Sheree Brewster
LIS 650
Reflection Paper
April 28, 2014
Dr. Hersberger
Reflection Paper
I have gained a better understanding of the principles of management as well as a
depiction of a management position from this course. As stated in the syllabus, “good
management is what works” (Hersberger, Syllabus). While there are theories, best
practices, and tons of books on the subject, a good manager will apply what works for each
situation rather than on a ‘one size fits all’ set of rules. There are many aspects of a
successful manager that can be learned, such as communication techniques, time
management skills, and budgeting. However, being a good manager is also influenced by
personality type, emotional intelligence, and a genuine respect for employees. These
attributes are hard to teach but are necessary for employees to feel valued. A discussion
topic asked the class to provide an example of good manager role models. Feeling valued,
respected, and guided was a frequent theme. As Stanley mentions in Chapter 4, “There has
been much discussion over what constitutes a leadership skill; however, here are a few that
seem to be mentioned over and over again: honesty, inspiration, competence, respect,
vision, risk taking, communication, and collaboration” (p. 85). These attributes are difficult
to teach but are necessary in leadership roles. Another attribute that is not frequently
mentioned but is required is patience. It takes patience to be a leader. Leading people
toward change requires the patience to communicate with them in their learning style and
in some cases repeating the same information in order for some employees to understand.
In order for a manager to be successful, they first have to know their employees as
individuals. This takes time, which requires patience. Perhaps the greatest attribute of
becoming a successful manager is to know how you operate as a manger and be willing to
change or improve skills.
During the course I found that my manager personality type is the same as my
personal type. I am an INFJ, or a Counselor, according to Kiersey Temperament Sorter. This
is classified as having an “Idealist Counselor” personality type. According to the
Kingdomality test, I am a Dreamer Minstrel (Career Management International, Inc. 2004).
This personality type is optimistic and idealistic. While Counselors and Dreamer Minstrel’s
love helping and guiding others, we also need private time to reenergize (Keirsey).
Counselors are not usually considered leaders and I have to agree with this. I feel more
comfortable in a quiet setting, working with small groups or individuals. However, even
though Counselors are not usually the leaders, they do have a keen insight into how others
feel (Keirsey). This can work well in a leadership position. The success of any organization
is due in large part to the employees. I can pick up what a person is feeling even when their
verbal communication is contradictory. I am the type to care about a person and want to
help them. Instead of letting negative feelings control the atmosphere in an organization, I
will work to improve the attitudes of others. I believe in a holistic approach to life and
work. People should enjoy what they do since they spend a large part of their life at work.
At the very least, the employee should be valued and treated with respect. If an employee is
happy or satisfied at work, they are much more likely to work more efficiently. However, I
do realize that people make their own decisions and as a manager, I will need to remember
to remain more objective.
I scored a 60 on the Locus of Control and Attributional Style Test (Queendom: The
Land of Tests, 1996). This score surprised me at first, but after further analysis of my life ‘s
choices, I can somewhat agree with this score. The results stated that I sometimes attribute
success to my skills and other times I dismiss success as luck. I also tend to pass off welldeserved credit during success but blame myself for failures. As a leader, I will need to hold
myself more accountable for both successes and failures. This class has provided a mirror
for those who are looking.
Communication
Communication can be tied into the major aspects of the management position
including leadership, motivation, change implementation, and evaluation. In fact, they are
all intertwined and difficult to separate but in order to be successful in each of these areas,
effective communication is essential. While I enjoy evaluating and finding new motivations
for myself, I am uncomfortable with the leadership and change aspects of management. I
see the importance of leadership and am grateful that the readings and discussions covered
effective change techniques.
As Moniz noted in Chapter 5, managers spend a great deal of their time
communicating to others. Communication involves encoding and decoding messages.
Library managers are responsible for conveying messages to their employees, their
superiors, and to the public. The messages to the patrons are portrayed through the
physical and virtual spaces and the services that are provided by the library. These
messages are first portrayed through the physical and virtual library spaces. The physical
and virtual spaces of the library convey a message to patrons. It is a way to tell patrons
their needs are valued. It can let the public know that libraries not only remain relevant,
but can lead the way in information science and technology. Both physical and virtual
spaces of the library need to reflect the change in order to accommodate the changing
services. Dr. Hersberger stated in the April 21 Space Management class discussion that
“exterior space makes a statement!” While I love interior design principles I had never
thought about the exterior building making a statement, although it did make sense once it
was pointed out. The exterior building is the first impression and can possibly be the only
impression for some about the library. It is also vital that virtual spaces convey the right
message. The virtual space is another chance to make a first impression. The content
should be easily accessible without too much information on one page, as people can
become overwhelmed. The page also needs to be pleasing and an expression of the physical
library space. Libraries should be community places so the space and services should
convey this message. Shared spaces are a great way to express that libraries are community
centers. The same techniques of portraying the correct message and decoding another’s
message while balancing the amount of information can be applied to communicating with
employees and superiors. The messages to employees and superiors are portrayed through
leadership styles, motivation techniques, and change implementation.
Leadership
Communication ties into almost every aspect of management. To become a good manager, I
need to work on verbal communication techniques, mainly with speaking assertively and
not overloading recipients with information. Assertive and direct communication are skills
that a leader should exhibit. Conducting meetings will be a challenge for me due to my
introverted personality type. While I can work on communication skills, I cannot change
my personality type drastically. Fortunately, I can find other ways to get my message
across. The technology available will help me do this since I can use email, wikis, intranet,
and even put a video on the organization’s website so that employees can watch at their
leisure. There are also more creative ways to use technology to give information and obtain
feedback.
Gordon Chapter 8 provided helpful charts for managers to hopefully make the best
decision with theories of different types of leadership. Successful management is about
knowing when to apply the appropriate style for the situation. In order to be the most
successful in a leadership role, I have to be confident in myself and know what works for
me. Since I am not currently very comfortable with power and leadership roles, I have to
find styles that fit my personality, while working on finding a balance of styles. There are
various but related styles and theories mentioned in our readings. The relationsorientation styles mentioned are characterized by a “permissive, passive, and considerate
style (Gordon, Chapter 8, p. 228). These types of leadership styles put emphasis on the
people rather than on tasks, which I can easily identify. The task-oriented styles focus on
accomplishing the task or goal, with little to no regard for the people actually working
towards them. In Goleman’s Chapter 2, the importance of emotional intelligence is
emphasized. Goleman advises leaders to use emotional intelligence to gain people’s
support. I know that combinations of styles need to be incorporated with importance at
knowing the appropriate style for each situation.
Until this class, leadership was negatively synonymous with power. Power can be
achieved in many different ways, from special skills and knowledge, to popularity. As long
as power is not being abused, it can be a valuable resource. For instance, when
implementing change, getting the grassroots leader involved could help obtain acceptance
from other employees (VanDuinkerken, Chapter 4). Realizing that different positions and
levels in the hierarchy can be beneficial in knowing what to change and the best process to
make it happen. Knowing how to motivate non-engaged workers is key at implementing
change (VanDuinkerken, Chapter 4). I also tend to shy away from confrontation and
negotiations as they have had negative connotations until this class. However, both are
needed to keep disagreements, misunderstandings, and other forms of miscommunication
from brewing into a negative work environment. The readings provided insights while the
group project provided a wonderful opportunity to see theory come into practice.
Communication and leadership skills, be they covertly or overtly assigned are essential for
most group projects to work successfully. The case study assignment appropriately tied a
lot of our readings and discussion together and allowed theory to be put in practice. I learn
best this way and wish that our educational system as a whole could implement these
practices.
Motivation
It is important to know what my motivations are in order to learn areas that I need to
improve on and also grow in my professional development. I am easily motivated and love
the idea of motivating others. However, I do need to work on verbal communication,
especially with large groups. I tend to overload people with scattered information and tend
to get too involved in their personal life. In order to be an objective manager whose main
concern should be the success of the organization, I need to learn to step back and look at
the bigger picture of the organization.
Communication is a great way to find out what motivates employees. I, like a lot of
people, like to be included in the organization. If I am included in projects and decisions
and informed of what is happening within the organization, I feel invested in that
organization. I will also be more motivated to do my job well and to grow professionally
within that organization. Building relationships with employees increases loyalty and job
satisfaction. The success of the organization depends on all employees performing their job
well. Employees can be motivated either by monetary gains, promotion, benefits, public
recognition, or other ways but always by respect (Gordon, Chapter 4). Learning more about
the individual employee should indicate how to best motivate them. Promoting from within
can motivate others to do their job well. However, there are a few negatives that can result
from promoting from within the organization. These include internal candidates not
chosen to lose motivation and to feel resentment toward the chosen candidate and the
organization (Stanley, Chapter 3). Another problem for hiring internal candidates is the
lack of fresh ideas and strategies (Stanley, Chapter 3).
Change Implementation
Another area that applies to every part of my life I will have to get comfortable with is
change. While I love growth and get bored with stagnation, I can become uncomfortable
with the change process. Dr. Hersberger pointed on out in our March 31st Change
Management class discussion the four stages of change. I can easily relate to the stages of
shock, defensive retreat, acknowledgement, and finally, adaptation and change. Hersberger
also pointed out that it is important to realize that these stages are not linear (Hersberger,
Change Management). People will be in different stages at different times and the same
person may go through each stage through each level of the change process. People react
differently to change and a patient manager who keeps communication open, simple, and
relevant will have better chances of a successful change process. While planning is essential
in the change process, it is also important to be flexible when unplanned events or
surprises come up. Also, feedback from employees will help everyone feel more secure
while the change is being implemented. As, VanDuinkerken points out, it is important to
remember that the success of an organization depends on individuals (VanDuikerken,
Chapter 4).
As our readings suggested, effective communication and planning are essential for
change to be successful. When implementing change, it is important to remember that most
people resist change because their security is threatened. Trust is the main cause of
resistance and communication can build trust. Instead of hitting employees with the
problem and the solution at one time, the employees could be told that a problem is being
looked into (VanDuinkerken, Chapter 4). This keeps communication open, which provides
the employees to feel included and does not create information overload, which is a
communication problem I tend to have. It is also helpful to actually include suggestions
from employees when feasible to build trust and support and to reduce resistance
(VanDuinkerken, Chapter 4).
When suggesting change to others, it is important to remember that others will hear
through their own filters. (VanDuinkerken, Chapter 4). Most people tend to focus on their
immediate responsibilities of their job rather than the future of the organization
(VanDuinkerken, Chapter 4). Knowing how to effectively implement change requires
knowing your employees and their personalities. The change manager needs to explain
why a change is necessary without implying that an individual is the cause
(VanDuinkerken, Chapter 4). Communication should include how the changes affect the
individuals in a way that is easily understood. Keeping communication open and relevant
to employees helps reduce confusion and keeps things running as smoothly as they can
during the change process (VanDuinkerken, Chapter 5). Anticipating which department
will be affected in a certain way lets employees know that things are under control.
Training employees in their new job responsibilities or reevaluating current job
responsibilities also reduces stress.
Evaluation
This class has also emphasized evaluation, which should be included in the planning
of any projects. Whether the project is space management, implementing change within an
organization, reaching professional goals, or budgeting, the end result feels more
accomplished if the process went smoothly. The professional growth plan assignment
required that students put career paths into a five-year plan. This allowed for an outline of
goals with objectives, resources, and an evaluation. The evaluation process should indicate
how well the process of reaching certain goals went. With each successful evaluation, I
build more confidence in myself and learn new techniques that can be applied to other
areas of my life. This will be beneficial both in my chosen profession and in my personal
life. Professional evaluations come in the form of employee reviews and budgets.
Employee Reviews
The readings provided information into the legal and ethical actions of the hiring,
firing, and review process of employees. It all starts with a good job description. Taking the
time to provide a clear, well thought out job description is vital to the successful evaluation
of the employee. If the employee is able to thoroughly understand what is expected of the
person holding that position, it is more likely that they are able to perform that job well. Job
evaluations are a part of the management position. As discussed in class, too many are not
taken seriously and often the employee is left depressed and angry. Evaluations should be
used a way to inspire the employee to improve performance (Stanley, Chapter 6).
Evaluations should never be used to criticize the employee or just a standardized
evaluation that every employee is given. I love the idea of evaluations, as I will continually
evaluate my performance and career growth through my own means and hopefully
through a mentor. I do tend to take criticisms harshly, but after the wound heals, I am a bit
thicker and better for it.
Both employee and employer should take reviews seriously, and reviews should
even be approved from a legal standpoint (Stanley, Chapter 6). Reviews should include the
entire time frame, not just recent events to be fair. Reviews should focus on acknowledging
what the employee has done right and what the employee could improve upon, as well as a
time frame for improvement with helpful resources to guide the improvement. There are
different techniques mentioned in our readings that can be utilized for helping an
employee improve their work. The one that I was most comfortable with using was
mentioned in Gilbert’s Chapter 9 and is called the progressive discipline. In this process,
the employee is given constructive criticism and a time frame for improving before
reevaluation. This technique comes naturally to me since it seems the most fair and
compliments my “guidance” personality type.
Principles of Control
Managers must plan for the future and safeguard their assets. The planning process begins
with analyzing the current environment and forecasting future needs of the library.
Evaluation ensures that plans are going smoothly, and if not, a way to get them back on
track. Planning and evaluating the future needs of the library can be done in part through
budgeting. Budgeting is vital to any organization’s growth and can be used as an evaluation
technique. Budgeting allows the library’s mission and goals to be achieved. There are many
types of budgets that can be used for the library, each with benefits and disadvantages. It is
important to know which one is appropriate for the kind of library (school, public,
academic, special), but most importantly to have one that I understand. I will probably
work with an accountant and experienced librarians when I am first responsible for
budgeting until I am more confident. I feel most secure when I have a detailed plan for my
future and I will carry that to my library and it’s budget. The Planning, Programing,
Budgeting Systems (PPBS) are great way to tell the cost and performance analysis of a
program, while the formula budget is a great way to allow for growth (Hellam, Chapter 2). I
would like to test a few budgets when I am first responsible to see the differences in them
and learn what is best for my library.
I get most anxious when I think about having to budget the library’s expenses.
Actually, I get both excited and nervous when I realize I will have to find the best way to
use money that is entrusted to me. Finding the best price for materials is something that
will be challenging and exciting. However, the feeling of-or worse actually spending money
unwisely is hard on me. I criticize myself when I make an unwise inexpensive purchase in
my personal life. I try to use money and time as efficiently as possible and constantly find
validation for a purchase. As with communication, budgeting is best done with honesty.
Hallam’s Chapter 2 suggests keeping the budget presentation honest, simple, and
justifiable. I care a lot about my integrity so this will not be difficult, even if I desperately
want new items for the library. Honesty is listed as a strong leadership skill and this applies
to the budget. Since I want to work either for a school system or for public, I will be
working with children and young adults. What kind of a role model would I be if I mislead
the budget? I would loose the trust of my patrons and enriching their lives is one of my
biggest motivations.
References
Career Management International, Inc. 2004. Kingdomality. Retrieved from:
http://www.cmi-lmi.com/kingdomality.html
Gilbert. Chapter 9. Terminations. Retrieved from:
https://blackboard.uncg.edu/bbcswebdav/pid-2705164-dt-content-rid7440076_2/courses/LIS-650-01D-SPRING2014/Gilbert_9.pdf
Goleman. Chapter 2. Resonant Leaders. Retrieved from:
https://blackboard.uncg.edu/bbcswebdav/pid-2705138-dt-content-rid7440078_2/courses/LIS-650-01D-SPRING2014/Goleman_2.pdf
Gordon. Chapter 4. Motivation and Rewards. Retrieved from:
https://blackboard.uncg.edu/bbcswebdav/pid-2705140-dt-content-rid7440083_2/courses/LIS-650-01D-SPRING2014/Gordon4.pdf
Gordon. Chapter 8. Leading Effectively. p. 228. Retrieved from:
https://blackboard.uncg.edu/bbcswebdav/pid-2705136-dt-content-rid7440086_2/courses/LIS-650-01D-SPRING2014/Gordon8.pdf
Hellem. Chapter 2. How Do Libraries Budget? Retrieved from:
https://blackboard.uncg.edu/bbcswebdav/pid-2705175-dt-content-rid7440089_2/courses/LIS-650-01D-SPRING2014/Hallam_2.pdf
Hersberger. Space Management. [PowerPoint slides]. Retrieved from:
https://blackboard.uncg.edu/webapps/blackboard/content/listContent.jsp?course_id=_36
6127_1&content_id=_2705179_1
Hersberger. Change Management. [PowerPoint slides]. Retrieved from:
https://blackboard.uncg.edu/webapps/blackboard/content/listContent.jsp?course_id=_36
6127_1&content_id=_2705167_1
Hersberger. LIS 650 Spring 2014 Syllabus. Retrieved from:
https://blackboard.uncg.edu/webapps/blackboard/content/listContent.jsp?course_id=_36
6127_1&content_id=_2705110_1&mode=reset
Keirsey. Keirsey.com. Retrieved from: (http://www.keirsey.com/4temps/counselor.asp).
Moniz, Chapter 5. Communication. Retrieved from:
https://blackboard.uncg.edu/bbcswebdav/pid-2705145-dt-content-rid7440108_2/courses/LIS-650-01D-SPRING2014/Moniz_5.pdf
Queendom: The Land of Tests. 1996-2014. Locus of Control and Attributional Style Test.
Retrieved from: http://www.queendom.com/tests/access_page/index.htm?idRegTest=704
Stanley, Chapter 4. Training, Retention, and Professional Development. Retrieved from:
https://blackboard.uncg.edu/bbcswebdav/pid-2705162-dt-content-rid7440116_2/courses/LIS-650-01D-SPRING2014/Stanley_4-5.pdf
Stanley, Chapter 3. Recruitment and Selection. Retrieved from:
https://blackboard.uncg.edu/bbcswebdav/pid-2705155-dt-content-rid7440115_2/courses/LIS-650-01D-SPRING2014/Stanley_3.pdf
Stanley. Chapter 6. Evaluation and Performance Appraisal. Retrieved from:
https://blackboard.uncg.edu/bbcswebdav/pid-2705157-dt-content-rid7440117_2/courses/LIS-650-01D-SPRING2014/Stanley_6.pdf
VanDuikerken. Chapter 4. Retrieved from: https://blackboard.uncg.edu/bbcswebdav/pid2705169-dt-content-rid-7440128_2/courses/LIS-650-01DSPRING2014/VanDuinkerken_4.pdf
VanDuikerken. Chapter 5. Retrieved from: https://blackboard.uncg.edu/bbcswebdav/pid2705170-dt-content-rid-7440129_2/courses/LIS-650-01DSPRING2014/VanDuinkerken_5.pdf