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8/2/2019 024 Vinod Kumar
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LeadershipandStaffManagementinUniversity
Libraries:AComparativeStudyofthreeUniversity
LibrariesofNorthernIndia.
VinodKumar,
AssistantLibrarian,
GuruJambheshwarUniversityofScience&Technology,Hisar
AbhaSharma,
Librarian,
HaryanaSpaceApplicationCentre,Hisar
HarbhajanBansal,
Professor,
HaryanaSchool
of
Business,
GuruJambheshwarUniversityofScience&Technology,Hisar
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StructureoftheTopic Library
LibraryManagement
Leadership
Managerv/sLeader
Leadership
Styles StaffManagement
Leadership&StaffManagement
Suggestions
Conclusion
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LIBRARY
Whatever may the types of libraries, collection,
organization
and
dissemination
remain
theprimaryfunctions.
An
organized
collection
of
books
and
other
reading and audiovisual materials, and theservices of a staff able to provide and interpret
such
materials
as
are
required
to
meet
theinformational, research, educational or
recreationalneedsofitsusers Barua.
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LibraryManagement
Library management is a subdiscipline of
institutional
management
that
focuses
on
specificissuesfacedbylibraries.
Library management includes normal
management tasks as well as intellectual
freedom,
anticensorship
and
fundraising
tasks.
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Needfor
Library
Management
The dynamic growth and abundance of information on the one hand andadvancement in information communication technologies on the other haveopenedthevistasofapplyingmanagementpracticesinthelibraries.
It is a challenge for the libraries to filter and deliver the most useful informationfromthevastquantityavailableanywhere.
Library professionals need to manage the library resources man, money,
machine,materials
in
order
to
meet
the
increasing
demand
of
quality
library
servicestotheirusers.
Increasing costs of information products, shrinking budget, and increasing fees
have
enhanced
the
accountability
of
university
libraries.
Application of IT in libraries has extended the scope of library services andaccordingly enhanced the expectations of users for high quality informationservices.
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Leadership
Leadership is a process by which a person
influencesothers
to
accomplish
an
objective
and
directs the organization in a way that makes itmorecohesiveandcoherent.
The administrative effectiveness of the librarydepends upon the character, knowledge and
administrative
skill
of
the
librarian
and
theprincipalassistantswhoaidhim inadministering
thelibrary.
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ManagementandLeadership
Managementisdoingthingsright;Leadershipisdoingtherightthings.
PeterDrucker
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Managers
verses
Leaders Managersdictate,leadersinspire Leadersleadbyaskingquestions,notbyissuing
instructions
Leadersdostrategy,managersdodetails Themanageradministers;theleaderinnovates. Themanagermaintains;theleaderdevelops. The
manager
accepts
reality;
the
leader
investigates
it.
Themanagerfocusesonsystemsandstructures;theleaderfocusesonpeople.
Themanagerreliesoncontrol;theleaderinspirestrust
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Managersverses
Leaders...
Themanagerhasashortrangeview;theleaderhasalong
rangeperspective.
Themanageraskshowandwhen;theleaderaskswhatandwhy.
Themanagerhashisorhereyealwaysonthebottomline;the
leaderhas
his
or
her
eye
on
the
horizon.
Themanagerimitates;theleaderoriginates.
Themanageracceptsthestatusquo;theleaderchallengesit.
Themanageristheclassicgoodsoldier;theleaderishisorherown
http://www.slideshare.net/verzosaf/libraryleadership
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LeadershipStyles
AutocraticLeadershipAnautocraticleadershipisaonesidedwayinwhichtheleader
runshisbusiness.Theleadertellsthepeoplewhattodo,he
decidesthetargetsandhehimselfensuresthattheworkgets
done.Hedoesnotencouragecriticismofhisways,oranysuggestionsofanysort.
The autocraticleadership
style works
well
if
there
is
aleader
whoisquitesimplythebestatwhathedoes.Ifnot,itcanbe
disastrous.
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LeadershipStyles
LaissezFaireLeadershipInthelaissezfaireleadershipstyle,theleadertrustshis
subordinatestodothejobfairlywellbythemselveswithout
havingtobrandishastickatthem.Heonlyfocusesonthe
intellectualpart
of
his
work.
He
encourages
his
subordinates
tocomeuptohimandgivesuggestions,whichhefeelswill
workinfavorofthebusiness.
Thisleadershipstyleswillworkonlyifyouhaveanintelligent
andcommittedworkforceotherwisethewholesystemwillbe
collapsed.
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LeadershipStyles
ParticipativeLeadershipThethirdandlastoftheleadershipstylesinmanagementisa
mixofthetwo.Theroleofleadershipinmanagementhereis
toencouragetheparticipationofhisteammembersin
makingthe
decision.
The
communication
in
this
style
of
leadershipisdecidedlytwoway.Theleadertellsthe
subordinatewhattodoandthesubordinateinturntellsthe
leader
his
experience
and
if
any
changes
are
required
in
order
tomakeitamore effectiveleadershipstyle.
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Methodology
The study is carried out in the libraries of three
universities
namely
Kurukshetra
University,
Kurukshetra, Panjab University, Chandigarh and
UniversityofJammu.
The objective of the study is to know the
perception level of library authorities towards
application of leadership and staff managementdimensionsintheuniversitylibraries.
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MethodologyThedataiscollectedinpersonbyvisitingthe
libraries
to
avoid
any
ambiguity.
The
data
is
collectedbyusingaquestionnaireonLikertsfivepointsscale.Thefivepointsrepresents
1=Strongly
Agreed,
2=Agreed,
3=PartiallyAgreed,
4=Disagreed
and
5=StronglyDisagreed.
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To know the librarians view, total 8 statements are taken intoconsideration under the leadership dimension of management as
shown in the table.
A peep at this table makes it clear that the best average score 1 isobserved in the statement I recognize performances on team basisrather on individual basis and
the worst score 2.67 is observed in two statements I believe that all ofus have more or less equal potential and I praise orally in public foroutstanding performance and condemn privately for poor performance.
The average score is observed as 1.7 which is closer to agreedcategory.
The best average score across all the eight statements under leadershipdimension is observed in PUC (1.63) followed by KUK (1.88) which isnear to agreed category.
The worst score of2.25 is observed in UoJ.
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LeadershipUniversities
AverageKUK PUC UoJ
1 Leadership plays a vital role in providing effective and efficient
library services 2 1 1 1.33
2 I prefer to work as facilitator and motivator rather as authoritarian 2 1 2 1.67
3 I consider the importance of different teams for the improvement of
processes, procedures and practices 1 2 2 1.67
4 I recognize performances on team basis rather on individual basis 1 1 1 1.00
5 I believe that all of us have more or less equal potential 2 2 4 2.67
6 I praise orally in public for outstanding performance and condemn
privately for poor performance 2 3 3 2.67
7 I believe that person at the top is in the best position to make major
decisions 2 1 4 2.33
8 I can easily categories my subordinates as good and bad 3 2 1 2.00
Average 1.88 1.63 2.25 1.7
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StaffManagement
Staff in any organization is the crucial resource tomanage.Librariesarealsonotanexception.
Staff management is the management of thesubordinatesinanorganization.
In large organizations, many of these functions areperformed by a specialist department such asPersonnelorHuman Resources,butall linemanagers
are
still
required
to
supervise
and
administer
theactivities and wellbeing of the staff that report to
them
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StaffManagement
in
Libraries
The librarians should be familiar with the principlesand practices of personnel management in order to
involveall
staff
in
participative
management.
The success of library services depends on the
interaction
between
the
staff
at
different
levels.
The
personnel management in library may include thefactors such as delegation of authority, unity ofcommand, staff training, good working environment,
job
description,
good
communication
among
staff,
staffmeetingsandhealthyrelationsamongstaff.
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Theaveragescoresobservedfor9statementsrelatedtostaffmanagementin
threeuniversitiesisshownintable.
Thebestaveragescore1.33 isobservedinfourstatementsi.e.
Suggestionsarealwayswelcomedfromlibrarystaff,
Library Staff is considered as an asset to be developed rather thancommoditytobeused,
Ihave
faith
in
my
subordinates
ability,
potential,
knowledge
and
skills &
Thestaffismotivatedonregularbasisforbeingqualityconsciousness.
The worst score 2.00 is observed in two statements To make bettercommunication with the sections heads, telephone/ intercom facility isprovided
in
all
sections and
I
help
my
subordinates
in
career
planning.
Theaveragescore i.e.1.43 isobserved inall the9statements in all thethree universities which is almost in between strongly agreed andagreed categories. The best average score (1.22) is observed in PUCfollowed
by
1.33
in
UoJ
which
are
very
near
to
strongly
agreed category.
Theworstscoreof2.22 isobserved inKUKwhich isoverandabove theagreedcategory.
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Staff ManagementUniversities
AverageKUK PUC UoJ
1 Suggestions are always welcomed from library staff. 2 1 1 1.332 Library Staff is considered as an asset to be developed rather
than commodity to be used 2 1 1 1.333 I have faith in my subordinates ability, potential, knowledge and
skills 2 1 1 1.334 To make better communication with the sections heads,
telephone/ intercom facility is provided in all sections. 2 1 3 2.005 Reasonable Authority is delegated to the Staff responsible for a
particular Job 3 1 1 1.67
6 The staff is motivated on regular basis for being quality
consciousness. 2 1 1 1.33
7 I want to use workers heads and hearts in addition to their hands 2 2 1 1.67
8 Staff is encourage for further education and training for
improvement 3 1 1 1.67
9 I help my subordinates in career planning. 2 2 2 2.00
Average 2.22 1.22 1.33 1.43
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Leadershipand
Staff
Management
It becomes evident from table that the average score forleadership dimension is 1.7 whereas the average score for staff
managementis
1.43.
The
score
of
leadership
dimension
is
better
in
PUC(1.63)andKUK(1.88)ascomparedtoUoJ(2.25).
Ontheotherhand,scoreofstaffmanagementshowsthedifferentstorywhereitisbetterinPUC(1.22)andUoJ(1.33)ascomparedtoKUK
(2.22).
PUC has the best score of 1.43 as compared to 1.79 of UoJ and2.05 of KUK. Dimensionwise better score is observed in staff
management (1.43)as
compared
to
leadership (1.7)
against
the
average(1.57)score.
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LeadershipandStaffManagementAverage Score KUK PUC UoJ
Average
Score
Leadership 1.88 1.63 2.25 1.7
Staff Management 2.22 1.22 1.33 1.43
Total Average score 2.05 1.43 1.79 1.57
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Suggestions: The librarian of UoJ should take appropriate action to
motivate the staff and believe in the strength, ability andknowledgeofthesubordinatestaff.
He should take appropriate steps to develop bettercommunication, good human relations amongst the librarystaff.
Ontheotherside thelibrarianofKUKshouldtakeactionforbetter staff management by involving them in the decisionmaking process. An environment of participativemanagement by calling meetings of section heads and line
staffneed
to
be
created.
Thestaffneeds tobeencouraged for further educationandtraining.Theymustbemotivatedforbeingqualityconscious.
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Conclusion:
The days have gone when it was believed that
managers
are
born
not
created.
Theuniversitylibrariesrequireenormousresourcestocater to the informational needs of the students,researchersandfacultymembers.
Tomanage
man,
money,
machines
and
materials,
the
librariansrequiregoodmanagerialskills,interpersonalcommunication skills, and good public relations. The
librarians
should
have
good
leadership
quality
in
order
to motivate the staff and to explore the maximumutilizationoftheresources.
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Conclusion:
Unless we have such a planned approach to servicedeliveryandthemeasurementofquality,wewill findit
very
difficult
to
survive
and
establish
our
role
as
informationprovidersinthenextmillennium.
A
librarian
having
good
leadership
quality
can
only
leadthelibraryanditsstaffintherightdirection.
Ifthelibrarystakeholdersaresatisfiedandemployees
ofthe
library
put
their
best
in
serving
the
library
and
happywiththeirjob,thelibrarymanagerhasdonehisjob.
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THANK YOU