走向未来的成功课件

ManagingLibrariesforFutureSuccess

走向未来的成功：

如何管理好图书馆JoBellWhitlatch乔·贝儿·维特拉奇ManagingLibrariesforFutureDefinitionofManagement

管理的核心定义“GettingThingsDoneThroughOtherPeople”“通过其他人把事情给做了”。FourFunctionsofManagement管理的四大功能

●Planning规划

●Organizing组织

●Leading领导

●Controlling监督DefinitionofManagement

管理的核心StrategicPlanningPurpose

长远规划目的Setsthedirectionoforganizationforthefuture为一个机构设定未来方向Developsstrategiestoachieveorganizationalvision,mission,andvalues为实现机构的使命和价值制定发展策略Makesdecisionsaboutresourceallocationtoreachfuturegoals为实现未来目标决定资源分配StrategicPlanningPurpose

长远规StepsinStrategicPlanning

Process长远规划步骤DefineVision,MissionandValues阐述展望、使命和观念Analyzethecurrentsituation,includingorganizationalstrengths,weaknesses,opportunitiesandthreats(SWOT).分析现状，包括机构的优势、弱势、面临的机会和挑战Definegoalstoclosethegapbetweenthecurrentorganizationalstateandthedesiredfuture拟定目标以缩小现状和未来想达到状况的差距Formulatestrategies(specificobjectives)relatedtoeachofthegoalstomovetowarddesiredfuture针对每一目标制定具体的策略(实施计划)Implementtheagreeduponstrategies实施策略Conductongoingassessmentoftheeffectivenessofimplementationprocessandinitiatechangesasnecessary对策略的实施效果进行实时评估，并按实际需要调整策略Reviewandrevisestrategicplanatleastonceayear至少一年一次回顾和修改长远规划StepsinStrategicPlanning

PrVision,Mission,Values

展望.使命.观念Vision–statementofintendedfuture-thefundamentaldirectionoftheorganization展望–对未来的构想–机构的基本未来方向Mission–describesreasonorganizationexists,themajorpurposeoftheorganization使命–阐述机构存在的原因和主要目的Values–keybeliefssharedbyorganizationalmembers.Needstoreflectorganizationalcultureandpriorities观念–机构成员共享的主要信念。需要反映机构文化和优先考虑的事项Vision,Mission,Values

展望.使命UNESCOPublicLibraryManifesto

联合国教科文组织公共图书馆宣言Vision–“Thepubliclibrary,thelocalgatewaytoknowledge,providesabasicconditionforlifelonglearning,independentdecision-makingandculturaldevelopmentoftheindividualandsocialgroups.”展望–“公共图书馆是各地通向知识之门，为个人和社会群体终身学习、独立决策和文化发展提供了基本条件。”Mission–“Thepubliclibraryisthelocalcentreofinformation,makingallkindsofknowledgeandinformationreadilyavailabletousers.”使命–“公共图书馆是各地的信息中心，用户随时可以得到各种知识与信息。”/webworld/libraries/manifestos/libraman.html中文：/webworld/libraries/manifestos/libraman_ch.pdfUNESCOPublicLibraryManifestVisionforKingLibraryBuilding

金恩图书馆大楼的展望VisionforKingLibraryBuildiValues观念Valuestatementsconcern观念陈述需要体现:•Valueofthecustomer顾客观念•Importanceofstaffmembers员工的重要性•Howthingsgetaccomplished如果把工作做好•Importanceofefficiency效率的重要性•Typeofcommunicationthatisvalued需要重视哪种沟通方式•Roleofperformance执行的作用Matthews,JosephR.(2005).Strategicplanningandmanagementforlibrarymanagers.Westport,CT:LibrariesUnlimited.Values观念ValuestatementsconcValues观念SamplePublicLibraryValues公共图书馆观念举例：•Excellentcustomerservice出色的读者服务•Openandfreeaccessforall向所有民众提供免费开放•Intellectualfreedomandpersonalprivacy知识自由和个人隐私•Collaborationwithlocalagencies,organizationsandelectedofficials和地方政府机构、组织和民选官员合作•Actingwithinitiative,creativity,andflexibility行动起来能主动、有创意、并且灵活。•Effectiveandefficientstewardshipoflibraryresources有力有效地运用图书馆资源。Nelson,SandraS.(2008).Strategicplanningforresults.Chicago:AmericanLibraryAssociation,p.77.Values观念SamplePublicLibraryValues观念Whatothervaluesmightyouwanttoconsideraddingforthepubliclibrary?

你还应该考虑给公共图书馆附加一些其他观念？Values观念WhatothervaluesmighPromoteLifeLongLearning

宣扬终身学习PromoteLifeLongLearning

宣扬终AccesstoandPreservationofCommunityInformation

社区信息的取访和保存AccesstoandPreservationofLearningandtheLibrary

学习和图书馆Promotingandsupportinginformationliteracy––hasbecomeaverysignificantroleforthe21stcenturylibrary促进和培养信息查找使用能力已成为21世纪图书馆的一项非常重要的工作Tobeinformationliterate,apersonmustbeabletorecognizewheninformationisneededandhavetheabilitytolocateevaluate,anduseeffectivelytheneededinformation具备信息查找使用能力是指一个人必须在需要信息时意识到，并有能力查找、评价和有效使用找到的信息Atthecoreofinformationliteracyiscriticalthinking.AusefulresourceinChineseis-CriticalThinkingConceptsandToolsMiniguide:其核心是批判性思维。有用的中文参考书是：批判性思维/page.cfm?CategoryID=87&endnav=1LearningandtheLibrary

学习和图书AnalyzingtheCurrentSituation

分析现状Preparebackgroundinformationbyreviewingpolitical,economic,technologicalandsocialinternalandexternalorganizationalfactorsthatimpactupontheorganization.准备背景信息，查看政治、经济、技术和社会等对机构造成影响的内部和外部因素AnalyzingtheCurrentSituatioCommunityEnvironmentforKingLibrary

金恩图书馆的社区环境CommunityEnvironmentforKingAnalyzingStrengthsandWeaknesses分析优势和弱势Needtoknowyourinternalandexternalorganizationalenvironmentinordertodoplanning需要了解机构的内部和外部环境以便作计划Strengths–internalorganizationalconditionshelpfulinreachingtheintendedfuture内部优势–机构内部有利于实现目标的条件Weaknesses–internalorganizationalconditionsthatwillmakeitdifficulttoreachtheintendedfuture内部弱势–机构内部不利于实现目标的条件Opportunities–externalconditionshelpfulinreachingtheintendedfuture外部机会–机构外部有利于实现目标的条件Threats–externalconditionsthatwillmakeitdifficulttoreachtheintendedfuture外部挑战–机构外部不利于实现目标的条件AnalyzingStrengthsandWeakneOrganizationalEnvironment

组织环境ComposedofInternalandExternalInfluences由内部和外部因素组成Political

政治因素governmentregulation,laws,governmentphilosophyandvalues,organizationalcultureandmanagerialleadershipstyle政府规定、法律、政府的理念和观念、组织文化和领导管理作风。Economic

经济因素libraryrevenue,neworganizationsinsamedomain(e.g.Google),globalizationofthemarketplace,salaryratesforemployees,costsoflibrarybooks,journals,electronicdatabases图书馆的收入、同一范围内的新组织（比如谷歌)市场的国际化、员工的工资标准、书籍、期刊和数据库的费用。Social

社会因素demographicchangesincommunity,customerexpectations,healthandeducationalsystems,socialnetworking,staffskillsandknowledge社区的人口变化、读者的期望值、健康和教育体系、社会网络化、员工的技能与知识。Technological

技术因素digitalsystems,Web2.0,ebooks,networks,mobilephones,othertechnologyinformationsystems数码系统、Web2.0、电子书籍、网络、行动电话以及其他的信息技术系统。OrganizationalEnvironment

组织环LibraryasanOrganizationalSystem图书馆作为一个组织系统Library图书馆Feedback回馈Inputs输入Outputs输出Political政治Economic经济Technology技术Social社会LibraryasanOrganizationalSAnalyzingtheCurrentSituation

分析现状Canyouprovidesomeexamplesforeachofthesecategories?你能对如下类别举一些例子吗?Political政治因素Economic经济因素Social社会因素Technological技术因素AnalyzingtheCurrentSituatioSampleSWOTChart–Social

“内内外外”样表–社会方面Strengths内部优势•Outreachprogramsforspecificgroups,suchas:针对特定人群的推广项目，比如: Non-English-speakingadultsandtheirfamiliestoimprovetheirbasicliteracyskills讲外语的成人和他们的家庭，以提高他们的基本阅读能力。Weaknesses内部弱势•Librarynotsuccessfulinattractingteens图书馆在吸引青少年方面不够成功Opportunities外部机会•Provideandpromotegroupmeetingspacesforsocialclubsandcommunityorganizations–“thelibraryasaplace”宣传社会团体和社区组织，并为之提供活动/会议场所：“图书馆作为一个场所.”Threats外部挑战•YoungerpeoplereadlessprintedmaterialandspendmoretimeontheWeb年轻人少看印刷品，而把世界多放在上网。SampleSWOTChart–Social

“内内LibraryCommunitySpaces

图书馆是个社区空间LibraryCommunitySpaces

图书馆是个SampleSWOTChart–Economic

“内内外外”样表–经济方面

Strengths内部优势•Diverseoperatingandcapitalfundingsources运作和资金来源的多样化Weaknesses内部弱势•Declineofrevenuefrommanyfundingsourcesovertime长期以来，从很多资金来源的收入降低。Opportunities外部机会•Strongcommunitysupportfordevelopingadditionalcommunitypartnerships,leadingtorevenueenhancements社区对发展其他社区合作方面以强有力的支持，这样也带动了资金的增长。Threats外部挑战•Californiabudgetsupportdecliningduetolossoftaxrevenueandhighunemployment由于税收的损失和高失业率，加州政府的财政支持减弱。SampleSWOTChart–Economic

Exercise–SWOTforyourLibrary

练习–你的图书馆的“内内外外”Foryourlibrary,pleaselistoneineachcategoryforTechnology:请列出你的图书馆在技术方面的：Strength内部优势_______________________________________Weakness内部弱势_____________________________________Opportunity外部机会____________________________________Threat外部挑战_________________________________________Generally,StrengthsandWeaknessesarefactorsINTERNALtotheorganizationandOpportunitiesandThreatsarefactorsEXTERNALtotheorganization一般来说，就组织而言，优势和弱势往往是内在因素，而机会和挑战是外在的。Exercise–SWOTforyourLibraExercise–SWOTforyourLibrary

练习–你的图书馆的“内内外外”Foryourlibrary,pleaselistoneineachcategoryforPolitical:请列出你的图书馆在政治方面的：Strength内部优势_______________________________________Weakness内部弱势_____________________________________Opportunity外部机会____________________________________Threat外部挑战_________________________________________Generally,StrengthsandWeaknessesarefactorsINTERNALtotheorganizationandOpportunitiesandThreatsarefactorsEXTERNALtotheorganization一般来说，就组织而言，优势和弱势往往是内在因素，而机会和挑战是外在的。Exercise–SWOTforyourLibraConsultMostImportantCommunityGroupsinAnalyzingEnvironment

向社区主要人群征求意见，对环境加以分析CulturalOrganizationsSeniorsStudentsEductorsBusinessLocalResidentsLibrary当地居民商家图书馆老师学生老年人文化组织ConsultMostImportantCommuni

CollectInformationfromCommunity

从社区收集信息

Listentocustomersbyusing用一下方法听取读者意见:•Surveystomeasurecustomerexpectationsandneeds用民意调查来了解读者的期望值和需要•Focusgroupinterviewswithkeyusers对图书馆主要用户进行面对面的针对性访谈。•Datafromautomatedsystemsconcerninglibraryuse用自动的系统采集图书馆使用数据。

CollectInformationfromCommDefiningGoals拟定目标Goals–relativelyfewinnumber;generalstatementsrelatedtothepurposeoftheorganization.Serveasstatementsofintendedfuturefororganization.目标–相对数量较少;是对机构目的和未来发展的一般陈述。Processofanalysisofstrengths,weaknesses,opportunities,andthreatsshouldinvolvediscussionswiththeschoolleadershipandteachersincaseofaschoolandcommunityleadersincaseofacommunitylibrary.分析内部优势弱势和外部机会挑战时应和学校领导和老师讨论(或如果是社区图书馆，则与社区领导讨论)Thelibrary’sprimarycommunityperspectivesarekeyinsettinganddetermininggoals图书馆的主要服务对象是拟定目标的关键DefiningGoals拟定目标Goals–relaSampleGoals目标举例Developingandsustaininginchildrenthehabitandenjoymentofreadingandlearning,andtheuseoflibrariesthroughouttheirlives;发展和持续培养学生良好的阅读、学习和使用图书馆的习惯Promotingreadingandtheresourcesandservicesofthelibrarytothewholecommunityandbeyond在整个社区以至其外推广阅读以及图书馆的资源和服务Securingsufficientfundingtoprovidequalityservicesandprograms为提供高质量的服务和项目而寻求资金保障Developingpartnershipswithlocalorganizations发展与地方组织的合作关系Usingtechnologytoimprovelibraryservices利用先进技术来改善图书馆服务SampleGoals目标举例DevelopinganUsingTechnologytoImproveLibraryServices

利用先进技术来改善图书馆服务

UsingTechnologytoImproveLiDevelopingObjectivesforEachGoal为每项目标制定实施计划Objectivesarespecificactionplansformeetingeachgoal.Shouldbestrategiestoclosethegapbetweenpresentstatusanddesiredfuturefororganization实施计划是为达到目标的详细的行动计划。实施策略应缩短机构现状和未来期望的差距ObjectivesshouldbeSMART实施计划应当是SMART：

-Specific详细的

-Measurable可估量的

-Achievable可完成的

-Realistic实际的

-Timely 即时的DevelopingObjectivesforEachSampleObjectiveforaGoal

为达到一个假设目标而制定的实施计划

Goal:Promotingreadingandtheresourcesandservicesofthelibrarytothewholecommunityandbeyond.目标：在整个社区以至其外推广阅读以及图书馆的资源和服务Objective1:Developandpresentfourauthorprogramsthatpromoteinterestinreadinginthecommunityduringthe20010/2011year.实施计划1:在2010/2011年度，组织进行4次作家讲座来提高社区对阅读的兴趣。Specific=fourauthorprograms详细的=4次作家讲座Measurable=feedbacksurveyformtoevaluatevalueofprogramsbyallparticipants可测量的=收集反馈表以评估讲座效果Achievable=calculateresourcesandbudgetrequired可完成的=计算所需资源和成本Realistic=determinewhetherresourcesareavailabletopresentfourprograms实际的=决定资源是否可获取Timely=during2010/2011year即时的=2010/2011年度Couldyouimproveuponthisobjective?你能改善此实施计划吗?SampleObjectiveforaGoal

为达AuthorPrograminLibrary

图书馆里的作家讲座AuthorPrograminLibrary

图书馆里Exercise–GoalsandObjectivesforyourLibrary练习–目标和实施计划Pleaseprovideonegoalfortheyourlibrarythatclearlysupportsthemissionofyourschoolorcommunity.请想出一个你所在图书馆的目标，此目标需支持学校和社区的使命Forthisgoal,pleasedraftanobjectivethatisSMART–specific,measurable,achievable,realistic,andtimely.就此目标写出一个实施计划。此计划应该是详细的、可测量的、可完成的、实际的、即时的Howwillyouassessthedegreetowhichtheobjectiveisaccomplished?你将如何评估此计划?Exercise–GoalsandObjectiveImplementationofStrategicPlan

实施计划Foreachobjective,listspecifictasks,personresponsible,resourcesthatwillberequired,andhowlevelofsuccessinmeetingtheobjectivewillbemeasured每项计划列出详细的任务、负责人、所需资源及如何评估Foreachobjective,developchartwithfollowingcolumns对每项计划作一张含下列项目的表：SpecificTasks详细任务Responsibleperson负责人Resourcerequirements所需资源Timeline时间期限Measurementplan评估方法ImplementationofStrategicPlSampleChartforObjective:FourAuthorPrograms假设实施计划行动表：4次作家讲座SpecificTasks详细任务Responsibleperson负责人ResourceRequirements所需资源Timeline时间期限MeasurementPlan评估方法Meetwithappropriategroups同相应的读者群见面HeadofOutreach推广部的主任Staff$Facility员工工资场地5/2010Groupsagreeonprioritylist相应的读者群同意的名单,按轻重缓急排列。2.Contactauthors联系作家HeadofLibrary馆长Staff$员工工资6/2010Authors×arranged作家和时间安排。SampleChartforObjective:FoCompletingtheObjectivesChart

完成实施计划行动表Otherspecifictasksinclude其他的具体任务包括:3.Identifyandreserveplace明确和预订场地4.Identifytechnologyneedsandsecureservices明确技术设备的需要并确保服务的提供5.Marketingplanforeachauthorprogram对每个作家讲座的宣传计划6.Hostingeachauthorandprogramevent主办每个作家讲座活动◦Foreachoftheseareasaresponsibleperson,amountofresources(staff,collections,facility,technology),timeline,andmeasurementplanmustbelisted.仔细列明每个环节的负责人，所需资源（人员、图书馆收藏、场地、技术）时间表、和评估方法CompletingtheObjectivesCharSampleProgramSurveyforParticipants

活动参加者问卷调查举例EVALUATIONOFAUTHORPROGRAM作家讲座评估Howdidyouhearabouttheprogram?你从哪里知道此讲座信息的?Whatcausedyoutoparticipateintheprogram?你参加讲座的原因?Pleasetelluswhatyouenjoyedmostabouttheprogram:你对讲座最感兴趣的部分是什么？Whatdidyoulearnthatwasnewabouttheauthor?你学到什么新的东西？Ifyouhadbeenplanningtheprogram,whatchangeswouldyoumake?如果由您来计划这个活动，你将作什么样的修改？Pleaseratetheoverallvalueoftheprograminpromotinginterestinreadinginthecommunity:请给此提倡社区阅读的活动打分：____veryvaluable____somewhatvaluable____notatallvaluable____非常有价值____有价值____没有价值Whatsuggestionsdoyouhaveforfutureprograms?你对未来的活动有何建议？NOTES:Tobeadministeredimmediatelyaftertheconclusionoftheprogram.注：讲座结束时立即实施SampleProgramSurveyforPartSevenStepModelforDevelopingandEvaluatingObjectives

发展和评估实施计划的七步骤模式Identifytheproblemthatneedsattention确定需解决的问题Definethevariouswaystosolvetheproblem罗列解决此问题的各种方法Selecttheprocessthatappearstohavethegreatestchanceofworking选择一种最易成功的方法Setoutthecriteriaagainstwhichtomeasurethesuccessofthespecificproblemsolvingefforts拟定评估此方法成功与否的标准Carryouttheeffort实施方法Evaluatewhatoccurs评估实施结果Reflectuponwhethertheresultshavesolvedtheproblemtoasatisfactorydegree反省结果是否解决了问题Source:WatsonBoone,Rebecca.(2000).SevenStepsCommontoPractitionerResearch.Academiclibrariansaspractitioner-researchers.JournalofAcademicLibrarianship,26(2),p.90SevenStepModelforDevelopin1.Identifytheproblemthatneedsattention2.Definethevariouswaystosolvetheproblem3.Selecttheprocessthatappearstohavethegreatestchanceofworking4.Setoutthecriteriaagainstwhichtomeasurethesuccessofthespecificproblemsolvingefforts5.Carryouttheeffort7.Reflectuponwhethertheresultshavesolvedtheproblemtoasatisfactorydegree6.Evaluatewhatoccurs7.反省结果是否解决了问题6.评估实施结果1.确定需解决的问题2.罗列解决此问题的各种方法3.选择一种最易成功的方法4.拟定评估此方法成功与否的标准5.实施方法1.IdentifytheproblemthatnQuestion?提问？Whatistheprimaryreasonthatmoststrategicplanningeffortsfail?大多数长远规划失败的主要原因是什么?Question?提问？FiveEssentialQuestionsforManagers

管理者的五个基本问题ManagementexpertPeterDruckersuggestedthatmanagersineverynonprofitshouldaskthemselvesfiveessentialquestions:管理学专家PeterDrucker建议非盈利组织的管理者应该问自己五个问题:Whatisourmission?组织的使命?Whoisourcustomer?服务对象是谁?Whatdoesthiscustomervalue?服务对象觉得什么重要?Whatareourresults?我们的工作效果如何?Whatisourplan?我们的计划是什么?Theseessentialquestionsthatlibrariansshouldaskconcerningtheirlibrariesillustratetheimportanceofplanningforthefuturethroughuseofthestrategicplanningprocess.图书馆员应该对自己的图书馆问这些的根本问题，因为它们指出了运用策略规划对今后规划的重要性。FiveEssentialQuestionsforMFutureTrendsinOrganizations–Organizing

未来组织趋势–组织方面PresentOrganizations目前的组织•Largelymultilevelwithseveralverticallayers基本上是多层次的，有数个垂直层次•Bureaucratic,largelytop-down,

官僚机构，基本上是从上到下•Manywelldefinedrulesandprocedures很多明确的细则和程序•Complexinterdependencies,narrowlydefinedjobsfocusedononefunctionalarea复杂的相互依赖，工作范围被集中在一个具体的功能FutureOrganizations未来的组织•Primarilyhorizontalwithfewverticallevels主要是平面的，有很少几个垂直的层次•Teams,primarilybottom-up团队，主要是由下而上•Lessrigidrulesandprocedures较少刻板的规定和程序•Minimalinterdependencies,broaderjobsreachingacrossfunctions最低程度的相互依赖，工作范围可以跨功能FutureTrendsinOrganizationsOrganizationwithVerticalOrientation

垂直方向的组织LibraryDirectorPublicServicesBudget/PersonnelTechnicalServicesReferenceCollectionsInformationSystemsCatalogingSerialsCirculationMonographsAcquisitionsLibraryOutreach馆长公共服务技术服务预算/人事参考咨询信息系统编目馆藏采购期刊流通书籍图书馆推广OrganizationwithVerticalOriOrganizationwithHorizontalOrientation

横向的组织LibraryDirectorBudgetCatalogingCollectionsCirculationPersonnelReferenceLibraryOutreachInformationSystems预算图书馆长人事编目参考咨询馆藏图书馆推广流通信息系统OrganizationwithHorizontalOFutureTrendsinOrganizations–Leading

未来组织的趋势–引领

PresentSeniorManagers目前的高层管理人•Assignanddelegatetasks分配指派任务•Shortrangefocus短期关注•Reviewallpolicyandmanyproceduralrecommendations审阅所有的政策以及关于过程的建议•Efficiencyoriented,internaloperationalfocus着重效率和内部流程FutureSeniorManagers未来的高层管理人•Focusonmotivating&engagingstaff着重于鼓励员工参与•Longrangefocus长期关注•Delegatemanypolicyandallproceduraldecisionstoteam把很多政策以及关于过程的决定指派给团队•Effectivenessoriented,externalcustomerfocus着重效果和外部的顾客（读者）FutureTrendsinOrganizationsTeams团队Advantages优势•Increaseproductivity提高效率•Leadtobetterdecisions能做出较好的决定•Enhancestaffworkcommitment,engagementandmotivation提高员工的投入，参与和动力•Promotecreativityandinnovation鼓励创造和创新精神•Improvecustomerservice改善顾客服务•Responsivetochangingenvironment对多变的环境加以应变Disadvantages劣势•Longerprocesstoreachgoals达到目标要花更多的时间•Socialloafing–someletothersdotheirwork磨洋工–有些人把自己的事让其他人做•Failuretoconsideralternativesolutionsbecauseofpressuretoconform因为随大流的压力而不能考虑其他的解决办法•Riskydecisionsbecausenooneisaccountable会做出冒险的决定，因为反正没有人会负责Teams团队Advantages优势DisadvantIsaTeamBestintheseSituations?

在这些情形下,团队是不是最好的办法？IsaTeamBestintheseSituatChangingNatureofJobs

改变工作性质ChangingNatureofJobs

改变工作性质ManagingTeams管理团队Selectstaffwithappropriatepersonalandtechnicalcompetencies挑选有合适个人和技术能力的人员Establishclearteamgoals建立清晰的团队目标Developgroundrulesanddeadlines明确基本的规则和截止期限Monitorprogresstowardgoals跟踪目标进展Providetrainingtoallstaffonteamskills向所有员工提供团队技巧培训Provideadequateresources–information,equipment,staffing,encouragement,assistance提供足够的资源：信息、设备、人员、鼓励和帮助Establishrewardsystems,whichmaketeammembersbothindividuallyandjointlyaccountable建立奖惩机制，使团队作为个人和集体都能各尽其职ManagingTeams管理团队SelectstafIsThisaTeam?这是个团队吗？IsThisaTeam?这是个团队吗？KeyTeamInterpersonalSkills

团队所需的主要人际技巧Developingtrust培养信任Communication沟通Coachingandfacilitating辅导和帮助Respectingandvaluingdifferences尊重和重视不同意见Problem-solving解决问题Listening倾听Feedback回馈信息Conflictresolution解决冲突KeyTeamInterpersonalSkills

Respecting&ValuingDifferences

尊重和重视不同意见MyersBriggsassessmentofindividualpreferencesusedforteambuilding

迈尔斯在用于团队建设上使用的个人喜好评估Assumptionsarethatallpreferencesarevaluable,equal,andnecessary假设是所有的喜好是有价值、同等和必需的Usedtounderstandbehaviorofyourselfandothers用于理解你和其他人的行为Myers-Briggs:/中文:.sg/Respecting&ValuingDifferencEnergyPreferences精力的偏好Extraversion外向Oralcommunication口头交流Workingingroups

和集体工作Actandrespondquickly反应和回答很快Energyfrominteractingwithotherpeople从和他人互动上得到精力Intraversion内向Writtencommunication书面交流Workingaloneorwithoneortwootherpeople单独或和一两个人一起工作Reflectandthinkdeeply深思熟虑Energyfrominnerworld从内心世界得到精力EnergyPreferences精力的偏好ExtravInformationGatheringPreferences

信息收集上的偏好Sensing感觉Specificexamples具体例子Seekpredictability寻求可预知性Specificsolutions具体解决办法Intuition直觉Generalconcepts

基本概念Desirechange

希望改变Furtherexploration进一步探索InformationGatheringPreferenDecision-MakingPreferences

决策上的偏好Thinking理性Reason

理论Truthandobjectivity真理和客观性Detachment

分离Task-oriented

任务导向Feeling情感Support支持Interpersonalharmony

和谐的人际关系Personalinvolvement个人参与People-oriented

人际导向Decision-MakingPreferences

决策LifestylePreferences

生活方式的偏好Judging判断SettledandOrdered固定有序Closure关闭Actonadecision按照决定行动Perceiving理解Flexibleandopen灵活开放Options

多重选择Adapttonewinformation根据新的信息而变化LifestylePreferences

生活方式的偏好JSelf-MasteryofSkillsandKnowledge自己掌握技能和知识Everylibrarianaleader每个图书馆员都是领导者Self-MasteryofSkillsandKnoProblemSolvingStepsfromCriticalThinkingConceptsandToolsMiniguide批判性思维书中的解决问题步骤Firstidentify,thenre-statefromtimetotimeyourgoals,objectives,andneeds.Alsoidentifypossibleproblemsandobstaclesyoumayencounterinordertoreachthesegoals,objectivesandsatisfytheseneeds先找出来，再不时重新清楚说明你的目标、目的及需求。认清为达到这些目标、目的或满足你的需求时，可能遇到问题与障碍。Aslongasthereisanyopportunity,youshouldinspectthesepossibleproblemsonebyone,statethemclearly只要有机会，即一一检视这些问题，清楚明确的说出它们来。ProblemSolvingStepsfromCriProblemSolvingSteps-2

解决问题步骤之二Researchthisproblem,inordertoidentifywhichcategoriesofproblemyouarefacing(Seethetableintheabovepage),thinkaboutwhatyoushoulddotosolvetheproblem.Differentiatewhatyoucancontrol,andwhatyoucan’t.Putasidewhatyoucan’tcontrol,andfocusonwhatyoucansolve研究一下这个问题，为了确定你面对的是那一类的问题，想想你该做什么才能解决它。分开那些你可以掌握的和那些你不能掌握的问题，把那些你无法掌握的放在一边，集中精力在那些你可以解决的问题上。Thinkaboutwhatinformationyouneed,and,lookfortheinformationactively想想看你需要什么信息，并且积极的去寻找这些信息。Analyzetheinformationyou’vecollectedcarefully.Inferthepossibleconclusions将你收集的资信息小心的分析解读，推敲出可能达成的合理结果。ProblemSolvingSteps-2

解决问题步ProblemSolvingSteps–3

解决问题步骤之三Thinkaboutwhatchoicesyoumayhavewheninaction.Whatcanyoudoinshortterm?Inlongterm?Especiallyyouneedtorealizeyourlimitation:regardingfinancialresources,time,andcapability.想想你在行动时可能有哪些选择，短期中可以做些什么？长期呢？特别要认清你的限度：有关财力、时间与能力。Evaluateyourchoices,includingtheprosandconsinrealsituations评估你的选择，包含它们在具体情况中的好处与坏处。ProblemSolvingSteps–3

解决问题ProblemSolvingSteps–4

解决问题步骤之四Adoptastrategyfacingproblems,followthestrategyextensively.Thismayincludedirectactions,orcarefulsandtableexercise,orevenstrategyof“waitandsee”采取一个针对问题的策略，贯彻地去做，这可能涉及直接的行动，或谨慎的沙盘推演，或等着看的策略。Whenyouact,monitorthesituationstriggeredbytheactions.Ifinneed,preparetoadjustyourstrategyanytime.Whenmoreinformationregardingtheproblemsshowup,preparetoadjuststrategy,oradjustanalysis,orproblemstatements,evenallofthesethree当你行动时，留意一些因行动引起的意外情况，如果有需要，随时准备修正你的策略，当有更多问题出现时，准备好调整策略、分析或问题陈述，甚至三者都做调整。

/page.cfm?CategoryID=87&endnav=1ProblemSolvingSteps–4

解决问题FutureTrendsinOrganizations–Controlling未来组织的趋势–监督Present现在

Fewtrainingandevaluationsystemsforselectedstaff对部分员工使用几个培训和评估系统Fewperformanceinformationsystems几个表现信息系统Performancedatadistributedtoseniormanagersonly表现数据只在高层管理人内传阅Budgetcategories-personnel,collections,technology,andotheroperatingexpense预算类别：人事、馆藏、技术、和其他运作开支Future未来

Manytrainingandevaluationsystemsforallstaff对所有员工使用很多培训和评估系统Manyperformanceinformationsystems很多表现信息系统Performancedatawidelydistributed表现数据广泛传阅Budgetcategoriesrelatedtoprogramsforgroups:children,teens,adults...预算类别和针对各个人群有关的活动相结合：儿童、青少年、成人。。。FutureTrendsinOrganizationsSanJosePublicLibraryBudget-at-a-Glance圣荷塞公共图书馆预算概要2009-2010October2009二００九年十月SanJosePublicLibraryCombinedLibraryBudget*图书馆总预算*Operating-$34,514,664(85.5%)营运

365FTE365个全职人力工时365位全职人力工时Utilitiesandcustodial水电煤和清洁工Supplies,training,programming日常用品,培训,活动Capital-$5,850,000(14.5%)

资产

250,000+itemspurchasedeachyear每年购买超过25万件Newtechnology新技术New/replacementcomputers&equipment新／更新计算机和设备Branchmaintenanceandimprovements分馆的维护和更新*DoesnotincludeLibraryBondorReserves不包括图书馆债券和储备资金

CombinedLibraryBudget*OperatLibraryFunding图书馆资金来源2009-2010年图书馆资金来源(包括资金额和储备)LibraryFunding图书馆资金来源2009-20OperatingandCapitalFundingSource营运和资产资金的来源

GeneralFund–CityofSanJoseprimaryfundusedforPersonalandNon-personalservices.BalancesreturnedtoGF.

平常资金－圣荷塞市的基本资金2009-10=$30,294,729LibraryParcelTax–specialvoter-approvedlibraryfundingusedforPersonalandNon-personalservices,materials,andautomation.BalancesrebudgetedorfalltoEndingFund

图书馆专用税Balance.2009-10=$11,177,624Construction/ConveyanceTaxFund

基建税–Capitalfundusedformaterials,automation,facilitiesimprovements,andFF&E.BalancesrebudgetedorfalltoEndingFundBalance.Libraryreceives14.22%ofreceiptsfrompropertytransfertax.2009-10=$12,786,236

OperatingandCapitalFundingOperatingandCapitalFundingSources营运和资产资金来源LibraryBond

图书馆债券–fundingforpropertyacquisition,expansionandconstructionofbranchlibraries.BalancesrebudgetedorfalltoEndingFundBalance.2009-2010=$40,921,848GiftTrustFund捐献基金–gifts,donations,bequestsusedformaterialsandprogramming.Balancescarriedtonextyear.2009-10=$341