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Home - Course Web Pages - Fall 2006 - LIBR 204-14 Greensheet

LIBR 204-14
Information Organizations and Management
(Executive MLIS)
Fall 2006 Greensheet

Dr. Ken Haycock E-mail Office: Clark Hall 417 Office Hours: Available each day during residency, by appointment and by telephone and e-mail. Phone (Office): 408.924.2491 Phone (Cell): 408.207.8123

Dr. Brooke Sheldon E-mail Office: Clark Hall 407 Phone: (714) 278-7288 Office Hours: Available each day during residency, by appointment and by telephone and e-mail. Phone: 505.231.8423

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Course Links Greensheet Schedule

Resources Blackboard Blackboard Tutorials

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Required Text and Readings | Course Requirements | Objectives by Topic

Course Description

Identifying distinguishing characteristics, culture and relationships of information organizations. Emphasizes theories examining the interaction between human beings and the organizations in which they work.

Prerequisites: Admittance to the Executive MLIS Program Stream; Demonstrated computer literacy.

Student Learning Objectives

Course Goal

To prepare professional librarians to work effectively within a larger organization and to assume managerial responsibilities within their unit

This course will reflect three major facets of management and leadership as they affect the organization:

• internal factors, including the classic functions of managers of planning and decision-making, organizing, staffing, controlling and evaluating;
• external factors, such as the larger political context within which the library operates;
• personal factors, such as preferred communication, management and leadership styles, and their effect on individual and team performance.

Course Objectives

• to increase your understanding of the nature and tasks of managers and leaders in information agencies;
• to develop your disposition for leadership, regardless of job title, in the work environment;
• to enhance your understanding and skills of group dynamics and processes;
• to promote your understanding of the theory, principles and practices of management in libraries;
• to develop your skills in the preparation and presentation of oral and written reports;
• to increase your self-evaluation skills, particularly with respect to the ability to be aware of what you are doing, critically and non-defensively.

Specific objectives for each content area are appended.

LIBR 204 supports the following SLIS Core Competencies:

• apply the fundamental principles of planning, management and marketing/advocacy;
• design training programs based on appropriate learning principles and theories;
• demonstrate oral and written communication skills necessary for group work, collaborations and professional level presentations;
• evaluate programs and services on specified criteria.

Required Texts and Readings

The required textbooks for this course are:

• Evans, G. E. & Layzell Ward, P. (2003). Beyond the basics: The management guide for library and information professionals. New York: Neal-Schuman. 1-55570-476-X. paper. (you must read this text prior to the commencement of class; you will be a detriment to your team and to class discussion without this background and perspective and will never find the time to catch up during the residency)
• Buckingham, M. & Clifton, D. (2001). Now, Discover Your Strengths. New York: The Free Press. 0-7432-0114-0. (you must read this text prior to the commencement of class; complete the Internet-based StrengthsFinder Profile; send your top three strengths to Dr. Haycock prior to the commencement of class)
• Horrocks, N. (2005). Perspectives, insights and priorities: 17 leaders speak freely of librarianship. Lanham, MD: Scarecrow Press. 0-8108-5355-8 paper. (you must read this text prior to the commencement of class; you will be assigned to a discussion group for the first afternoon)

Readings
Readings will also be assigned to you by a team member for each class.

Recommended Texts
No additional texts are required.

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Course Requirements

Blackboard
Students are expected to enroll in Blackboard from July 1 to August 26. Different sections will be provided for discussion and posting announcements and course information.

Complete the New Student Technology Course
This is a mandatory short, self-paced online course on Blackboard that must be completed by all new SLIS students before orientation. The access code for this course will be sent to new students via MySJSU by July 1st. If you have questions about this course, e-mail Debbie Faires.

For more information, see http://slisweb.sjsu.edu/slis/blackboardintro.htm

Course Format
This is a team-based course conducted as a project management exercise.

The course is based on the following principles of learning:

• learning requires the active participation of the student;
• people learn in a variety of ways and at different rates;
• learning is both an individual and a group process.

Consequently, a variety of strategies are used and group and individual responsibility are incorporated.

This is also a problem-based course with assessment based on evidence. The instructors are available for assistance, clarification and support.

You will engage in several types of learning activities:

• to increase your awareness and broaden your understanding of the principles and theories underlying leadership and management practices;
• to provide you with opportunities to develop the reflective practitioner stance of the professional;
• to enable you to examine, discuss and reflect upon theory and applications, as well as personal beliefs, for the leadership and management of information agencies and services;
• to encourage you to engage in focused experiences;
• to develop and hone presentation skills essential to professional and staff development.

At the end of this graduate course, you should have learned as much or more direct content from your colleagues as you did from the instructors who orchestrated the learning through course design and advising.

Assignments
The assignments for this course are a series of problems.

• Project Management
  You have been assigned to a management work team. The team will choose a name and select a team leader for the duration of the course. The team will establish a project management plan to address the course goals, objectives and assignments.
  Not all objectives will be covered in class; the team will need to plan for completion of that component, whether left to individual or group effort. In addition, one team member will lead a seminar for the team on at least one topic in class; advanced readings will be assigned by the team member. Evidence of learning will be included in the portfolio assessment (see below).
  
  The project (i.e., the course) work plan will include team ground rules, set meeting times and a plan of action with specific, measurable and timed objectives and who is responsible. The plan will reflect the elements of effective project management, e.g., defining the task(s), profiles of the project manager and work team, goals, deliverables, structures, schedules, budget, controls, documentation, review. You will use project management software of your choice for at least part of the plan. Each team member must sign off on the plan. The team may need to learn more about project management beyond the class presentation.
  
  A sample is available on request; assessment criteria will be provided.
  
  Team leaders will coordinate and facilitate the work of the team and be accountable for the team's performance. An exit interview will be held with each team leader at the conclusion of the course to review overall achievement and each team member's contributions and effectiveness.
  
  The project management deliverable will be integrated with the same assignment in LIBR 286.
  
  Due: July 28, 9 a.m. [20% of Final Grade]
  
  
• Team Presentation
  Your supervisor has asked that your team prepare a presentation for colleagues as part of a staff development program. The basic content will be presented in the first half of the class through a seminar with your team members and clarification by the instructor; your team presentation will focus on the current status in the field, an application of knowledge, a new development or analysis for one library, to be determined at least one week in advance with the instructor in order to avoid duplication with the content overview. The presentation will model the elements of effective presentations and adult learning presented in the course. Each team member will participate in the presentation.
  
  An assessment instrument will be provided. Each presentation will be assessed by another team; in addition, individual contributions will be described and overall performance assessed in the team leader's final project management assessment report.
  
  Your team will make a minimum of two team presentation in LIBR 204 and 286 combined. A schedule will be provided.
  
  Due: July 31 - August 11 [20% of Final Grade]
  
  
• Portfolio and Team/Peer Assessment
  Your organization is introducing a newer approach to performance appraisal. Rather than the standard checklist and subjective assessment by your supervisor, it is using portfolios for the first time.
  
  You are responsible for demonstrating that the goals/objectives [knowledge, skills and aptitudes] outlined in this course outline have been met. Personal and professional growth, accomplishments, learnings and contributions are to be represented in ways that constitute "authentic" evidence. Examples of evidence might include, but are not limited to: completed course assignments, research papers, materials from individual and group projects, self-reflective essays, a short paper applying a concept or topic to a work situation, self-assessment instruments, correspondence, taped presentations, involvement in associations and organizations, appropriate prior and current evaluations in other courses or projects, relevant experiences, considered observations, reports, publications. A simple summary of the course content and your opinion does not constitute integrated, reflective learning.
  
  This self-assessment will be tied specifically to the course goals/objectives as outlined in this syllabus.
  
  The portfolio will also include an expanded assessment of your work team's performance during the course to demonstrate achievement of the objectives for working in teams. (No names are to be used in this specific section as you are describing team performance, which constitutes a collective responsibility.)
  The team may need to learn more about portfolio assessment beyond these directions; this may form part of your project management plan.
  
  A sample will be available on request.
  
  The portfolio assessment will include the requirements for the portfolio assessment assignment for LIBR 286 (self-assessment and your plan for development). It may be submitted in print or electronic form.
  
  Alternately, the team leader will prepare a detailed assessment of the implementation of the project plan and individual performance.
  
  You will also complete a separate peer assessment for members of your team. Criteria should be developed by the team. A sample will be provided.
  
  Due: August 26, 5 p.m.
  [Peer Assessment: please note that the 20% of the final grade for Peer Assessment includes the team assessments of another team's presentations, which were handed in through the residency, and your individual assessment of each team member's contributions to your, and your team's growth, which will be included with this portfolio.]
  [Portfolio: 40% of Final Grade]

Grading

Assignment	Due Date	Weighting
Project Management	July 28, 9 a.m.	20%
Team Presentation	July 31 - August 11	20%
Peer Assessment/Presentation/Contributions	August 26, 5 p.m.	20%
Portfolio and Team Assessment	August 26, 5 p.m.	40%

Grading Scale
The standard SJSU SLIS Grading Scale is utilized for all SLIS courses:

97-100	A
94-96	A-
91-93	B+
88-90	B
85-87	B-
82-84	C+
79-81	C
76-78	C-
73-75	D+

Written & Spoken English Requirement
Written and spoken work may receive a lower mark if it is, in the opinion of the instructor, deficient in English.

Other Relevant Information
Students are expected to observe the following:

• Attendance
  Regular attendance is expected of students in all their classes (including lectures, laboratories, tutorials, seminars, etc.). Please be present and on time for class or inform the instructors in advance (cell 408.207.8123), as you would any supervisor in a workplace; as there is no final examination, absence from two or more classes may make it difficult for you to succeed.
• Evaluation
  Evaluation is based on both group and individual assignments, from team planning for the course to individual presentations. Individual, peer and instructor evaluations are included.
  
  Evaluation in this course is an ongoing process. All completed work will be assessed for evaluative feedback. An important part of this process is the strengthening of your own self-evaluation skills-learning the process of critical, non-defensive scrutiny of your own performance. The better you are able to do this, the more your professional growth will continue after you leave the course. It is anticipated that students will spend the equivalent of a minimum of three hours of work outside class for each hour in class. All of these formative and summative procedures-an overall reflection of the student's satisfactory completion of all course requirements-are considered in the instructors' determination of the final grade.
  
  Should the course requirements or grading practices appear unclear or inconsistent, it is your right and responsibility to seek clarification from the instructors.

Other Course Policies
As this is an executive management track, reasonable behaviors of managers are expected:

1. please be present and on time for class or inform the instructor in advance; as there is no final examination, absence from two or more classes may result in failure;
2. submit assignments on time according to instructions; written assignments will not be accepted after the stated deadline without prior approval, and may be subject to a grade penalty;
   
3. contribute positively and productively to the professional growth of others in classes, team meetings, seminars and peer assessments;
   
4. complete readings and assignments to increase understanding of leadership and management issues;
   
5. complete assigned tasks with demonstrated understanding of process, competence in products and the ability to analyze objectively and critically one's performance;
   
6. submit assignments using word processing software.

Statement on Academic Integrity
Your commitment to learning, as evidence by your enrollment at San José State University, and the University's Academic Integrity Policy requires you to be honest in all of your academic course work. Faculty are required to report all infractions to the Office of Judicial Affairs. The policy on Academic Integrity can be found at http://www.sjsu.edu/senate/F06-1.pdf

Reasonable Accommodation of Disabilities
If you need course adaptations or accommodations because of a disability, please e-mail me as soon as possible. Presidential Directive 97-03 requires that students with disabilities register with the Disability Resource Center (DRC) to establish record of their disability.

No matter where students reside, they should contact the SJSU DRC to register. The DRC Web site: http://www.drc.sjsu.edu/

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Specific Objectives by Topic

• Introduction to Management and Leadership
  You should:
  1. know the instructors and the course organization and expectations;
     
  2. have had answered any initial concerns and questions regarding course content, schedules and assignments;
     
  3. have met with your work team regarding course planning.
• Management Theory (enhanced with LIBR 286)
  You should:
  1. know the major schools of management thought;
     
  2. understand the organizational governance and structure of different types of information agencies;
• Working in Teams (enhanced with LIBR 286)
  You should:
  1. know the stages of development of work teams;
     
  2. recognize the behaviors that enhance or impair team performance;
     
  3. understand how to improve your own team performance and the team's performance overall;
     
  4. be able to apply [1], [2] and [3] above in your in-depth analysis of your team's performance.
• Project Management
  You should:
  1. know the elements of project planning;
     
  2. understand the benefits and difficulties in project management;
     
  3. have experience using project management software.
• Effective Presentations
  You should:
  1. understand the components of effective presentations;
     
  2. know specific strategies for improving presentations;
     
  3. understand the basics of using presentation software in making effective presentations;
     
  4. feel more comfortable about making presentations.
• Management/Leadership Styles (enhanced with LIBR 286)
  You should:
  1. understand the different components of personality type and temperament;
     
  2. recognize and acknowledge the strengths and potential pitfalls for management and for leadership of your preferred style;
     
  3. be cognizant of the potential implications of type and temperament on work team performance;
     
  4. understand the possible uses and abuses of type theory in the workplace.
     
  5. be able to recognize possible gender differences in leadership and why these may appear;
     
  6. recognize the importance of, and strategies for, managing your boss;
     
  
  Note: We will learn about the Myers-Briggs Type Indicator in this class and its application to leadership styles and performance. Participation is voluntary and an alternative available. Inform the instructor if you prefer an alternative self-assessment.
• Planning: Mission, Goals and Objectives, Evaluation
  You should:
  1. know the relationship among mission, goals and objectives;
     
  2. recognize the critical role of planning in organizational development;
     
  3. be able to apply basic evaluation techniques to operations and services.
• Organizational Culture
  You should:
  1. understand the components of corporate culture;
     
  2. recognize the effect of corporate culture on organizational development and personal effectiveness.
• Managing Human Resources (enhanced with LIBR 286)
  You should:
  1. know the basic elements of staffing: recruitment; selection; compensation; training; appraisal;
     
  2. understand the elements of effective motivation and supervision of staff;
     
  3. understand the nature and elements of authentic assessment, how to gather evidence of performance, and development and presentation of professional portfolios, and how these can be applied in a graduate course or professional setting.
• Résumés and Interviews
  You should:
  1. understand the importance and design of the cover letter;
     
  2. know the different types of résumés and when each is appropriate;
     
  3. recognize the steps necessary to prepare adequately and appropriately for interviews;
     
  4. be able to apply these processes to hiring practices as a manager.
• Employee Relations
  You should:
  1. know the relationship between employee competence and commitment and appropriate supervisory behaviors;
     
  2. understand the legal responsibilities for hiring, accommodation, discipline and dismissal.
• Managing Conflict (enhanced with LIBR 286)
  You should:
  1. know a variety of strategies to manage and resolve conflict;
     
  2. appreciate the importance of consensus-building and assertiveness.
• Managing Change (enhanced with LIBR 286)
  You should:
  1. understand the components of the change process;
     
  2. recognizes the phases of the change process;
     
  3. be able to apply change theory to the organizational environment.
• Financial Management
  You should:
  1. know different types of budgets and their characteristics;
     
  2. recognize the importance of budgeting as a planning and control tool;
     
  3. be able to apply financial planning principles to projects and services.
• Marketing and Advocacy
  You should:
  1. understand the importance of marketing in enabling the information agency to fulfill its mission;
     
  2. be able to distinguish marketing from advertising, public relations and promotion;
     
  3. understand the relationship of product, place, promotion, price, people and politics in marketing;
     
  4. recognize marketing as a customer-based, user-oriented tool;
     
  5. recognize the importance of advocacy and partnerships in the political process.

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