http://hdl.handle.net/2142/4005 Allerton Park Institute Proceedings (no. 35, 1993); Edited by Bryce L. Allen and Terry L. Weech. http://hdl.handle.net/2142/4015 The Leader As Decision-Maker: When Centralized Decisions Become Imperative White, Herbert S. My title requires at least some definition. I am not an advocate for authoritative decision-making just for the fun of it, or simply to fuel the manager's ego. Of the four ranges of management styles I identify - authoritative, consultative, participatory, and abdicative - I stress that the most appropriate for any situation is the one that manages least, given the constraints under which the manager is operating, and of course managers always operate under constraints. These include time, money, space, and the expectations of others outside his or her management sphere. In lecturing on this point to my students, I stress that frequently managers make decisions they need not make or should not make, and perhaps as frequently they refuse to make decisions that they alone can make. Library administration -- Decision making Leadership in libraries http://hdl.handle.net/2142/4014 Making Human Resource Decisions Rubin, Richard E. There is no doubt that human resources decisions are among the most difficult to make. Not only do they have the potential to affect significantly the productivity and morale of staff, they are fraught with legal pitfalls. Decisions concerning human resources can determine the quality of library service, the character of the work environment, and the culture of the organization itself. Leadership in libraries Human resources http://hdl.handle.net/2142/4013 Learning About Leadership: What Works In Modern Organizations Moran, Barbara B. It is commonly believed that we are suffering from a "leadership crisis" in our society. We are dissatisfied with our leaders and confused about the type of leadership we want. In sectors as diverse as the federal government, higher education, and librarianship, the questions are the same. Where are the leaders we need, and why do so many promising individuals fail to live up to our expectations once they assume leadership positions? Leadership in libraries http://hdl.handle.net/2142/4012 Staff As Decision-Makers: The Merits Of Decentralized Decision-Making Marchant, Maurice P. During the 1950s and 1960s, research teams across the country searched for differences that explained why some organizations were highly successful while others were only marginally successful, if at all. Several of them came to similar explanations involving managerial treatment and use of their subordinates. Major researchers were Rensis Likert, Douglas McGregor, Robert R. Blake (with Jane S. Mouton), and Chris Argyris. Even though the results are 30 to 40 years old, they are both relevant and critical to the most recent discussions of managerial style. While they differed in the expression of their theories, each claimed that using the talents and knowledge of subordinates and treating them with respect improved their productivity. One aspect of that superior pattern of behavior was to decentralize decision-making. Library administration -- Decision making Leadership in libraries http://hdl.handle.net/2142/4011 Introduction to Occasional Paper no. 198/199 Allen, Bryce L. Weech, Terry L. Leadership in libraries http://hdl.handle.net/2142/4010 Front Matter including Table of Contents to Occasional Paper no. 198/199 Table of Contents http://hdl.handle.net/2142/4009 Remembrances of things past Eadie, Tom In writing this paper I set out to say something about some interrelationships and tensions I have detected between faculty (or academic) status for librarians, academic trade-unionism, participative management, the professional status of librarianship,and a number of other loosely related topics. Leadership in libraries http://hdl.handle.net/2142/4008 The Role Of Leadership In Planning: A Frank And Candid Analysis Of The Realities Of Planning In The Public Sector Bolt, Nancy In a syndicated article by Tom Peters (1992), published in Denver's Rocky Mountain News, Tom Peters quotes Oliver Cromwell as saying, "No one rises so high as he who knows not whither he is going." Peters goes on to say that he believes that personal success, and, by extension, business success by business leaders, is "about 99% passion, and 1% plan. Moreover, the passion must be for the present." Peters is half right. But he's also half wrong. The passion must be present, but this article will argue that the passion must be combined with a longterm vision. This article will not present yet another comprehensive approach to library planning. There are enough of those out there already. Rather, this article will present elements that leaders must consider that are critical to any successful planning process and contribute to success. This is not a primer on how to plan, but more what to include in any successful planning process and why it is important. Planning Leadership in libraries http://hdl.handle.net/2142/3923 Critical issues in library management : organizing for leadership and decision-making Weech, Terry L. Allen, Bryce L. Library administration -- Congresses. Library administration -- Decision making