The Library as an Academic Department / The Dickinson College Model: How Revolving Leadership, Collegial Management, and Holistic Librarianship Can Revitalize Your Library
Rights
Copyright © is held by the author.Collection Information
This item is part of the Living the Future 8 collection. For more information about items in this collection, please email repository@u.library.arizona.edu.Abstract
Taking the structure of a regular academic department as a model for library collegial management has enabled College, a liberal arts college, to revitalize its library professionals and to mentor quality leaders. A panel will discuss history of rotating leadership, consensus management and holistic librarianship.Identifiers
http://hdl.handle.net/10150/615192Description
Conference proceedings from the Living the Future Conference, April 21-24, 1998, University of Arizona Libraries, Tucson, AZ.Collections
Living the FutureRelated items
Showing items related by title, author, creator and subject.
-
e-Research and the Ubiquitious Open Grid Digital Libraries of the Future(2006)Libraries have traditionally facilitated each of the following elements of research: production of new knowledge, its preservation and its organization to make it accessible for use over the generations. In modern times, the library is constantly required to meet the challenges of information explosion. Assimilating resources and restructuring practices to process the large data volumes both in the print and digital form held across the globe, therefore, becomes very important. A recourse by the libraries to application of successive forms of what can be called as Digital Library Technologies (DLT) has been the imperative. The Open Archives Initiative (OAI) is one recent development that is expected to assist the libraries to partner in setting up virtual learning environment and integrating research on a near universal scale. Future extension of this concept is envisaged to be that of Grid Computing. The technologies driving the â Gridâ would let people share computing power, databases, and other on-line tools securely across institutional and geographic boundaries without sacrificing the local autonomy. Ushering an era of the ubiquitous library helping the e-research is thus on the card. This paper reviews the emerging technological changes and charts the future role for the libraries with special reference to India.
-
The ARL Initiative to Recruit a Diverse Workforce: Refining One Approach to Diversity Recruitment in Research Libraries(2012-04-24)Since 2000 the Association of Research Libraries' (ARL) Initiative to Recruit a Diverse Workforce (IRDW) has provided financial support, training, and leadership development to over 150 master of library and information science (MLIS) students from traditionally underrepresented racial and ethnic minority groups. Recent iterations of this Institute of Museum and Library Sciences (IMLS) and ARL-member funded program have focused on recruitment of students with academic backgrounds in science, technology, engineering, and mathematics (STEM) disciplines. This poster will highlight program successes with respect to outputs, long-term impact on the LIS profession, and the perceived effect on career tracks of program participants.
-
Back to the Future: Emory University Libraries Step Back to Look Forward(2006-04-07)Past: Team Reorganization. Present: Evaluation and ongoing organizational assessment. Future: Flexible organization responding to the University’s needs and strategic plan. The Library is positioning itself for active participation in the University’s Strategic Plan. Several years ago, we restructured the organization to improve our services and our work. Within the last year, an internal task force surveyed and questioned the staff to see what was working well and what needed improvement within the teams, divisions, and organization. The task force then analyzed the feedback and prepared a complete report for the organization. We are now taking that feedback and working on ways to build our strengths, improve our weaknesses, and reach our targets and goals set forth in the strategic plan. A few key areas of focus include: Communication, decision-making, inter-team collaboration, and information overload.
