Competency D ~
Apply the fundamental principles of planning, management, and marketing/advocacy.
Statement
"Effective organizations cannot rest on past success. Instead, they must focus on quality and customer satisfaction, must respond quickly to changes in the external environment, must be creative and innovative, and must be committed to continuous learning."
(Stueart & Moran, 2007, p.5)
It has been suggested that in today's libraries all librarians are involved to some extent in library management, planning, and marketing. Because of this, it is crucial for librarians in all levels of management to have a firm understanding of the fundamental principles of library planning, management, and marketing/advocacy. Management by definition is "using organizational resources to achieve objectives through planning, organizing, staffing, leading, and controlling" (Stueart & Moran, 2007, p.6). In order for successful and sustained management to occur, there must be a plan set in place to guide information professionals along the way. A common tool libraries use to assist with organized management is a strategic plan. Having a strategic plan means "having a clear understanding of the organization's objectives, while at the same time being aware of the organization's resources, and incorporating both into being consciously responsive to a dynamic external environment" (Stueart & Moran, 2007, p.99). During the strategic planning process planning several things must happen: planning committees are formed; a strategic focus is established through vision, mission, and values; goals and objectives are identified; and a survey of the environmental influences impacting the library is carried out. According to Stueart and Moran (2007), "one primary benefit of strategic planning is that it serves as a necessary self-analysis or self-study that allows the organization to identify its strengths and weaknesses and then develop priorities within the framework of physical and financial capabilities" (p. 99).
Planning is the first managerial function carried out by all managers, and it is arguably the most important managerial function. Without a solid plan, managers have no direction and cannot make smooth transitions from project to project or even from day to day. With a plan in place, managers are equipped with the necessary tools and resources to direct the work of others, to predict future needs, and to accomplish organizational goals. Before a library can begin to plan for change there needs to be an assessment of staff perceptions of change. It is common to encounter library staff who are resistant to or fearful of change and because of that fear will fight the planning process. To help with this resistance, library managers can make extra efforts to involve everyone in the planning process, even if on a small scale, and create a non-competitive, non-threatening planning climate. Stueart and Moran (2007) suggest that "a successful planning approach must build an understanding of the library's or information center's reason for existence and capabilities as an essential first step to identifying future decisions" (p. 72).
Once information organizations have an understanding of the planning process and have created a planning document (like a strategic plan), library directors and supervisors can begin to manage effectively; management can begin to faciitate the use of organizational resources to achieve established objectives. It is important to establish who managers are within an organization so all staff know who the decision makers are and to whom questions and concerns should be directed. Basically, managers are "individuals within an organization who are responsible for, and support the work of, other individuals" (Stueart & Moran, 2007, p. 6). Often, organizations will compile an organizational chart listing the hierarchy of management so there is no confusion about who is responsible for what area of operation. I have had past experiences in management where I supervised a group of ten or more people. Often, as in my case, the opportunity to become part of a management team comes unexpectedly or accidentally. I did not intend to become a manager, but the opportunity presented itself to me and I accepted. What I want to mention about my experience as a manager is that for me it was a learning process, and being in a position where I was responsible for the work of others was very humbling. Among the skills that managers must possess are political skills, analytical skills, problem-solving skills, financial skills, and systems skills. I possessed four out of the six listed here. I had to develop a political attitude so that I would be able to advocate for what I knew was best for the organization, and I had to learn financial skills so that I would be able to assist with budgeting. As the saying suggests, management is not for everyone, but it can be learned; once understood, it can be carried out successfully.
Like planning and management, marketing is an ongoing process that aims to communicate organizational goals and values to the public. Marketing is another very important component of the planning process and the development of a marketing strategy is usually an outcome of the planning process. Marketing strategies should include public relations, positive publicity, advertising, creating a welcoming organization-wide ambiance, and fundraising. I understand marketing as having two segments: an internal and an external. Internal marketing includes "good internal communications and a unified concept of customer consciousness among all staff . . . staff must be aware of and embrace the value of customer satisfaction." External marketing involves "understanding users, their expectations, the patterns of access by seekers and their preferences, and the barriers that exist in attracting potential [users]" (Stueart & Moran, 2007, p. 121). A solid marketing strategy is fundamental to the success of any organization whether the organization is for-profit or not. The strategy is necessary to develop so that the organization can customize services to meet the needs of the community.
Evidence
Two assignments I completed for LIBR 204 Information Organizations and Management with Professor Joseph Matthews will serve as evidence for this competency. The first assignment is a strategic plan I developed with a partner for John F. Kennedy Public Library, and the second is an operational plan I developed for the same public library mentioned above. Creating a strategic plan from start to finish was an immersive task. My partner and I surrounded ourselves with planning resources and learned the ins and outs of the strategic process. One of the most beneficial learning outcomes of this assignment was that I learned the value of the strategic planning process. Also, the great sense of accomplishment felt from producing the final product is priceless. Because this group only consisted of two people, we both were integral contributors during every step of the project. The strategic plan includes an introduction explaining the scope of the document and sections explaining the strategic focus, goals and objectives, environmental analysis, demographics, library statistics, budget issues, focusing resources, and ongoing leadership and support. Being exposed to the planning process in such a comprehensive way allowed me to develop a tangible understanding of the benefits libraries gain when they engage in strategic planning. I stepped away from the project confident in my understanding that when strategic planning is carried out libraries will be more effective in meeting the needs of library users; that staff members will have a better understanding of the goals and direction of the library; that the actual writing and preparation of the plan itself helps to clarify the thinking of the individuals involved in the planning process; that customers are likely to be more satisfied with the services provided to them by the library; that having a clear purpose will give all staff members a better understanding of the relationships and roles of each individual and how those roles contribute to serving the library's customers; that the library should be able to develop an effective marketing plan to communicate the benefits and value of using the library; and finally, that having a strategic plan will help the library obtain additional resources because funding issues and other obstacles are better understood.
The operational plan I developed allowed me to apply the concepts I learned from creating the strategic plan to a smaller scale project. Even on a smaller scale, like within individual departments looking to plan a change, strategic planning can be very beneficial. This assignment reinforced the fact that successful management requires guidance and change can only be successfully managed with a clear, focused, and communicated plan in place. Creating an operational plan for a signle department helps individual departments develop their own vision, while still catering to the larger vision and mission of the organization as a whole. When individual departments are run successfully, whole organizations tend to run more smoothly. When we think of planning, managing, and marketing on a smaller scale, it helps us begin to comprehend how to tackle the same processes on a larger scale.
Conclusion
Understanding the fundamental principles of planning, management, and marketing/advocacy is essential for all graduates of library and information science. Once we understand how the three are connected we can begin to comprehend how all the processes of library service work together. My experiences creating a strategic plan and a departmental operational plan have helped me grasp the concepts needed to plan for change and manage that plan for change. Going through the motions, working with a partner to brainstorm and collaborate, and then fitting all the pieces together to create a strategic document has given me the skills and confidence needed to apply what I've learned to any planning, managing, or marketing situation.
References
Stueart, R. D., & Moran, B. B. (2007). Library and information center management. Westport, CT: Libraries Unlimited.
Evidentiary Material
"Effective organizations cannot rest on past success. Instead, they must focus on quality and customer satisfaction, must respond quickly to changes in the external environment, must be creative and innovative, and must be committed to continuous learning."
(Stueart & Moran, 2007, p.5)
It has been suggested that in today's libraries all librarians are involved to some extent in library management, planning, and marketing. Because of this, it is crucial for librarians in all levels of management to have a firm understanding of the fundamental principles of library planning, management, and marketing/advocacy. Management by definition is "using organizational resources to achieve objectives through planning, organizing, staffing, leading, and controlling" (Stueart & Moran, 2007, p.6). In order for successful and sustained management to occur, there must be a plan set in place to guide information professionals along the way. A common tool libraries use to assist with organized management is a strategic plan. Having a strategic plan means "having a clear understanding of the organization's objectives, while at the same time being aware of the organization's resources, and incorporating both into being consciously responsive to a dynamic external environment" (Stueart & Moran, 2007, p.99). During the strategic planning process planning several things must happen: planning committees are formed; a strategic focus is established through vision, mission, and values; goals and objectives are identified; and a survey of the environmental influences impacting the library is carried out. According to Stueart and Moran (2007), "one primary benefit of strategic planning is that it serves as a necessary self-analysis or self-study that allows the organization to identify its strengths and weaknesses and then develop priorities within the framework of physical and financial capabilities" (p. 99).
Planning is the first managerial function carried out by all managers, and it is arguably the most important managerial function. Without a solid plan, managers have no direction and cannot make smooth transitions from project to project or even from day to day. With a plan in place, managers are equipped with the necessary tools and resources to direct the work of others, to predict future needs, and to accomplish organizational goals. Before a library can begin to plan for change there needs to be an assessment of staff perceptions of change. It is common to encounter library staff who are resistant to or fearful of change and because of that fear will fight the planning process. To help with this resistance, library managers can make extra efforts to involve everyone in the planning process, even if on a small scale, and create a non-competitive, non-threatening planning climate. Stueart and Moran (2007) suggest that "a successful planning approach must build an understanding of the library's or information center's reason for existence and capabilities as an essential first step to identifying future decisions" (p. 72).
Once information organizations have an understanding of the planning process and have created a planning document (like a strategic plan), library directors and supervisors can begin to manage effectively; management can begin to faciitate the use of organizational resources to achieve established objectives. It is important to establish who managers are within an organization so all staff know who the decision makers are and to whom questions and concerns should be directed. Basically, managers are "individuals within an organization who are responsible for, and support the work of, other individuals" (Stueart & Moran, 2007, p. 6). Often, organizations will compile an organizational chart listing the hierarchy of management so there is no confusion about who is responsible for what area of operation. I have had past experiences in management where I supervised a group of ten or more people. Often, as in my case, the opportunity to become part of a management team comes unexpectedly or accidentally. I did not intend to become a manager, but the opportunity presented itself to me and I accepted. What I want to mention about my experience as a manager is that for me it was a learning process, and being in a position where I was responsible for the work of others was very humbling. Among the skills that managers must possess are political skills, analytical skills, problem-solving skills, financial skills, and systems skills. I possessed four out of the six listed here. I had to develop a political attitude so that I would be able to advocate for what I knew was best for the organization, and I had to learn financial skills so that I would be able to assist with budgeting. As the saying suggests, management is not for everyone, but it can be learned; once understood, it can be carried out successfully.
Like planning and management, marketing is an ongoing process that aims to communicate organizational goals and values to the public. Marketing is another very important component of the planning process and the development of a marketing strategy is usually an outcome of the planning process. Marketing strategies should include public relations, positive publicity, advertising, creating a welcoming organization-wide ambiance, and fundraising. I understand marketing as having two segments: an internal and an external. Internal marketing includes "good internal communications and a unified concept of customer consciousness among all staff . . . staff must be aware of and embrace the value of customer satisfaction." External marketing involves "understanding users, their expectations, the patterns of access by seekers and their preferences, and the barriers that exist in attracting potential [users]" (Stueart & Moran, 2007, p. 121). A solid marketing strategy is fundamental to the success of any organization whether the organization is for-profit or not. The strategy is necessary to develop so that the organization can customize services to meet the needs of the community.
Evidence
Two assignments I completed for LIBR 204 Information Organizations and Management with Professor Joseph Matthews will serve as evidence for this competency. The first assignment is a strategic plan I developed with a partner for John F. Kennedy Public Library, and the second is an operational plan I developed for the same public library mentioned above. Creating a strategic plan from start to finish was an immersive task. My partner and I surrounded ourselves with planning resources and learned the ins and outs of the strategic process. One of the most beneficial learning outcomes of this assignment was that I learned the value of the strategic planning process. Also, the great sense of accomplishment felt from producing the final product is priceless. Because this group only consisted of two people, we both were integral contributors during every step of the project. The strategic plan includes an introduction explaining the scope of the document and sections explaining the strategic focus, goals and objectives, environmental analysis, demographics, library statistics, budget issues, focusing resources, and ongoing leadership and support. Being exposed to the planning process in such a comprehensive way allowed me to develop a tangible understanding of the benefits libraries gain when they engage in strategic planning. I stepped away from the project confident in my understanding that when strategic planning is carried out libraries will be more effective in meeting the needs of library users; that staff members will have a better understanding of the goals and direction of the library; that the actual writing and preparation of the plan itself helps to clarify the thinking of the individuals involved in the planning process; that customers are likely to be more satisfied with the services provided to them by the library; that having a clear purpose will give all staff members a better understanding of the relationships and roles of each individual and how those roles contribute to serving the library's customers; that the library should be able to develop an effective marketing plan to communicate the benefits and value of using the library; and finally, that having a strategic plan will help the library obtain additional resources because funding issues and other obstacles are better understood.
The operational plan I developed allowed me to apply the concepts I learned from creating the strategic plan to a smaller scale project. Even on a smaller scale, like within individual departments looking to plan a change, strategic planning can be very beneficial. This assignment reinforced the fact that successful management requires guidance and change can only be successfully managed with a clear, focused, and communicated plan in place. Creating an operational plan for a signle department helps individual departments develop their own vision, while still catering to the larger vision and mission of the organization as a whole. When individual departments are run successfully, whole organizations tend to run more smoothly. When we think of planning, managing, and marketing on a smaller scale, it helps us begin to comprehend how to tackle the same processes on a larger scale.
Conclusion
Understanding the fundamental principles of planning, management, and marketing/advocacy is essential for all graduates of library and information science. Once we understand how the three are connected we can begin to comprehend how all the processes of library service work together. My experiences creating a strategic plan and a departmental operational plan have helped me grasp the concepts needed to plan for change and manage that plan for change. Going through the motions, working with a partner to brainstorm and collaborate, and then fitting all the pieces together to create a strategic document has given me the skills and confidence needed to apply what I've learned to any planning, managing, or marketing situation.
References
Stueart, R. D., & Moran, B. B. (2007). Library and information center management. Westport, CT: Libraries Unlimited.
Evidentiary Material
strategicplan_libr204.pdf | |
File Size: | 324 kb |
File Type: |
ya_operationalplan_libr204.pdf | |
File Size: | 339 kb |
File Type: |