Library Student, FTW!

In our discussion board, we were talking about continuing education after school. Most of my classmates sided against continuing education. Here are my comments followed by my professor's comments.

I am fairly certain that most, if not all professional-class careers continue their education. Teachers must be re-certified. Medical professionals must take classes. I believe lawyers must keep their credentials updated. It would only strengthen the argument that Librarians are professionals if some kind of continuing education was required. - ME

I think that this is a crucial point.  Would you want to be treated by a doctor who graduated from medical school 20 years ago and never tried to keep up with anything new since that time?  Any professional worth his or her salt MUST keep up with the changes in the workplace, whether it is by taking courses or by other means.  The profession of librarianship is completely different now compared to what it was when I was in library school.  If I had not been keeping up with the changes, I would now be utterly unqualified to do anything in this field.  Our profession, more than many others, is changing constantly and rapidly.  [By the way, this follows a period of I would say 100 years when it didn't change too much at all, i.e. from the 1860s to the early 1960s.]  When you graduate from this program, there is no way you will still be qualified to do your job 5 years later if you do not make serious efforts to keep up with the changes that will undoubtedly continue to occur. - HE

To that is say, Boo-jackashaw!

 

Library Technology

This is an interesting poll that asks the question: Which new technology(ies) do you think will have the most impact on libraries in the next 2-5 years?

http://polldaddy.com/poll/5996592/

Important Stuff

I haven't posted much lately, mostly because I have been pissed with my professor who does not know how to communicate effectively.

I just read a chapter in my book for Library Administration. It was about the human resource frame of management. Basically it talks about how a lot of companies screw their employees over for the sake of short-term profits, then they lose out in the long run because their company has gone to hell in a hand-basket. Think outsourcing to a foreign country where you can pay little to less people, give them a couple crappy resources and then in a few years realize that your customer satisfaction levels are scraping the bottom of the barrel. That's an example of poor human resource investment.

The flip-side of that are examples of good human resource investment. This is when companies give their employees the tools to do their job efficiently. They are compensated for their work. They receive a certain psychological fulfillment in the workplace. This investment brings a return that is much greater than the chop-house method. In fact, when employees feel that the company backs them, they tend to respond by working harder and innovating more. This is what we saw in the post-war boom. What we are seeing now results from the late-90s / early-2000s.

The crux of what I read relied on the psychological fulfillment of Maslow's Hierarchy of Needs. This theory basically states that man is always trying to find satisfaction of some kind. The quest begins with basic needs--like food--and gradually the needs become more aesthetic and ephemeral, until they self-actualize. The workplace can, and should, be a place where some of these needs are met. Certainly, food and shelter are met via salary, but a sense of purpose is also closely tied to work. Do you really think that what you are doing is important?

Maybe yes, maybe no...

Values Are Always Applied

Question: In management, does one size fit all? Can you come up with a set of principles and apply them uniformly in all circumstances, or do you have to adjust your principles to the people and circumstances involved?



The evidence is overwhelming that there is no single-size solution for successful management. It is clear that managers must assess their situation and respond accordingly in order to motivate and innovate in the workplace.

However, one can argue for the fact that a manager may base their decisions on certain values that remain constant from situation to situation. The RO book touches on this topic while discussing Gladwell's "blink" process. The non-conscious, split second decisions result in what is called "affective judgments" which allow the manager to feel confident in their decisions.

I have read that these gut feelings are not at the mercy of a person's whim, but are tied into deep-seated values. These values are always present and part of a person's make up. This is from the Harvard Business Review Blog Network: http://blogs.hbr.org/cs/2011/08/decoding_intuition_for_more_ef.html

Granted, these core values do not exclude a manager from changing their approach when circumstances warrant it, but it does influence their decisions. While the article deals with CEOs, I feel that all people make decisions based on their values, this includes the choice that managers have in the style they choose.

A Million Miles in a Thousand Years

A Million Miles in a Thousand Years: How I Learned to Live a Better Story [Paperback]

Donald Miller (Author) 

Get it here! 

 

 

My wife gave me this book as a birthday present in May. I started reading it right after Thanksgiving. I give it a 5 star rating and recommend that everyone find time to read it. This is Don Miller's best work since his breakthrough Blue Like Jazz.

 

Technical Merit

This book is a collection of essays that build on one another. These essays are heavily influenced by Miller's personal experiences. His stream of consciousness style takes a little getting used to, but once it is grasped it becomes poetry in prose.

 

Subject Matter

While writing the screenplay for a movie version of Blue Like Jazz, Donald Miller realizes that the elements that make a good story also contribute to a good life. He realizes that his approach to life was not conducive to success. As a result, his life transforms from an overweight couch-potato bum to a cyclist who makes a cross-country trek for a good cause. 

 

More importantly, Miller stresses that the components of a good life revolve around the relationships you build. In order to build and maintain relationships, one must take risks and face conflict. Remember, "We can rejoice, too, when we run into problems and trials, for we know that they help us develop endurance. And endurance develops strength of character, and character strengthens our confident hope of salvation. And this hope will not lead to disappointment." (Romans 5:3-5a)

 

Remember, if you would not want to watch your life on the silver screen, then maybe something's gotta give.