Running head: My Personal Theory of Management

My Personal Theory of Management Cayla A. Slater Texas Womans University

My Personal Theory of Management Spring 2011

My Personal Theory of Management My Personal Theory of Management Introduction I. What is Management? A. Past thoughts B. Current thoughts II. Problems in the workplace A. Lack of communication B. Organized change C. Poor organization III. What makes a good manager? A. Flexible style of management 1. Practice open communication 2. Embrace Change B. Motivation 1. Praise 2. Respect 3. Open mind C. Accountability 1. Fiscal responsibility a. Budget cuts b. Fees for services c. Fundraising 2. Strategic Planning a. Risk and uncertainty b. Disaster preparation D. Facility Management 1. Sanitation 2. Security Conclusion References

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My Personal Theory of Management What is management? At the beginning of the semester, all students were asked to share our thoughts on management. I think it is safe to say that we all had differing views on this topic. I could visualize a grumpy middle-aged man barking orders right and left to employees. That is a pretty harsh view of management, but it does happen in some work environments. Unfortunately, many people have under-developed or misunderstood ideas about management. Sometimes the management we see or experience in our place of employment gives us the wrong impression that this may be typical management everywhere else. More seriously, how do I define management? Back in January, I stated that management could be a person or a group of people running a business. I only had a basic idea of what management really is based on my limited experience as an employee of social services. While working in child welfare services, I only met with my manager on a monthly basis as I was often out in the field, in court, or at local schools. Perhaps I developed the wrong impression of management because I was not always able to see the management process going on due to my job duties that required me to be out of the office. Do I still feel this way about management? Absolutely not! Over the course of the semester, I have been able to gradually obtain knowledge about what management really involves and how to become a good effective manager. Now I feel that that management is more than just operating a business. It is the ability to utilize different styles of management, to practice open communication, to embrace change, to motivate others, and to be accountable for finances and strategic planning. In addition, management also consists of the ability to protect the place of work by keeping the environment sanitary and secure.

My Personal Theory of Management Problems in the workplace

Many people, including my peers, have experienced problems in their work environment due to lack of communication, resistance to new ideas, or organized change that impacts the business. This can create stress, negative attitudes in the workplace, or a low rate of employee retainment. These problems are often due to poor management. I firmly believe that many of these issues can be resolved if employers and employees are willing to work things out in order to create a more positive efficient work environment. Lack of communication Communication is one of the greatest problems at work. Employers often communicate to their employees, but do not want feedback, suggestions, or ideas. This often leaves employees with the feeling that their opinions are not valued by their superiors. As a result, it produces a negative attitude within the workplace which often creates more stress. These employees who feel ignored may find themselves looking for new employment where they can work for an employer who communicates better and is more open-minded about new ideas. Organized change Employers often announce changes that are being made in the organization. Sometimes these changes are made gradually and other times, the changes are made effective immediately without any explanation as to why these changes are taking place. How do employees feel about this? Many employees react in various ways. Some workers react negatively to sudden changes and try to resist it. Others feel forced to comply with the changes and move on. Sometimes people are afraid of change because not everyone fully understands how this particular change will impact their careers. No one wants a change to have a negative impact on their career because it can lead to dissatisfaction with their professional life which in turn could

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negatively affect productivity and profits. On the other hand, change can be good. I believe that some changes are readily accepted in the workplace when employers take the time to build a good rapport with their employees. Employers who take the time to explain why this change is being introduced and how it will have a positive effect on the organization are probably more likely to see cooperation from their workers. When the class discussed organized change, I read an article entitled The Tyranny of change: Organizational development revisited. The author, M. McKendall, stated that planned organizational change, commonly known as organizational development, induces compliance and conformity in organizational members and thereby increases the power of management (McKendall, 1993, p. 93-104). McKendall indicates that the planned changes happen right away and people suddenly comply with it with no problem. This is not the case. People do react to change, but it does not always yield a positive response. Earlier this semester, I read Implementing organizational change in health and social services by Carol L. McWilliam and Catherine Ward-Griffin. It relates to changes in health care. When reading their article, I found that imposed changes were met with criticism and negative reactions. When clients and providers started communicating and listening to one another, it seemed that both sides learned how to work together which created a positive change in their relationship with one another. I have also read Peter Hernon and Ellen Altmans article, Embracing Change for Continuous Improvement. Their opening paragraph really got my attention. Progress implies change. Not all change is progress, but all progress requires change (Hernon & Altman, 2010, p. 1). I have found that in order to improve the way we serve our communities; we sometimes need to create changes. That change can be a piece of new equipment or a new method of service.

My Personal Theory of Management

Like the article states, not all change is progress (Hernon & Altman, 2010, p.1). Businesses have been known to make changes that did not result in progress. When this occurs, it can have a negative impact on productivity and workers attitudes. If I were given the chance to be a manager of a medical library, I would want to look at the pros and cons of creating changes to ensure the best outcome for employees and patrons. Evans and Ward stated that change is inevitable (Evans & Ward, 2007, p. 107). I agree with their statement because I know by experience that people will either show their support or protest against the planned changes. Not all change is bad, but sometimes how we bring about the change can be detrimental to the work environment. From my readings, I have learned that it takes time for all employees to work through this. It is not going to happen overnight. Our textbook mentioned the four phases that people can experience during planned changes: denial, resistance, exploration, and commitment (Evans & Ward, 2007, p. 113). Not everyone wants to admit that change is coming. Some will stage a revolt because they are afraid of change. When we explore our options, we sometimes come to the realization that this particular change may be good for all of us. When we reach that point, we become committed to accepting that change. Employers who take the time to explain why this change is being introduced and how it will have a positive effect on the organization are probably more likely to see cooperation from their workers. Poor organization Poor organization can be destructive in the workplace. In my own experience as a child welfare worker, the agency did have our electronic files backed up at headquarters in Topeka and Manhattan, Kansas. Unfortunately, that doesnt mean everything is safe. My organization still had paper documents that were totally different from our electronic documents. We had file

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cabinets and cardboard boxes for storage. However, this does not mean that the documents are safe from fires, floods, tornadoes, or a potential break-in. There should have been a plan in place to prevent loss of important records. To me, this was poor management because our paper documents were too accessible. What makes a good manager? Now that we have already discussed some of the problems that exist in the work force, we must take the time to ask ourselves a very important question: What makes a good manager? There are many qualities that make up a good manager: but I would like to focus on the following areas: flexible style of management, motivation, accountability, and facility management. Flexible style of management Before taking this library management class, I was unaware that there are actually six kinds of management styles. 1. Coercive: The do it the way I tell you to do it manager 2. Affiliative: The people first, task second manager 3. Pacesetting: The do it myself manager 4. Authoritative: The firm but fair manager 5. Democratic: The participative manager 6. Coaching: The developmental manager (Hay/McBer & Company, Boston, MA) We know by experience that some styles work for us and others do not. I know that I would not be a successful manager if I used the coercive style. I believe I am a combination of affiliative and democratic. I value peoples opinions, so I want to encourage staff/patron participation in important matters that affect us all. I also want to put their needs first. I can also see a little bit of myself in the authoritative management style because I want to be a fair supervisor. However, I do not consider myself to be a person of authority. From reading all the

My Personal Theory of Management styles of management, I have learned that there is no one style fits all approach to

management. People are unique individuals. Our different approaches reflect our way of thinking and how we see things. When I reflect on my time as a child welfare case worker, I realized that the only style of management I ever really saw was the first style: coercive. My boss always informed us of the way we had to do it. Sometimes there were legal reasons for doing so. As case managers, I was taught to place the needs of the people first, but in reality, we did not always put it into practice. I would have liked to have seen more affiliative management, but after taking the time to reflect, I can understand why we cannot always use the other styles of management. It always depends on the kind of workplace and what your role in the workplace is. After leaving child welfare, I became a mental health case manager. The management there was rather different. It was not completely coercive like child welfare services. Part of the reason is that we were dealing with adults, not children. These adults had the right to make their own decisions. We could encourage, but not require them to do certain tasks. The management style at the mental health center was somewhat of a combination of affiliative, democratic, and coaching. The boss usually was upbeat and encouraging that we can handle the difficult days with our clients. She understood that these adults were sick, but were still going to make their own decisions. In a sense, she had to be affiliative, but she was also the type of person who knew that in order to work effectively with the therapist, clients, and other members of the treatment team, we had to have some democratic management. If I ever had the opportunity to be a manager of medical library, I would want to somehow combine affiliative, authoritative, democratic, and coaching styles of management. I am the type of person who would like to put the needs of the patrons first. I also would want to

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be firm but fair to all employees and patrons (especially when they raise concerns about books that do not meet their standards). Practice open communication Communication is vital to the success of an organization. In the library world, this is very important to have a good communication system. I am not referring to just the communication that goes on between patrons and library staff, but I am also including communication between library manager and staff. In many organizations, communication goes from employer to employee with no input from employees. This is not healthy. Communication needs to go both ways. In child welfare services, I practiced good communication skills with my foster parents, biological parents, mental health workers, social workers, school administrators, court officials, and my team of co-workers and supervisors. It was vital to keep communication open so everyone understood what was going on in particular cases and what procedures needed to be followed, especially one that involved a murder trial! In this field, there is no excuse for limited communication. From a managerial perspective, I feel that library employees should be allowed to have an active role in decision planning to help the library run to its most efficient level. Their feedback is important to me because I know that sometimes they can see the potential for problems that I might accidentally overlook. Their input should be valued. I may not agree with them, but I do need to listen to them. I also know that if I have disgruntled employees who are whining and complaining over something that they do not like, I will not have a very productive team. Good communication is a crucial part of successful management. Furthermore, I think it is important to have some level of coaching within my management style.

My Personal Theory of Management Embrace change

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Resistance to change can be very counter-productive in libraries and other places of employment. We need managers who can embrace change and be willing to try new ideas. My classmates and I feel that change is not always a bad thing. Sometimes we need to create changes in order to improve the quality of our services. It is also important to keep up with the times. In one class discussion, students discussed technological changes. We know from experience how fast technology changes. About five or six years ago, Blackberry cell phones were the rage. Today, everyone is talking about the Android. In the library profession, managers must be able to recognize the need for change and implement them as needed. Several years ago, we never heard of e-readers, blogs, or Blu-ray discs. Now they are quite popular and patrons love them! In order to keep up with some of the changes in our field, we must attend workshops, look at what other libraries are doing, and observe the current trends within our own community. Motivation Another interesting topic of discussion was about managers and leaders and where they get their motivation. All classmates were asked how they would motivate others if they were assigned a management/leadership position. I think some leaders/managers get their motivation from their vision: whatever it is they want to be the end result. I realize that this is not the case for everyone. From reading the 13th chapter of Evans & Ward, Maslow seems to indicate that we are all motivated by five needs: "1. Physiological. 2. Security. 3. Social. 4. Esteem. 5. Selfactualization" (Evans and Ward, 2007, p. 299). I think many of the managers/leaders we have dealt with in our present and past jobs get their motivation from one or more of the five needs. I think Evans & Ward even stated that money is a very motivating influence because it meets our

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physical needs which make us feel more secure. Then we seem to clamor the jobs that bring about social status: CEO, Library Director, etc. It has the potential to snowball from there. If I held the position of a medical library manager, I would like to make sure that all employees and volunteers are given duties that utilize their strengths and minimize their weaknesses. I would also like to show the volunteers my appreciation for their efforts by giving them small tokens of thanks that appeal to their interests: such as free movie tickets or special passes to a local art exhibit. (This probably would not be a regular habit due to budget cuts, but I would want to do things of this nature to show my appreciation.) Praise Employees need to be encouraged when they are doing a job well and also need to be motivated to improve their areas of weakness. A classmate, Laura Garza, once asked us: Do you think praise should be withheld for big projects done well or for doing a good job that week? I responded by stating that I felt that it is important to praise our workers. It builds self-confidence and self-esteem and motivates people to keep up the good work. But I also feel that it is possible to have too much praise and this can be detrimental to the work environment. Too much praise can create resentment and hostility. Workers might feel nervous, uncomfortable, or even threatened. It was also pointed out in class discussion that praise does not have to be given by the manager. It can actually be given by anyone who recognizes your contributions. Praise is not reserved for job performances. We can praise each other for having a positive attitude and determination to get the work done. If I ever have the opportunity to serve as a manager of a medical library, I would like to praise my staff for their united efforts in running a successful library. But I think that I would be

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more careful about how much praise I give to individuals on my staff. Sometimes praise can be misread as favoritism and I do not want my employees to feel that I am showing preference to one employee over the rest of them. Respect We have often been told that respect is a two-way street. I believe that it is true. Sometimes the best way to get respect is to merely show respect. One of the best ways that a manager can show respect to employees is to ask them for their input on situations affecting the library. By showing respect, employers and employees can build a good professional relationship and learn to trust each others judgments. Employees will also feel that their opinions are valued and important. It can build self-esteem and create a positive atmosphere in the workplace.

Open mind Managers should keep an open mind. It is difficult to encourage people to come in to use the library. Some employees have wonderful ideas that may draw patrons in to the library. Some ideas may include setting up a booth at a local community event or creating a new collection that meets the interests of some patrons, while others may give a presentation to certain civic groups highlighting particular services. While managers may not be too interested in trying out new ideas, it is important to note that if it appeals to the public, it can increase demand for services. One of my classmates, Carol, reminded us that our textbook states that when things get tough, people are less likely to share all their thoughts and ideas (Evans and Ward, 2007, p.179). I found that to be sad and somewhat disturbing. It would be ideal for employees and employers to openly communicate their ideas in order to improve unpleasant situations. Unfortunately, few people have the pleasure of working in a warm, friendly, non-judgmental atmosphere. The best

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way to change this is to allow employees a voice. Another classmate pointed out that rather than using participative management, managers should ask for advice and input from the staff on decisions regarding them and the services consultative management (Evans & Ward, 2007, p. 320). When employees feel that their opinions are valued, they are more likely to speak up during times of potential crisis. This can help to establish trust because employees may delegate certain tasks based off of their ideas or suggestions. It can send a positive message that their managers trust their judgment. Accountability Fiscal Responsibility It is important for managers to be fiscally responsible. Managers must secure the funds, spend it wisely, and then account for it by way of a budget report. This is a complex business because not everyone agrees with how money should be spent. A budget indicates what the organization intends to accomplish (Marcum, 2007, p. 163). Some people feel that more money should be spent on technology and less money for acquisitions. Others may want equal amounts for everything. But librarians have to stay on top of what the community really needs so services can be provided to meet those demands. Another thing to remember is that the budget is a financial plan. We always strive to stay within our means, but we have to keep in mind that this is not always possible due to unforeseen circumstances that may arise during the fiscal calendar year. I feel that libraries should have a rainy day fund or emergency savings set aside for those incidents where unexpected expenses occur. Unfortunately, I have not heard of many libraries setting up an emergency expense account. Budget cuts

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Glen Holt wrote an article called Getting beyond the pain: understanding and dealing with declining library funding. It emphasizes that libraries are in a crisis as we face severe budget cuts. Some libraries consider closures, while others try to cut back operating hours, do away with certain services, or eliminate staff positions in order to save money. It is very disturbing to hear about services hours being cut or vital library positions eliminated because the library becomes an extremely important asset to its community during a bad economic period. Many people are utilizing their local library to meet their needs. Job seekers utilize the computers to conduct job searches and sent electronic resumes and cover letters. Some parents who have been laid off are now checking out books and movies because its cheaper than going to Blockbuster or Barnes and Noble. Students rely on their public library for their homework assistance and research projects, especially if their school library has faced severe budget cuts. As a patron, I never felt affected by budget cuts until I moved to Texas. I have lived in the Wichita, Kansas area for fifteen years and I have thoroughly enjoying the ability to walk into the library anytime from 9 AM to 10 PM. If budget cuts ever occurred in the Wichita Public Library branches or surrounding libraries in the area, I never knew about it! My local library here in Justin, Texas no longer operates from 9 AM to 6PM. It is supposed to be open from 1:00 to 6:00 PM on Mondays, Wednesdays, and Fridays and 2:00 to 6:00 PM on Tuesdays and Thursdays. It is very annoying because it is not always open when it is supposed to be. I have seen many patrons drive to the library, get out of the vehicle, and try to get inside only to find that the library has been unexpectedly closed for the day. Having unpredictable library hours is unprofessional and somewhat disrespectful to the patrons who look forward to coming to the library.

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As a future librarian or future manager, I want to utilize creative solutions to the budget cuts without severely cutting back the service hours. The people rely on us to keep the doors open. If I do not take the time to figure out how to provide the most services for minimal costs, then I would not be considered a good manager. Fees for services In the discussion forum, we talked about fees for library privileges or services. Is this a good or bad idea? I tend to think that it is a good idea as it helps the library to remain in operation, especially during budget crunches. My peers and I spoke about our local libraries and the type of fees we pay for certain uses. Here at my local library, the patrons have to pay $1.00 per page if they need to fax some paperwork. For use of the copy machine, it costs ten cents a page. If you want to request a book through the Inter-Library Loan program, be prepared to fork over $2.00 per book! I had never heard of such a fee for ILL books until I moved to Justin, Texas. I am accustomed to having this service freely available to all patrons. I guess I have been spoiled. But I was told that there were several home school families who abused this privilege by ordering at least fifty books at a time and it drained the expense account for this particular service. The librarian had to start charging so she could continue to provide the service. It is my understanding now that this service is being provided again for free. But with current budget cuts going on, I would not be surprised to see the charges coming back as it would bring in more money for the library. Fundraising In addition to budget cuts, library managers must also be creative enough to come up with fundraising ideas. As I stated in the aforementioned paragraph, many libraries today are dealing with limited funds. Students were encouraged to talk about fundraising ideas in an online

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discussion forum. We talked about estate planning, silent auctions, Scholastic Book Fairs, etc. We also stressed the importance of developing good public relation skills with organizations in the community. For example, a classmate wrote about the Friends of the Library group who held two huge book sales a year raising thousands of dollars for their Chelmsford, Massachusetts library. Another student, Penny Engel, suggested that managers should consider taking advantage of the literacy grants that are offered by popular companies or famous people. She reminded us that businesses such as Target and Dollar General have literacy grant information on their store websites. Furthermore, we could utilize the Laura Bush Foundation and Library Works for funding purposes. As a future medical librarian, I will definitely be utilizing some of these ideas that my classmates mentioned. I also plan to look into grants for health information literacy. I know that a lot of people will need materials available in their native languages and written on a basic level for easier comprehension. Strategic Planning Risk and Uncertainty Strategic planning is another significant responsibility for managers. When plans are created, it often comes with risks and uncertainty. Evans and Ward describe four ways in which managers and staff handle risks: analyzer, prospector, defender, and reactor (Evans & Ward, 2007, p.148). Some libraries are defenders. They do not want to take risks or try new ideas. Defenders stick to whatever they have successfully used in past times. Libraries can also be classified as analyzers. They will watch other libraries to see if their new attempts are successful or not. The outcome usually determines whether or not they will follow suit. Prospecting

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libraries are more willing to try new ideas or strategies. They are willing to take the risk despite the chance of failure. Reactors are willing to try new things, but they change direction when there is a crisis (Evans & Ward, 2007, p.148). As a future medical librarian, I want to serve a community that is willing to try new ideas. I would like for my future library to be a prospector. At the same time, I understand the need for libraries to analyze what is being done at other libraries in order to see potential problems and understand how to solve them. Smaller libraries analyze the larger branches to see how potential problems are ironed out. And policies can be written in place as a reaction to certain problems that we might see from certain patrons. I feel that it is possible for good management to be a mixture of the four components. Disaster Preparation A manager must have a vision for the future and must implement goals to carry out that vision. In addition, the manager should have strategic plans in place for emergencies. Employees sometimes back up important information and electronically store it at different location in the event of natural disasters, terrorist attacks, or other events of a destructive nature. Paper documents should also be locked up to prevent theft or fraud. It is common sense to prepare for worst-case scenarios. For example, some libraries and other businesses in the southeastern part of the United States have to plan for potential flooding, twisters, and hurricanes. If they do not take the time to plan thoroughly for these disasters, they will face extensive amounts of damage which will cost a great deal of money to repair and rebuild. Facility Management Sanitation

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All libraries need to be environmentally protected. By that, I am referring to the need for all libraries to appear sanitary, safe, and welcoming to its patrons. An article written by G. Robertson painted a picture of an extremely unsanitary library that disgusted a few classmates, yet also reminded us that even the better looking libraries have to take pains to keep their environment clean. Many libraries now have anti-bacterial disinfectant pumps out for public use as well as boxes of tissues. This can help to reduce the spread of cold and flu viruses. In our libraries today, librarians encounter filthy damage that was done to books, DVDs, magazines, etc. Many people are quick to point out that children do cause a great deal of damage. However, adults are just as much to blame for some of these items. Some classmates shared stories of parents who blamed the damaged items on children or infants. It is amazing how some people fail to care for these borrowed items. When I was growing up, I was taught to treat library items with respect. I grew up with the understanding that books are our friends. Right now, I am trying to teach my autistic six-year-old that pleasure books and library books are not hers to destroy or decorate with crayon markings and stickers. Unfortunately, Robertsons article seems to demonstrate that a lot of people need to learn how to properly care for library possessions. Security Security is another important area of library management. Many libraries purchase security systems to help keep track of books, magazines, etc. Many books and magazines have security strips located inside the pages or on the spine of the books. This allows libraries to keep track of which books are in the library and which have been checked out. Some class members have remarked that our libraries purchased security equipment for the intention of making our jobs easier, but we found that sometimes it increased our duties!

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When I was a student library worker at Freed-Hardeman University, I often saw students checking out items at the front desk. Then they would load up their backpacks and leave through the security gate. The alarm would go off causing some temporary embarrassment on the students part and annoyance on the staffs part. Sometimes the student had to come back and have their items scanned again and tested. Most of the time, rescanning items would solve the problem. There were few times when students were just given a wave from a library staff member and told to go ahead. Conclusion Management involves more than just running a business. One must have the flexibility to use different styles of management. It is also beneficial for managers to be open-minded to new ideas from their employees. This will allow employees to feel that their managers trust them and allow employees to feel that they can communicate to their superiors without feeling intimidated or rejected. To help employees feel more productive and positive about their work, managers must also motivate and inspire employees to keep putting their best work into the organization. The ability to be fiscally responsible is also an important part of good management. Library managers should strive to provide the most services at minimal costs. Furthermore, they must also make every effort to keep their libraries clean, secure, and safe for all patrons. I feel that I have learned much more than I anticipated in this course. The textbooks, assigned readings, and weekly discussions have all helped me to form a better idea of what management is. If this course could be stretched out into the summer months, I am sure that we would all find more things to discover about management. It is an exciting area to explore and discuss, and I would definitely utilize this information if I ever assume the position of manager in a library setting.

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Evans, G. E & Ward, P. L. (2007). Management basics for information professionals., 2nd ed. New York: Neal-Schuman Publishers, Inc. Hernon, Peter & Altman, Ellen. 2010. Embracing Change for Continuous Improvement. American Libraries. http://americanlibrariesmagazine.org/features/01132010/embracingchange-continuous-improvement. Information accessed April 19, 2011. Holt, Glen E. (2005). Getting beyond the pain: understanding and dealing with declining library funding. The Bottom Line: Managing Library Finances. 18 (4), 185-190. Marcum, James W. (2007). Its not the dollars; its the politics. The Bottom Line: Managing Library Finances. 20(4), 161-164. McKendall, M. (1993). The tyranny of change: Organizational development revisited. Journal of Business Ethics, 12(2), 93-104. McWilliam, Carol L. & Ward-Griffin, Catherine. 2006. Implementing Organizational Change in Health and Social Services. Journal of Organizational Change Management 19, no. 2; 119-135. Robertson, G. (2009). Not for the squeamish: the dirty truth about your library. Feliciter, 55(5), 203-206.