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1、Leading a successful Library领导成功的图书馆Dr.QiChenLibraryDirector-ArgosyUniversityEast陈琦博士美国阿格西大学Outline提要pWhatisleadership什么是领导pLibrarianscompetencyin21stcenturyn图书馆员在21世纪的能力nProfessionaldevelopment专业发展p21stcenturychallenges21世纪的挑战pStaffreview员工表现评估What is a Leadership领导pLeadership-aprocess领导是一个过程Leader
2、shipisnotmanagingnLeaderscarryoutthisprocessbyapplyingtheirleadershipknowledgeandskillsp领导通过运用他们的知识和技能的进行领导过程nInfluenceotherstoaccomplishanobjectivep影响他人完成目标nDirecttheorganizationinawaythatmakesitmorecohesiveandcoherentp指导所在组织使它更具凝聚力和连贯力 Theory of Leadership 领导理领导理论Three basic theories that people b
3、ecome leaders (Bass, 1990). pTraitTheory-Personalitymayleadpeoplenaturallyintoleadershiproles.n个性理论-个性可能导致人们自然地发挥领导作用pGreatEventsTheory-Acrisisorimportanteventmaycauseapersontorisetotheoccasion,whichbringsoutextraordinaryleadershipqualitiesinanordinaryperson.n重大事件理论-危机或重要事件可能导致一个人挺身而出，带出在一个普通的人非凡的领导
4、才能。pTransformational/ProcessLeadershipTheory-Peoplecanchoosetobecomeleaders.Peoplecanlearnleadershipskills.n转换领导理论-人们可以选择成为领袖。人们可以学习领导技巧。Laissez-faire bureaucracy自由放任-官僚主义pAvoidtakingastand避免采取立场pIgnoreproblems忽略的问题pDonotfollowup不跟进pRefrainfromintervening不想干预pTheydonotcare不在乎Laissez-faire bureaucrac
5、y自由放任-官僚主义nMeetingswithoutagenda,agreewithwhateverissaidtothem,beinfluencedbythelastpersontospeaktothem没有议程的会议，同意每个人说的。尤其是受最后一个人发言的影响nLeadstodysfunctionalconflictandalackofachievement导致功能失调的冲突，缺乏成就nSubordinatesarelefttofendforthemselves下属自生自灭nBelievecreativity,inspiration,helpandsupportareunnecessar
6、y相信创意，灵感，帮助和支持是不必要的nresult-alienation结果-造成分化pTransactional leadership交易型领导pManagement-by-exceptionandcontingentreward,usuallysetperformanceobjectives/standards:管理按奖励定，通常设定绩效目标/标准：pTwoapproaches两种方法nPassive:Waitingforproblemstoarise被动等待出现的问题pReactingtoerrors有错误才反应pInterveningreluctantly勉强干预nPositive:
7、肯定方法论pMonitoringfordeviationsanderrorsandcorrectingthem监测偏差和纠正错误pEnforcingrulesandprocedures执行规则和程序pAvoidanceofinitiationorrisk-takingbyfollowers避免风险采取的追随者Transformational leadership变革型领导pMoreeffectiveaspectsoftransactionalleadershipandavoidsitslesseffectiveanddysfunctionalaspectn更有效的领导方式避免无效和不正常的方面
8、p4components:四部分组成：nIndividualizedconsideration个性化的考虑nIntellectualsimulation激发智力发展nInspiration启示/鼓励nCharisma-Idealizedinfluence魅力-理想化的影响pTransformational Leadership变革型领导pIndividualizedconsideration重视考虑个人pProvidingmatchingchallenges提供相应的挑战pGivingopportunitiestolearn提供学习机会pDelegating委派任务pCoachingandgi
9、vingfeedback教练，并给予反馈pEmpowermentoffollowers让职员自身更强大Improveanddevelopmentthemselves改进和发展自己Letitgoofthepast不计较过去Maketimetoworkwithindividualswhoneedsit腾出时间帮助他人的工作Transformational Leadership变革型领导pIntellectualsimulation激发智力发展nStimulatetheintellectandimaginationofthefollowers激发职员的智力和想象力nEncourageimaginat
10、ionandcreativity鼓励想象力和创造力nUseandencourageintuitionaswellaslogicp使用，并鼓励直觉以及逻辑思维Transformational Leadership变革型领导pInspirationalmotivation鼓舞人心nArticulateexcitingpossibilities利用令人振奋的机会nCommunicateclearandrationalvision明确合理的表达远见nAlignindividualandorganizationalgoals把个人和组织目标相联接nTreatthreatsandproblemsaoppo
11、rtunities把威胁和问题看作机会，pExample:例如：n“Ihaveadream“-MLK我有一个梦想.“-MLKn“Asknotwhatyourcountrycandoforyoubutaskwhatyoucandoforyourcountry-JFK不要问你的国家能为你做，但要问你能为国家做-肯尼迪“Transformational Leadership变革型领导pIdealizedinfluencecharisma理想化的影响-魅力nExpressconfidenceinvision对展望表示信心nAdmireitsqualities尊重它的品质nAbletotakefullr
12、esponsibilityforactions能够担负责任nDisplayasenseofpurpose,persistenceandtrustinotherpeople显示出对目标的持续性,对它其他人的信任nEmphasizeaccomplishmentsnotfailure注重成就，不注重失败Leadership you experienced你与到过的领导pWhattypeofleadersareyou?n你是这么样的领导?pCanyoutelluswhatkindofleadersyoulike?n你所喜欢的领导.pNamealeaderorleadersthatyouhavehad?
13、Goodorbad?n你遇到过的好领导,不好的领导.pBEaprofessional:beloyaltotheorganization,performselflessservice,takepersonalresponsibility.专业化：忠于组织，执行无私的服务，承担个人责任pBE:Honesty,competence,candor,commitment,integrity,courage,straightforwardness,imagination.是：诚信，能力，坦诚，承诺，正直，勇敢，正直，想象力。pKNOWthefourfactorsofleadershipfollower,l
14、eader,communication,situation.懂得领导的四个因素-职员，领导，沟通和局面。pKNOWyourself:strengthsandweakness,knowledge,andskills.认识你自己：优势与劣势，知识和技能。pKNOWhumannature:humanneeds,emotions,andhowpeoplerespondtostress.知道人类的本质：人的需要，情感，以及人们如何应对压力。pKNOWyourjob:beproficientandbeabletotrainothersintheirtasks.了解你的工作：精通并能培养他们的任务等。pKN
15、OWyourorganization:wheretogoforhelp,itsclimateandculture,whotheunofficialleadersare.知道您的组织：去哪里寻求帮助，它的气候和文化，谁是非官方的领导人。pDOprovidedirection:goalsetting,problemsolving,decisionmaking,planning.确实提供了方向：目标设定，解决问题，决策，规划。BE,KNOW,DOHowtobeagoodleader?如何做领导?BE, KNOW , DO To Be a Good Leader 如何做领导pDOimplement:c
16、ommunicating,coordinating,supervising,evaluating.执行：沟通，协调，监督，评价pDOmotivate:developmoraleandesprit de corpsintheorganization,train,coach,counsel.激励：发展的士气和团队精神，培训，教练队伍pKNOWyourjob:beproficientandbeabletotrainothersintheirtasks.了解你的工作：精通你的工作，并能培养员工做的任务。pEarned respect, 赢得尊重pHave a clear sense of direct
17、ion, by conveying a strong vision of the future. 有一个明确的方向感，表达强烈的未来远景。pHonorable, trusted, and ethical 尊敬，信任和道德pNot self-serving-present a good image to their seniorsp不谋私利，呈现良好的形象Be, Know, DoTo be a Good Leader 如何做领导pKnow yourself and seek self-improvement-continuallystrengtheningyourattributes了解自己，并
18、寻求自我提升-不断增强你的强项pBe technically proficient-mustknowyourjobandhaveasolidfamiliaritywithyouremployeestasks.在技术上精通-必须知道你的工作，有一个对员工任务的扎实的了解pSeek responsibility and take responsibility for your actions-Searchforwaystoguideyourorganizationtonewheights.Andwhenthingsgowrong,theyalwaysdosoonerorlaterdonotblam
19、eothers.Analyzethesituation,takecorrectiveaction,andmoveontothenextchallenge.p为自己的行为承担责任-搜索新方法来指导你的组织使之达到新的高度。当事情出错时，不责怪别人。分析形势，采取纠正措施，迎接下一个挑战。pMake sound and timely decisions-Usegoodproblemsolving,decisionmaking,andplanningtools.做出正确和及时的决定-使用良好的解决问题，决策和规划工具pSet the example-Beagoodrolemodelforyourem
20、ployees.Theymustnotonlyhearwhattheyareexpectedtodo,butalsosee.We must become the change we want to see-MahatmaGandhi树立榜样-为你的员工树立好榜样。他们不仅要听见他们所应该做的，但也看见了。我们必须成为我们希望改变的-圣雄甘地BE, KNOW , DO Be a Good Leader 如何做领导pKnow your people and look out for their well-being-Knowhumannatureandtheimportanceofsincerel
21、ycaringforyourworkers.n熟悉员工，关心他们的利益-知道人类的本性和真诚对员工关怀的重要性pKeep your workers informed-Knowhowtocommunicatewithnotonlythem,butalsoseniorsandotherkeypeople.n开诚布公-知道不仅要与员工们沟通，更要与其他重要人物。pDevelop a sense of responsibility in your workers-Helptodevelopgoodcharactertraitsthatwillhelpthemcarryouttheirprofessio
22、nalresponsibilities。n制定工人的责任意识-帮助培养良好的性格，这将有助于他们履行其专业职责。pEnsure that tasks are understood, supervised, and accomplished-Communicationisthekeytothisresponsibility.确保员工对任务的理解和完成-沟通是这个责任的关键BE, KNOW , DO Be a Good Leader 如何做领导pTrain as a team-Althoughmanysocalledleaderscalltheirorganization,department,s
23、ection,etc.ateam;theyarenotreallyteams.theyarejustagroupofpeopledoingtheirjobs.n团队训练-尽管许多领导人称他们的组织，他们是不是真正的团队仅仅是一群人做他们的工作。pUse the full capabilities of your organization-Bydevelopingateamspirit,youwillbeabletoemployyourorganization,department,section,etc.toitsfullestcapabilities.n使用组织的全部功能-通过开发团队精神，
24、可以利用你的组织，部门，等最充分的能力。Librarianship in the 21st Century 21世纪的图书馆员：pCompetenciesforthe21stcenturylibrarians:21世纪的图书馆员能力nSkillsinstrategicplanning,战略规划能力，nBudgetingskills,预算编制技能nSkillsincommunicatingwithavarietyofaudiences,与各类受众沟通技能nSkillsinmanaginghumanresources,人力资源管理技能，nSkillsinprojectmanagement项目管理技
25、能，Most Importantly 最重要的.Librariansofthe21stcenturyare:21世纪图书馆员pContinuallyadaptingtheirlibrarysservicestochangingtechnology不断适应不断变化的技术，改进图书馆的服务，pPlanningandpreparingfortheunexpected规划准备意外事件pEngagedinlifelongprofessionaldevelopment从事终身专业发展ALA and Librarians Competencies美国图书馆学会图书馆员核心能力pALAsCoreCompete
26、nciesofLibrarianship图书馆员应具备的核心职业能力pProfessionalDevelopment图书馆专业发展目的pALA-CertificatePrograms专业证书计划pALA-ALPCertifiedPublicLibraryAdministrator(CPLA)公共图书馆管理认证pLibrarySupportStaffCertificationProgram图书馆辅助人员认证计划Changes in Online Users 网络使用变化7/19/2024使用最多的搜索器及社会网站的增长率7/19/2024喜爱的社会网络站点使用率(根据年龄)Favorite So
27、cial Networking Sites by AgeCommercial Site usage Statistics 商业网址使用数据处理7/19/2024Favorite Social Network Sites by total General Public 喜爱的社会网络站点使用率(全民测试)7/19/2024What We Face 我们所面临的pChangefasterthanwehadexpectedandexperiencedevern我们正在经历从未经历过的比我们期望更快更大地变化pLibrarieswillstillbevaluedbutwillreceivedissat
28、isfactionandperceptionsofalesseningvaluecomparedwithotheroptionsn人们将仍重视图书馆，但与其他选择比较，重视程度会降低,不满情绪会升高pOpportunitiesforredefininglibraryroesandourrelevanceandalsofordevelopingnewrolesinamuchwiderrangeofpublicandprivatepartnershipsandcollaborationsn为重新确定图书馆作用，地位，并在更大范围内与各团体合作中发挥作用的机会pNeedforstrongstrate
29、gicandthoughtleadershipn我们需要有坚强的战略和精明的领导pMorerisktakingandgreaterunderstandingandattentiontothechangingdemandsofourdifferentuserpopulationsn需对我们不同用户，不同需求更多关注，更大的理解，且需冒险7/19/2024Library/Library User Facts图书馆和用户的数据pLibrarycardholdersoutnumberAmazoncustomersby5to1inUSp美国图书馆持成员卡者是亚马孙顾客的5倍pLibrariescircu
30、latenearlyfourstimesmoreitemsthanAmazonphandlesinUSeachday在美国, 图书馆每天的流通量是亚马孙销售量的四倍pOneoutofeverysixpeopleintheworldisregisteredlibraryuser在世界毎六人中有一人是注册的图书馆用户pFivetimesmorepeoplevisitUSpubliclibrarieseachyearthanattendUSprofessionalandcollegefootball,basketball,baseballandhockeygamescombined每年参观美国公立图
31、书馆的人是出席美国专业和大学橄榄球、篮球、棒球和曲棍球赛总数的五倍pOver1mlibrariesworldwidewith16bvolumes，690,000librariansn全世界有1m图书馆有16亿本书，有690,000图书馆员，7/19/2024Who are Our Users? 我们的读者nDigitallysavvy-aglobalinformationcommons全球性信息time,数字运用熟练nImpatientGooglegeneration不耐烦的Google世代nNeversetfootinthelibrary,workingpatterns从未到过图书馆读者的工
32、作模式nNewgenerationofstudents&researchers,whoworkvirtuallyoutsidethecontextofthelibrary新一代的，对图书馆没概念的学生&学者nAnticipatetheirfuturerequirementswithinformation预计他们对未来信息的要求nSupportresearchesoutsidethephysicallibrary 支持不在图书馆内的研究nCreateournewimage:digitalsavvy,modern,friendly,automatic,24/7openhours2024/7/197
33、/19/202428pContinuouslyimprovestaffcapabilitiesforcustomerserviceandimprovedqualityservicen不断提高工作人员为客户服务能力，完善服务质量pSetgoals制定目标pBuildlifelongcontinuouslearningintojobdescriptionandjobs把终身持续学习纳入职务说明和工作中pStaffdevelopmentindividualresponsibility,assessownneedsn工作人员发展是个人责任，来评估自己的需要pBestpracticesincludefo
34、rmaleducation,conferences,onlinecourseoffering,opportunitiesthroughcolleagues,mentorsandcollaborationn最佳实践包括实行正规教育，参加会议，网上课程提供的学习机会，通过同事，导师和协作机会。Why Professional Development?专业发展专业发展29LibrarianscompetenciesYouth Services 青少年读者服务馆员资格能力公共图书馆为儿童提供服务的图书馆员的资格(1999)p对于服务对象群的了解（knowledgeoftheclientgroup);p
35、行政和管理技能(administrative&managerialskills);p交流技能（communicationskills)p宣传，公关和建立合作网络的能力（advocacy,publicrelations&networking);p专业精神和专业发展能力（professionalism&professionaldevelopment)Librarians competencies Youth Services图书馆员资格能力力青少年青少年读者服务pSchoolLibrarianscompetencies学校图书馆员的资格标准 nStandard set by AASL and AE
36、CTp由学校图书馆员协会（AASL) 与教育交流与技术协会(AECT) 联合制定- “信息的力量：为学习建立合作伙伴 ”（1998)nYALSAStandardforlibrariansp为青少年服务的图书馆员的资格标准“青少年应获得最好的服务：为青少年服务的图书馆员的资格”（1981）（修正1998，2003）专业发展Professional Development p计划和预算Planningandbudgetingn年度计划Annuallyplanning专业发展内容,形式,次数p专业会议和工作坊Professionalconferencesandworkshops在职馆内培训Profe
37、ssionalinhousetrainingp行政培训Administrativetraining校部或更高级Library,organization,university,orhigher馆内各类培训Inhouseorgeneraltraining培训Training p非专业馆员Non-professionalstaffn工作组Workshopsn馆内培训Inhousetrainingp综合训练Generaltrainingn校宗旨训练Universitymissionandvisionn其它训练OthersocialissuesandprogramspNewprogram-microso
38、ft&campussystempHumanresources-management,personneltrainingpInterpersonalknowledge&skills(conflict,etc.)pSupervisors-supervisees,etc工作表现总结Performance ReviewpHowdoyouconductastaffperformancereview?p你们如何做员工工作评估?How to Conduct a Successful Staff Performance Review 工作表现总结p一般/传统工作表现评估TraditionalPerforman
39、ceReviewn注意力在问题和怎样介决问题Focusonproblemsandhowtosolvethemn指出不足之处Negativehumanbehaviorsn纠正弱点Identifyandcorrectweaknesses工作表现总结Performance Review p工作表现评估新动向：肯定心理学PositivePsychology:NewTrendinPerformanceReviewn注重强项和潜力Focusonstrengthandpotentialsn建立提倡肯定的份围Fosterapositiveculturen扶植肯定情绪状况Buildpositiveemotion
40、alstatus工作表现总结Performance Reviewp肯定心理学关注基本需要Payattentiontobasicneedsn表彰贡献Recognizecontributionn肯定地反馈Receivepositivefeedbackn及时的反馈Receiveimmediatefeedbackn对工作的明确要求Clearexplanationofrequirementsn记住和关心/有意义的日子Remembersignificantdates,b-day,anniv.etc.工作表现总结Performance Reviewp肯定心理学注重培养方面：Newtraitsn自我管理能力强
41、Self-efficacyn心怀希望Hopen乐观Optimismn主观心情好Subjectivewell-beingn情商高Emotionalintelligencen达观Resilience工作表现总结Performance Reviewp肯定心理学结果results:n对工作表现出更高的兴趣,关心和热情Demonstratehigheramountofinterest，caringandjoyinworkn会全力注重工作Devotemaximumattentionandcognitiontoworkn更注重成就accomplishmentn更忠诚moreloyaltyn达到组织定的目标A
42、chievegoalsfororganizationn顾客的高度满意levelofcustomerssatisfactionn职工稳定，减小辞职率highretentionandlessturnover工作表现总结类型Performance Reviewq新员工试用期间Newhireprobationq三个月小结一次Threemonthsreviewq六个月时小结一次Sixmonthsreviewq特殊情况下的总结Specialreview提升Promotion免职Terminationq年度总结Annualperformancereview总结程序:自我总结Review Procedures
43、: Self reviewq回顾责任范围的工作和内容reviewallactivitiesoftheyear工作责任范围ReviewJobcomponents主要责任Keyelementsofresponsibilities鉴定标准Measurement工作表现Jobperformance专业发展Professionaldevelopment新责任Newresponsibilities建立新计划，方向和需要Developmentplan,trendandneeds工作表现评估(5个标准)Performance appraisal (5 Criteria)n工作需要的实用知识Functional
44、jobknowledgen行政管理技能Administrativeandmanagerialskillsn人际关系:与人共事的能力Humanrelationsn分析能力Analyticalskillsn对上级的指导要求Requirementsfromsupervisor工作表现评估(5个标准)Performance appraisal (5 Criteria)n工作需要的实用知识Functionaljobknowledgep关于操作程序的知识knowledgeofprocedures,p关于特定技术的知识specializedtechniques,p工作所需的自身修养Disciplinespo
45、ssessedtoperformdutiesn行政管理技能Administrativeandmanagerialskillsp计划能力Skillsinplanningp组织能力Organizationalskillsp管理能力和分配工作的能力Managerialskillsanddelegatingtasks工作表现评估(5个标准, 续)Performance appraisal (5 Criteria, cont.)n人际关系:与人共事的能力Humanrelationsp有礼貌，讲策略Courtesyandtactp理解能力与影响力Understandingandinfluencingp倾听
46、与鼓励人的能力Listeningandmotivatingp领导和培养人的能力Leadinganddevelopingn分析能力Analyticalskillsp分析与评估情况的技能Skillsofanalyzingandevaluatingsituationsp良好的应用/解决问题和作决定技能Capabilityofapplyingsoundproblemsolvinganddecision-makingskills工作表现评估(5个标准, 续)Performance appraisal (5 Criteria, cont.)n对上级的指导要求Requirementsfromsupervis
47、orp要求上级指导的程度Levelsofcontrolofguidancerequiredp依靠和信任上级的程度Degreeofconfidenceandreliancep独立工作Workingindependentlyp需要上级跟进的程度Levelofrequiringforfollow-ups工作表现评估(续)Performance appraisal (cont.)p评估的五分级量表Five-scaleofassessment（根据个人表现，用五分级量表对五个不同的标准打分）n5卓越的表现5outstandingperformancen4高度有效，突出的表现4highlyeffectiv
48、e,superiorperformancen3良好，达到期待的工作要求3goodcompetentperformance,meetsstandardperformanceexpectationsforthisjobn2略欠合格，有需少量的改进2needsslightimprovementtomeetthejobexpectationsn1表现不合格1unsatisfactoryperformance工作表现测评: 与馆员面谈Performance assessment: meetingp回顾工作职责摘要Reviewsummaryofjobelementsp回顾主要方面的工作表现结果Result
49、sineachkeyarean与年初制定的目标相符合Relatingdirectlytooriginalobjectivesn额外贡献Additioncontributionsp总结Summaryn成绩Accomplishmentsn须改进的地方Areasofimprovementp统一打分结果Agreeingresults(5scales)工作表现测评: 今后的行动计划Performance assessment: Future Action Planp员工今后的行动计划Agreedbythesupervisorandsuperviseen下年详细计划Detailedplanp具体方向和目标
50、Concretegoalsandobjectivesp专业发展方向Professionaldevelopmentp完成时间Datesofaccomplishingp测评标准Measurements晋升和加薪Promotion and Raisep晋升Promotionn获得新学位或更高学位Neworadditionaldegreeisearnedn委认更多责任Additionalresponsibilitiesn提升新职位Newpositionp加薪Raisen晋升Promotionn年度Annually问题与解答Questions and Answers谢谢！Thankyou!陈琦美国阿格西芝大学演讲完毕，谢谢观看！
