http://hdl.handle.net/2142/425 Allerton Park Institute Proceedings (no. 24, 1978); Edited by Rolland E. Stevens http://hdl.handle.net/2142/538 The research basis of employee-centered supervision Vorwerk, Richard J. As supervisors in libraries, our job is to achieve, through the efforts of others, those results for which we are responsible. On the surface, the task appears to be relatively simple. However, if we were aware of all the variables involved and had control of them, there would be no need for conferences like this Allerton institute. As supervisors, we are fully aware that unknown variables influence the supervisory process and that, even when variables are known, we do not always know how to handle them. Managing people in a library or any other organization can be a very tenuous affair. One of the main purposes of interludes such as this conference in our busy work schedule is to provide an opportunity to step back from the activities that constitute a major portion of our lives and reflect on their meaning. We must understand them in order to perform effectively. The volume and complexity of the work that must be done make it impossible for us to complete it all and to achieve all the desired results. Library personnel management Human resources Employee-centered supervision Mon, 01 Jan 1979 00:00:00 GMT http://hdl.handle.net/2142/537 Leadership and employee motivation Sager, Donald J. While most people have a fair idea of what leadership is, there is some disagreement about the meaning of motivation. For many, motivation is the method used to get people to work. For others it represents higher salaries, fringe benefits and improved working conditions. Still others view it as a management exercise. By the end of this paper, I hope readers will have some different views of motivation and its implications for library supervisors. Library personnel management Human resources Leadership Employee motivation Mon, 01 Jan 1979 00:00:00 GMT http://hdl.handle.net/2142/536 Panel presentation at Supervision of employees in libraries (Papers presented at the Allerton Park Institute November 12-15, 1978) Passmore, David Tomczak, Tom Halbrook, Barbara McMahon, Marian Siciliano, Tony In preparing the institute program, the planning committee decided to invite representative professional librarians who had recently experienced the role change from supervisee to supervisor (which frequently includes the responsibility of supervising former colleagues) to describe the experiences and problems they encountered in making this shift. Following is a summary of their observations. Library personnel management Human resources Supervision Mon, 01 Jan 1979 00:00:00 GMT http://hdl.handle.net/2142/535 Contributions from the theory of administration toward understanding the process of supervision: Barth's distinction Larson, Lars Barth's distinction is that there are two types of people: those who divide people into two types and those who don't. This distinction is an appropriate one for the study of leadership, a field which consists of many dichotomies. Distinctions are made between leaders and subordinates, and appointed leaders and emergent leaders; between leadership and supervision, and management and leadership; and between leaders who are autocratic or democratic, boss-centered or subordinate-centered, and social-emotional or task-oriented. The purpose of this paper is to focus on one of these distinctions: management as opposed to leadership. The literature on management indicates that only one aspect of management is concerned with leadership, and the leadership literature indicates little that is concerned with management. However, a review of literature on what managers actually do shows that aspects of management and leadership intertwine in the job of the supervisor. In focusing on the manager/leader distinction I will be concentrating on individuals who are appointed managers or leaders in a formal organization. This eliminates concern with emergent (informal) leaders and nonorganizational settings. Library personnel management Human resources Supervision Leadership Management Mon, 01 Jan 1979 00:00:00 GMT http://hdl.handle.net/2142/534 Introduction to Supervision of employees in libraries (Papers presented at the Allerton Park Institute November 12-15, 1978) Stevens, Rolland E. Library personnel management --Congresses Mon, 01 Jan 1979 00:00:00 GMT http://hdl.handle.net/2142/533 Equal employment opportunity principles and affirmative action practices in library supervision Griffen, Agnes M. The purpose of this paper is to share information I have gathered through experience and reading which I hope will illustrate why affirmative action can be sound management. This information should enable the reader to: 1. gain some understanding of the legal and social bases of equal employment opportunity and the need for taking affirmative action in the management of libraries; 2. know where to find basic information on equal employment opportunity and affirmative action; 3. apply equal opportunity principles in all areas of supervisory practice; and 4. provide leadership in developing support for, writing and implementing an affirmative action plan for the library in which you work. Library personnel management Human resources Equal employment opportunity Affirmative action Mon, 01 Jan 1979 00:00:00 GMT http://hdl.handle.net/2142/532 Front matter including Table of Contents to Supervision of employees in libraries (Papers presented at the Allerton Park Institute November 12-15, 1978) Table of Contents Mon, 01 Jan 1979 00:00:00 GMT http://hdl.handle.net/2142/531 The role of the supervisor in training and developing staff Dowell, David R. My experience indicates that there are two key elements in getting work done through people. The first is to select the right person for each position and the second is to give each staff member the training needed to do the job well. I believe supervisors should be evaluated on and held accountable for the degree to which their units contribute to the achievement of organizational objectives. That is why, as a personnel director, I believe supervisors must be given the authority to initiate recommendations in the areas of staffing and training. They should be able to justify their recommendations of who they believe should be hired and of what training their staff members should receive. Thus, supervisors should in turn receive the training they need in order to make and justify these recommendations successfully. Library personnel management Human resources Supervision Training and development Mon, 01 Jan 1979 00:00:00 GMT http://hdl.handle.net/2142/530 Contributors to Supervision of employees in libraries (Papers presented at the Allerton Park Institute November 12-15, 1978) Biographical information Mon, 01 Jan 1979 00:00:00 GMT http://hdl.handle.net/2142/529 Interaction skills and the modern supervisor Calabrese, Richard The responsibilities of modern supervisors have been expanded to include planning, operating and controlling the production and personnel functions of their departments. Supervisors also have a strong voice in decision-making, job design, job analysis, and quality control among their own staff. Personnel responsibilities have been extended to include training, counseling and managing the development of workers. Supervisors perform all these functions within an organizational, economic and social context. Regardless, however, of the supervisor's tasks, organizational skills and awareness of the interrelationships of human, organizational and social factors, unless he is able to model and utilize sophisticated communication skills when interacting with his staff, he is likely to be inefficient in maintaining optimum production and service. The purpose of this paper, therefore, is to discuss the application of the general principles of communication to the specific context of employee supervision in libraries. Library personnel management Human resources Supervision Communication skills Mon, 01 Jan 1979 00:00:00 GMT