois 61820. Telephone 217-333-1359. Make checks payable to University of Illinois. Visa and Mastercard accepted.
PUBLICATIONS COMMITTEE
Leigh Estabrook, F. Wilfred Lancaster, Roger Sutton Terry Weech, Robert Wedgeworth
Introduction
1
Bryce L.Allen and Terry L. Weech
Learning about Leadership:
What Works in Moder Organizations
3
BarbaraB.Moran
The Leader as Decision-Maker: When Centralized
Decisions Become Imperative
19
HerbertS.White
Staff as Decision-Makers: The Merits of
Decentralized Decision-Making
29
MauriceR Marchant
Making Human Resource Decisions
37
RichardE.Rubin
The Role of Leadership in Planning: A Frank and
Candid Anaysis of the Realities of Planning
in the Public Sector
57
NancyBolt
Remembrances ofThings Past
73
7bmEadie
INTRODUCTION
The title of this Occasional Paper, "Critical Issues in Library Management: Organizing for Leadership and Decision-Making," implies that somewhere in any library's organization there must be someone or some group to provide leadership, and someone or some group to make decisions. The library that lacks leadership lacks the vision necessary to transform itself. Without leadership, it is likely to subside into "business as usual" that becomes increasing irrelevant as the world changes around it. The library that lacks decision-making cannot deal with any of the important day-to-day decisions that define the character of the library.
So both are needed. Yet, somehow, leadership and decision-making seem to require different approaches. Many librarians have been convinced of the value of participative decision-making, but are they equally convinced of the value of participative leadership? Does that idea even make sense? On the other hand, a strong leader with a vision for the future of the library may be reluctant to have the implementation of that vision bogged down in the endless committee meetings that seem the hallmark of participative decision-making.
This, then, is the conundrum addressed by the papers* which were presented at the Thirty-Fifth Allerton Park Conference (October 24-26, 1993) sponsored by the Graduate School of Library and Information Science of the University of Illinois at Urbana-Champaign: how can libraries successfully combine leadership and decision-making in their organizations?
This discussion has a number of components. Barbara Moran's keynote address provides a pathway through the voluminous literature on leadership and discusses current concepts relevant to those seeking to provide leadership in libraries. The papers by Herb White and Mike Marchant present different viewpoints on decision-making, and so set the stage for a wide-ranging discussion of how leadership and decisionmaking can co-exist within an organization.
This discussion then branches out into a number of specific areas of decision-making. Rick Rubin, and Nancy Bolt, discuss different focuses for leadership and decision-making in libraries. How can librarians provide leadership, and engage in appropriate decisionmaking, in personnel matters, and in long-range planning?
Finally, the paper by Tom Eadie addresses the environment in which leadership and decision-making occur. Labor management relations
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