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.
Publisher
Graduate School of Library Science, University of Illinois at Urbana-Champaign
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