Throughout the course of this term log, much of my focus has been on pragmatism in relation to administration; specifically, library administration. As we wrap-up the course, my last log entry will conclude with thoughts on this contemporaneous and relevant topic...
In his editorial, A new pragmatism, Will Manley writes, "A prediction that I made last fall is unfortunately coming true. Public libraries are rapidly becoming the main battlegrounds where our political wars are being fought" (1998). And, Manley wrote this well before 9/11 and the Patriot Act. In a nation where librarians are increasingly confronted with working out censorship issues, etc., with our communities and government, we must ask ourselves as a profession: Where do we stand?...
I would like to claim that a neo-pragmatist position in LIS provides a sociocultrual perspective that aids in library organization.
Until now, library and knowledge organization have been mainly understood as providing the tools for the storage and retrieval of documents. As we moved beyond Modernism and into a Post-Fordist society, we also move beyond strict empiricism, strict rationalism, and strict historicism. Instead, "[p]ragmatism, derived from the consideration of goals and their consequences," (Smiraglia, 2002) becomes a driving force in our societies. And, perhaps, too, should be considered extremely forceful in our libraries.
Neo-pragmatism focuses on communication and participation in relation to information seeking. According to neo-pragmatism, reality is not based in objectivism or subjectivism. Instead, neo-pragmatic reality focuses on physical actions (which are judged by their consequences). Hence, neo-pragmatic knowledge deals with linguistics as they are revealed through their significances. Neo-pragmatism argues for intersubjectivity and community.
Olof Sundin and Jenny Johannisson argue, "Information seeking is, thus, much more than the seeking of facts." They go on, "It would be more theoretically adequate, from a neo-pragmatist and socio-cultural perspective, to treat people's interaction with information and information systems as communicative participation in different social practices. Accordingly, an understanding of people's information seeking, from this perspective, should start in an understand of the communities of justification they participate in" (2005).
The spirit of the library, though, is often lacking. Recent oganizational changes in library management and services have underscored the need for libraries to re-examine their core values in an effort to remain true to their principles.
In class we've studied many different organizational techniques... We have reviewed the history of management, including scientific management. We've have also reviewed different administrative structures, e.g. bureaucratic, self-managing teams, organic. etc. Other structures include managing from the middle and ROW. Neo-pragmatism does not offer a clear administrative structure, but, perhaps this is to be expected. It does however offer the link between linguistics and organization, and organization and principle. Neo-pragmatic organization is not based on worn-out methods or fads. Neo-pragmatic administrative and management views offer a foundation to proceed in the library while remaining true to institutional values and relevant (and prevalent) issues of justice.
--- --- ---
"An interesting research question would therefore be to study different aspects of the relations between education and professional practice within LIS" (Sundin & Johannisson, 2005).
Sources:
Manley, Will. A new pragmatism (1998). American Libraries. Chicago (29), 7, 136.
Smiraglia, Richard P (2002). The progress of theory in knowledge organization. Library Trends. Urbana (50), 3, 330-349.
Sundin, Olof & Johannisson, Jenny (2005). Pragmatism, neo-pragmatism and sociocultural theory: Communicative participation as a perspective in LIS. Journal of Documentation. Bradford (61), 1, 23-43.
Tuesday, April 17, 2007
Monday, April 9, 2007
Censorship in America
Librarians are not just concerned with information in books... We are concerned with information and informing... With that said, here is an interesting artcicle I read today... I believe this relates closely to intellectual freedom and our fight for it...
Censorship in America
High school principal shuts down student play about Iraq war
By Paul Rieckhoff
Published: Thursday April 5th, 2007
Even after four years of war, the lives of most Americans have gone on unchanged. Most people have never met an Iraq veteran, and far too few have had the chance to ask one of them what it was like to serve in a war zone.
At Wilton High School in Connecticut, students decided to try and bridge this gap between the troops and the public.
Using first-hand accounts from troops in Iraq, they created a series of monologues to perform as the school’s spring play. But the school principal Timothy H. Canty feared the script’s political implications and chose to shut the play down before it was ever performed. This decision was an insult to the students at Wilton High and to all veterans of the war in Iraq.
Principal Canty should allow the show to go on. He should also apologize to Iraq veterans nationwide. He has chosen to squash his students’ freedom of speech—one of the very rights vets like me joined the military to defend.
As Tim O’Brien said in his classic novel about Vietnam, The Things They Carried, ‘’If you don’t care for obscenity, you don’t care for the truth; if you don’t care for the truth, watch how you vote. Send guys to war, they come home talking dirty.’’
The truth is sometimes vulgar—especially the truth about war. And any real discussion of the situation in Iraq is going to be controversial. The stories of troops coming home from war will not be pretty or pure, and will rarely be black-and-white enough to align with extremists of any political persuasion. But however ugly and uncomfortable, it is our duty as Americans to understand the truth about the war in Iraq.
Among the ‘objectionable’ sources of the high school students’ script were excerpts from my book, Chasing Ghosts, and the words of my good friend, Sean Huze, an IAVA member who served in Iraq as a Marine Corporal during the initial invasion. Sean is now a successful playwright and the founder of VetStage, a foundation that gives veterans a place to process their war experiences and educate the public about the war. This weekend, Sean’s powerful new play, The Wolf, opened to a star-studded packed house and rave reviews.
As Sean has said, Americans must “pay more attention to what’s being asked of young men and women in uniform. We, as citizens of this country, have a responsibility to be aware of what is going down in our name.” No matter how you feel about the war, veterans like Sean deserve to be heard. That is a lesson Principal Canty could learn from his students.
I urge him and the administration at Wilton High School to correct this situation and let the students perform the play. Sean and I would be honored to attend the performance. And I would also suggest Principal Canty give Sean a call and invite him and the veterans from VetStage to perform his first play, The Sand Storm, at Wilton High as soon as possible. He might learn a thing or two about the war – and about the power of free speech.
GNN contributor Paul Rieckhoff is a veteran of Operation Iraqi Freedom and the Executive Director and Founder of IAVA (Iraq & Afghanistan Veterans of America), the country’s first and largest Iraq Veterans group. IAVA is a non-partisan, non-profit organization headquartered in New York City.
http://gnn.tv/articles/3012/Censorship_in_America
Censorship in America
High school principal shuts down student play about Iraq war
By Paul Rieckhoff
Published: Thursday April 5th, 2007
Even after four years of war, the lives of most Americans have gone on unchanged. Most people have never met an Iraq veteran, and far too few have had the chance to ask one of them what it was like to serve in a war zone.
At Wilton High School in Connecticut, students decided to try and bridge this gap between the troops and the public.
Using first-hand accounts from troops in Iraq, they created a series of monologues to perform as the school’s spring play. But the school principal Timothy H. Canty feared the script’s political implications and chose to shut the play down before it was ever performed. This decision was an insult to the students at Wilton High and to all veterans of the war in Iraq.
Principal Canty should allow the show to go on. He should also apologize to Iraq veterans nationwide. He has chosen to squash his students’ freedom of speech—one of the very rights vets like me joined the military to defend.
As Tim O’Brien said in his classic novel about Vietnam, The Things They Carried, ‘’If you don’t care for obscenity, you don’t care for the truth; if you don’t care for the truth, watch how you vote. Send guys to war, they come home talking dirty.’’
The truth is sometimes vulgar—especially the truth about war. And any real discussion of the situation in Iraq is going to be controversial. The stories of troops coming home from war will not be pretty or pure, and will rarely be black-and-white enough to align with extremists of any political persuasion. But however ugly and uncomfortable, it is our duty as Americans to understand the truth about the war in Iraq.
Among the ‘objectionable’ sources of the high school students’ script were excerpts from my book, Chasing Ghosts, and the words of my good friend, Sean Huze, an IAVA member who served in Iraq as a Marine Corporal during the initial invasion. Sean is now a successful playwright and the founder of VetStage, a foundation that gives veterans a place to process their war experiences and educate the public about the war. This weekend, Sean’s powerful new play, The Wolf, opened to a star-studded packed house and rave reviews.
As Sean has said, Americans must “pay more attention to what’s being asked of young men and women in uniform. We, as citizens of this country, have a responsibility to be aware of what is going down in our name.” No matter how you feel about the war, veterans like Sean deserve to be heard. That is a lesson Principal Canty could learn from his students.
I urge him and the administration at Wilton High School to correct this situation and let the students perform the play. Sean and I would be honored to attend the performance. And I would also suggest Principal Canty give Sean a call and invite him and the veterans from VetStage to perform his first play, The Sand Storm, at Wilton High as soon as possible. He might learn a thing or two about the war – and about the power of free speech.
GNN contributor Paul Rieckhoff is a veteran of Operation Iraqi Freedom and the Executive Director and Founder of IAVA (Iraq & Afghanistan Veterans of America), the country’s first and largest Iraq Veterans group. IAVA is a non-partisan, non-profit organization headquartered in New York City.
http://gnn.tv/articles/3012/Censorship_in_America
The Union = Justice
In class the guest speak, Michelle, spoke on the Union and her role in the Union and as a library staff member.
As an ardent believer is Socialism and Democracy (The two are intrinsic to one another), I support unions.
The following are a few benefits of a union:
Protection
Benefits
Contracts
Working conditions
Training
Someone to speak on one's behalf
Union representation
When developing contracts there are some important points to remember:
Take to membership
Review grievance files
Read company and employee news
Look to improve or maintain
Have a bargaining team
Pattern bargaining
Money is the last thing talked about
Points that managers should keep in mind:
Understand what your people do
Contracts give structure
An important contemporary issues according to the union:
National healthcare plan
An interesting contemporary managerial theory:
ROW- Results Only Work Environment
The overarching distinguishing feature of the union:
***Fight for justice***
As an ardent believer is Socialism and Democracy (The two are intrinsic to one another), I support unions.
The following are a few benefits of a union:
Protection
Benefits
Contracts
Working conditions
Training
Someone to speak on one's behalf
Union representation
When developing contracts there are some important points to remember:
Take to membership
Review grievance files
Read company and employee news
Look to improve or maintain
Have a bargaining team
Pattern bargaining
Money is the last thing talked about
Points that managers should keep in mind:
Understand what your people do
Contracts give structure
An important contemporary issues according to the union:
National healthcare plan
An interesting contemporary managerial theory:
ROW- Results Only Work Environment
The overarching distinguishing feature of the union:
***Fight for justice***
Overflowing In Box
If I were a management consultant to this library I would focus on the library's organizational structure to recommemend procedures that might improve operations.
The library has an organizational structure that looks good on paper. There is a library director with an administrative assistant. There is a head of circulation, a head of technical services, a head of adult services, a head of children's services, and a vacant head of audiovisual services. There are also 4 circulation desk assistants, an acquisitions librarian, 3 library assistants, a bookmobile librarian, reference librarians, 2 children's library assistants, and an assistant audiovisual librarian. In addition, there is a bookmobile assistant and a reference assistant.
Although there is this organizational set-up in place, the director's in box indicated that responsibilities were not being delegated properly, if at all.
For instance, the issue regarding the children's display should have been asked of someone else and dealt with easily and properly. There are assistants to handle the display, etc. It should have been known that the director was on vacation during this time. Another instance relates to the issue regarding sending an ill employee cards or flowers. At the most, the director's administrative assistant could have handled this. However, Leon should have asked one of his assistant for help in the matter instead. A third instance relates to the group of people that are coming to the library to look at the children's public access terminals. Perhaps e-mails should have been forwarded to the director's assistant during her absence, this way e-mails could have been delegated as necessary. This e-mail could have been sent to the head of technical services right away.
All "problems" are being sent to the director and this is a problem in itself. From the small to the larger issues, they are all getting dumped on the director. The director is not responsible for solving all of these issues and she has other employees to delegate responsibility to. In fact, it should be assumed that many of these employees have MLIS degrees and sufficient background and knowledge of the library to make decisions. It can also be assumed that the employees were hired because they are able to fulfill their job requirements responsibly.
I would recommend that the director meet with the staff and explain delegation and procedures while she is in the office and while she is out of the office.
The library has an organizational structure that looks good on paper. There is a library director with an administrative assistant. There is a head of circulation, a head of technical services, a head of adult services, a head of children's services, and a vacant head of audiovisual services. There are also 4 circulation desk assistants, an acquisitions librarian, 3 library assistants, a bookmobile librarian, reference librarians, 2 children's library assistants, and an assistant audiovisual librarian. In addition, there is a bookmobile assistant and a reference assistant.
Although there is this organizational set-up in place, the director's in box indicated that responsibilities were not being delegated properly, if at all.
For instance, the issue regarding the children's display should have been asked of someone else and dealt with easily and properly. There are assistants to handle the display, etc. It should have been known that the director was on vacation during this time. Another instance relates to the issue regarding sending an ill employee cards or flowers. At the most, the director's administrative assistant could have handled this. However, Leon should have asked one of his assistant for help in the matter instead. A third instance relates to the group of people that are coming to the library to look at the children's public access terminals. Perhaps e-mails should have been forwarded to the director's assistant during her absence, this way e-mails could have been delegated as necessary. This e-mail could have been sent to the head of technical services right away.
All "problems" are being sent to the director and this is a problem in itself. From the small to the larger issues, they are all getting dumped on the director. The director is not responsible for solving all of these issues and she has other employees to delegate responsibility to. In fact, it should be assumed that many of these employees have MLIS degrees and sufficient background and knowledge of the library to make decisions. It can also be assumed that the employees were hired because they are able to fulfill their job requirements responsibly.
I would recommend that the director meet with the staff and explain delegation and procedures while she is in the office and while she is out of the office.
Wednesday, April 4, 2007
Motivation and Good Will Toward Men
In October, the Best Bosses were announced in FORTUNE Small Business. The article, written by Elaine Pofeldt, discusses the use of innovative strategies and rewards to motivate employees.
Here is a description of the study:
"Winning Workplaces is a nonprofit in Evanston, Ill., that helps small-business managers improve their communication skills to make workers more productive and happier.
It assembled a team of respected judges, who culled the 80 applicants by looking at factors such as employee satisfaction ratings and by interviewing workers. The result? Eighteen Best Bosses - 17 from commercial companies and one from a nonprofit."
In the article 5 of the Best Bosses' strategies are featured. The following are quotes in regard to three of the featured bosses:
-- "To ease the stress on the 300-member staff of his public accounting firm, president Richard Caturano offers workers free gourmet dinners and Saturday lunches during the busy season.
For those who don't have time to fuel up at home, there is a year-round, complimentary breakfast buffet with free espresso. A concierge service handles staffers' errands, such as picking up dry cleaning, laundry drop-offs and visits to the auto shop.
And when employees do have spare time, the company makes it easy for them to give back to the community. It provides free or low-cost access to charity events. Perhaps it is not surprising that the company is so generous to its team. It is 100% employee-owned."
-- " What's the best way to keep a young company in the fast lane? Weston, co-founder and CEO of Rackspace Managed Hosting, based in San Antonio, hands top performers the keys to one of his cars, a BMW M3 convertible, for a week. Finding creative ways to recognize the stars on his 1,000-employee staff has helped Weston grow annual sales to $139 million at seven-year-old Rackspace, which hosts web applications for other firms.
"I think it's one of the biggest bargains in business," Weston says. "If you gave somebody a $200 bonus, it wouldn't mean very much. When someone gets to drive my car for a week, they never forget it."
For extra recognition, he offers workers the use of a guest house he owns on the Comal River in New Braunfels, Texas, where the water is 72 degrees year round.
"You know if you work hard, Graham sees it and will take care of you," says David Bryce, 34, vice president of customer care at Rackspace. "You don't have to worry about fighting for yourself to get what's 'due' to you. It's not a lot of fun working for a boss who doesn't give you a raise unless you ask for it."
Weston also offers flexible arrangements for employees working through personal problems. When Bryce, who joined Rackspace in 1999, was struggling to cope with a divorce, Weston offered him several months of paid leave, which he gratefully accepted. "I would do anything for Graham," he says."
-- "It's just as tough for employees to stay competitive in the marketplace as it is for companies. To help his 850-member staff keep their skills sharp, David Williams, CEO of this database marketing agency, requires them to take classes on subjects such as computer programming, business writing, public speaking, and best practices in their field at the firm's The Merkle Institute of Technology, founded in 1990.
Classes are taught by their colleagues, offering lots of opportunities to cross-pollinate ideas with folks in other departments. Classes don't cut into employees' personal time, because they are scheduled during business hours.
To make sure the firm's commitment to employee-education is clear, Williams requires each member to earn a certain number of credits and, in some cases, to teach a certain number of hours to be eligible for an annual raise. The firm, which is 80% employee-owned, holds him to the same standard."
As discussed in class we are (in the United States, specifically) living in a service-oriented work environment. Service, though, is no longer just assumed to the customer. Service takes place for and amongst employees and employers. Motivational techniques that are genuine and honest raise employee empowerment and morale. The aforementioned motivational strategies can and should be employed in library settings. But, perhaps, taking it even further, good nature and encouragement shouldn't always and only be considered as motivation... But, also, part of our community's behaviors.
Here is a description of the study:
"Winning Workplaces is a nonprofit in Evanston, Ill., that helps small-business managers improve their communication skills to make workers more productive and happier.
It assembled a team of respected judges, who culled the 80 applicants by looking at factors such as employee satisfaction ratings and by interviewing workers. The result? Eighteen Best Bosses - 17 from commercial companies and one from a nonprofit."
In the article 5 of the Best Bosses' strategies are featured. The following are quotes in regard to three of the featured bosses:
-- "To ease the stress on the 300-member staff of his public accounting firm, president Richard Caturano offers workers free gourmet dinners and Saturday lunches during the busy season.
For those who don't have time to fuel up at home, there is a year-round, complimentary breakfast buffet with free espresso. A concierge service handles staffers' errands, such as picking up dry cleaning, laundry drop-offs and visits to the auto shop.
And when employees do have spare time, the company makes it easy for them to give back to the community. It provides free or low-cost access to charity events. Perhaps it is not surprising that the company is so generous to its team. It is 100% employee-owned."
-- " What's the best way to keep a young company in the fast lane? Weston, co-founder and CEO of Rackspace Managed Hosting, based in San Antonio, hands top performers the keys to one of his cars, a BMW M3 convertible, for a week. Finding creative ways to recognize the stars on his 1,000-employee staff has helped Weston grow annual sales to $139 million at seven-year-old Rackspace, which hosts web applications for other firms.
"I think it's one of the biggest bargains in business," Weston says. "If you gave somebody a $200 bonus, it wouldn't mean very much. When someone gets to drive my car for a week, they never forget it."
For extra recognition, he offers workers the use of a guest house he owns on the Comal River in New Braunfels, Texas, where the water is 72 degrees year round.
"You know if you work hard, Graham sees it and will take care of you," says David Bryce, 34, vice president of customer care at Rackspace. "You don't have to worry about fighting for yourself to get what's 'due' to you. It's not a lot of fun working for a boss who doesn't give you a raise unless you ask for it."
Weston also offers flexible arrangements for employees working through personal problems. When Bryce, who joined Rackspace in 1999, was struggling to cope with a divorce, Weston offered him several months of paid leave, which he gratefully accepted. "I would do anything for Graham," he says."
-- "It's just as tough for employees to stay competitive in the marketplace as it is for companies. To help his 850-member staff keep their skills sharp, David Williams, CEO of this database marketing agency, requires them to take classes on subjects such as computer programming, business writing, public speaking, and best practices in their field at the firm's The Merkle Institute of Technology, founded in 1990.
Classes are taught by their colleagues, offering lots of opportunities to cross-pollinate ideas with folks in other departments. Classes don't cut into employees' personal time, because they are scheduled during business hours.
To make sure the firm's commitment to employee-education is clear, Williams requires each member to earn a certain number of credits and, in some cases, to teach a certain number of hours to be eligible for an annual raise. The firm, which is 80% employee-owned, holds him to the same standard."
As discussed in class we are (in the United States, specifically) living in a service-oriented work environment. Service, though, is no longer just assumed to the customer. Service takes place for and amongst employees and employers. Motivational techniques that are genuine and honest raise employee empowerment and morale. The aforementioned motivational strategies can and should be employed in library settings. But, perhaps, taking it even further, good nature and encouragement shouldn't always and only be considered as motivation... But, also, part of our community's behaviors.
Good Manners (vs. Bad Manners)
In 2002 Judith Broady-Preston and Lucy Steel published their article, "Employees, customers, and internal marketing strategies in LIS." This article discusses internal markerting. Internal marketing is described as "the management philosophy of treating employees as customers."
Like Hise's article (reviewed in the previous post) this article makes it clear that employers must recruit and retain the right people for the jobs. However, this article differs from Hise's article in the fact that it promotes attracting, selecting, training, motivating, directing, evaluating, and rewarding employees.
A main point that Broady-Preston and Lucy Steel bring up is the importance of training and development. Good training leeds to a quality staff and quality service. And, "The development of employees is a key component of internal marketing." "A staff development programme is essential if we are to make effective and efficient use of staff, and to provide them with the skills to succeed in an ever-changing environment."
To retain and encourage good employees, motivational techniques should also be used. Managers should continually "share in, acknowledge, and praise the achievements and contributions made by members of staff."
Unlike Hise, Broady-Preston and Lucy Steel recognize the affirmation of employees as assetts to the organization. Hence, all libraries ought to have processes in place to recruit, train and develop staff in a positive manner.
Source:
Employees, customers and internal marketing strategies in LIS. Judith Broady-Preston, Lucy Steel. Library Management. Bradford: 2002.Vol.23, Iss. 8/9; pg. 384, 10 pgs.
Like Hise's article (reviewed in the previous post) this article makes it clear that employers must recruit and retain the right people for the jobs. However, this article differs from Hise's article in the fact that it promotes attracting, selecting, training, motivating, directing, evaluating, and rewarding employees.
A main point that Broady-Preston and Lucy Steel bring up is the importance of training and development. Good training leeds to a quality staff and quality service. And, "The development of employees is a key component of internal marketing." "A staff development programme is essential if we are to make effective and efficient use of staff, and to provide them with the skills to succeed in an ever-changing environment."
To retain and encourage good employees, motivational techniques should also be used. Managers should continually "share in, acknowledge, and praise the achievements and contributions made by members of staff."
Unlike Hise, Broady-Preston and Lucy Steel recognize the affirmation of employees as assetts to the organization. Hence, all libraries ought to have processes in place to recruit, train and develop staff in a positive manner.
Source:
Employees, customers and internal marketing strategies in LIS. Judith Broady-Preston, Lucy Steel. Library Management. Bradford: 2002.Vol.23, Iss. 8/9; pg. 384, 10 pgs.
A Company's Fire and Brimstone
Today in FORTUNE Phaedra Hise wrote an article, "7 ways to avoid employees from hell." Her 7 suggestions are as follows (With description):
1. Know the laws
The latest federal employment regulations can be found at the Web sites of the Department of Labor, EEOC and OSHA. Local regs are trickier to track, as each state has different regulatory agencies. Most employment lawyers offer pamphlets that describe the pertinent requirements.
2. Have a handbook
It's probably last on your priority list, but an employee handbook establishes that you treat all employees consistently and don't single anyone out.
3. Don't use contracts
Employment contracts can hamper your ability to fire an employee. If a contract states that you will employ someone for two years, you can't let him go after six months.
4. Keep written records
Think "evidence." Have managers document conversations and evaluations immediately, even if it's just jotting a (professionally worded) note for the files.
5. Don't move the aggrieved
Don't assume that your problems will be solved by transferring an employee to another position. He may not consider the new job to be equivalent and could charge retaliation.
6. Hire well
Even the lowest-level prospect - the kind who is typically hired quickly - should be thoroughly vetted by at least two interviewers. Check references.
7. Be proactive
Even the smallest personnel issue should be addressed immediately. Any delay will give a potential employee from hell the time to stockpile ammunition for a lawsuit.
Hises's article is interesting because it's purpose is to "save" the hiring organization from potential employee lawsuits (In the case an employee gets fired).
Her first point is important. It is essential that employers, as well as their employees, understand the laws. These should be laid-out in a handbook and frequently updated.
The second point is imperative because a handbook instructs and informs policies. As discussed in class, and via our case studies, we have learned that it is absolutely necessary to have procedures in place regarding employee hiring, behavior, assessment, and potential firing. Without such policies administrators and managers are often left hanging with no external or internal benchmarks.
Point four neatly ties in with point two. It must be remembered though that documentation should not be used to "punish" only. Documentation should also be used to encourage and praise employee work habits and accomplishments. Encouragement leads to encouraged workers and a better work team and environment.
Point six is important. As studied in class, different methods can be used in the hiring process. Via scientific management processes and current organizational trends we have learned that the hiring process is an important part of our administrative and organizational responsibilities. The interviewer should be well-prepared with relevant questions. In a previous case study I mentioned that at least three candidates should be interviewed for any position offered.
Hise's seventh point focuses on confrontation. She correctly suggests that all issues be dealt with immediately. However, her motive for this does not seem especially fair. As we discussed in class and in a previous case study, issues should be dealt with in a timely manner and the employee should not feel "put on the spot" or "threatened." The employee should also know, in advance (via the handbook) that she has options regarding who she is able to speak with about a grievance, etc. Being proactive should not be viewed as the way to avoid potential lawsuits. Being proactive is a way to encourage and maintain positive attitudes and relations.
Overall, this article only does a satisfactory job at conveying a message. This article fails to touch upon the most important administrative and managerial themes. Administrators and managers are not the overseerers of little devils. As discussed in class, employees should not be seen as burdens, but, instead, should be viewed as assets; hence, treated as assets. Employers must be willing to have the sorts of attitudes, actions, and committments to encouraging a positive workplace where employees feel they can be a part of a team and grow.
1. Know the laws
The latest federal employment regulations can be found at the Web sites of the Department of Labor, EEOC and OSHA. Local regs are trickier to track, as each state has different regulatory agencies. Most employment lawyers offer pamphlets that describe the pertinent requirements.
2. Have a handbook
It's probably last on your priority list, but an employee handbook establishes that you treat all employees consistently and don't single anyone out.
3. Don't use contracts
Employment contracts can hamper your ability to fire an employee. If a contract states that you will employ someone for two years, you can't let him go after six months.
4. Keep written records
Think "evidence." Have managers document conversations and evaluations immediately, even if it's just jotting a (professionally worded) note for the files.
5. Don't move the aggrieved
Don't assume that your problems will be solved by transferring an employee to another position. He may not consider the new job to be equivalent and could charge retaliation.
6. Hire well
Even the lowest-level prospect - the kind who is typically hired quickly - should be thoroughly vetted by at least two interviewers. Check references.
7. Be proactive
Even the smallest personnel issue should be addressed immediately. Any delay will give a potential employee from hell the time to stockpile ammunition for a lawsuit.
Hises's article is interesting because it's purpose is to "save" the hiring organization from potential employee lawsuits (In the case an employee gets fired).
Her first point is important. It is essential that employers, as well as their employees, understand the laws. These should be laid-out in a handbook and frequently updated.
The second point is imperative because a handbook instructs and informs policies. As discussed in class, and via our case studies, we have learned that it is absolutely necessary to have procedures in place regarding employee hiring, behavior, assessment, and potential firing. Without such policies administrators and managers are often left hanging with no external or internal benchmarks.
Point four neatly ties in with point two. It must be remembered though that documentation should not be used to "punish" only. Documentation should also be used to encourage and praise employee work habits and accomplishments. Encouragement leads to encouraged workers and a better work team and environment.
Point six is important. As studied in class, different methods can be used in the hiring process. Via scientific management processes and current organizational trends we have learned that the hiring process is an important part of our administrative and organizational responsibilities. The interviewer should be well-prepared with relevant questions. In a previous case study I mentioned that at least three candidates should be interviewed for any position offered.
Hise's seventh point focuses on confrontation. She correctly suggests that all issues be dealt with immediately. However, her motive for this does not seem especially fair. As we discussed in class and in a previous case study, issues should be dealt with in a timely manner and the employee should not feel "put on the spot" or "threatened." The employee should also know, in advance (via the handbook) that she has options regarding who she is able to speak with about a grievance, etc. Being proactive should not be viewed as the way to avoid potential lawsuits. Being proactive is a way to encourage and maintain positive attitudes and relations.
Overall, this article only does a satisfactory job at conveying a message. This article fails to touch upon the most important administrative and managerial themes. Administrators and managers are not the overseerers of little devils. As discussed in class, employees should not be seen as burdens, but, instead, should be viewed as assets; hence, treated as assets. Employers must be willing to have the sorts of attitudes, actions, and committments to encouraging a positive workplace where employees feel they can be a part of a team and grow.
Monday, April 2, 2007
What Remains of Ashes?
Derrida wrote, “He burns his text and erases the traces of his steps.” Why does Derrida say this? Why is this so important to him? Must we forget to move within the present and move forward? I diverge from Derrida on this point. Instead, I turn to MacIntyre who writes, “Man is in his actions and practice, as well as in his fictions, essentially a story-telling animal. He is not essentially, but becomes through his history, a teller of stories that aspire to truth. But the key question for men is not about their own authorship; I can only answer the question ‘What am I to do?’ if I can answer the prior question ‘Of what story or stories do I find myself a part?’” (MacIntyre, Alasdair. After Virtue. Indiana: University of Notre Dame Press, 1984. p. 216).
One thing I've learned in this class, through our readings and group assignments is that library administration must take the aforementioned seriously. Libraries are not passive repositories. Librarians and the libraries they inhabit must tell stories; indeed, they DO tell stories... And these stories must not be left to the past or forgotten. Subsequently, librarians (And libraries) must remain active story-tellers. We must remember and voice our tradition. Librarians can do this by "rallying the troops." Administrative teams must be on board to relay the message of stories and the libraries place in relation to multiple stories (Books, etc.) and in relation to the broader story of the library's historical place in our world and concepts.
One thing I've learned in this class, through our readings and group assignments is that library administration must take the aforementioned seriously. Libraries are not passive repositories. Librarians and the libraries they inhabit must tell stories; indeed, they DO tell stories... And these stories must not be left to the past or forgotten. Subsequently, librarians (And libraries) must remain active story-tellers. We must remember and voice our tradition. Librarians can do this by "rallying the troops." Administrative teams must be on board to relay the message of stories and the libraries place in relation to multiple stories (Books, etc.) and in relation to the broader story of the library's historical place in our world and concepts.
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