When accepting a promotion from outside the organization, the new manager must understand what is being given up and left behind, and must also realize clearly what expectations the new library holds. In the new position, the outside manager must articulate goals and find common ground with supervisors and subordinates. The take-charge period should be used for judicious decision making and intense learning
The literature shows that one of the biggest transitions in career growth is the step-up from managi...
In Chapter 1 'Becoming a manager: acting or reacting?�, Reynolds looks at issues for people who ar...
To stay competent, managers must look at their careers as a never ending process of learning, in whi...
As the result of innate ability, a fortunate few are able to effortlessly transition from line posit...
In law libraries as in other organizations, employees are promoted into management positions within ...
New managers must learn how to lead others rather than do the work themselves, to win trust and resp...
In addition to keeping their own professional skills up to date, new managers need to learn quickly ...
Establishing new relationships unith other people is one of the primaty issues when changing jobs. N...
Purpose To discuss what the main transferable skills of senior library managers are when they move...
The purpose of this activity is to write a concise reference manual/pamphlet that will provide newly...
Managers interested in helping their organizations change are devoting much attention to formal mean...
Very few of us get to start clean: getting a new organization, new space, and hiring new people for ...
This paper explores one woman`s journey through her recent promotion into management, and will ident...
Managing people can be one of the most challenging aspects of librarianship. This is particularly tr...
Employees can build their careers either by moving into a new job within their current organization ...
The literature shows that one of the biggest transitions in career growth is the step-up from managi...
In Chapter 1 'Becoming a manager: acting or reacting?�, Reynolds looks at issues for people who ar...
To stay competent, managers must look at their careers as a never ending process of learning, in whi...
As the result of innate ability, a fortunate few are able to effortlessly transition from line posit...
In law libraries as in other organizations, employees are promoted into management positions within ...
New managers must learn how to lead others rather than do the work themselves, to win trust and resp...
In addition to keeping their own professional skills up to date, new managers need to learn quickly ...
Establishing new relationships unith other people is one of the primaty issues when changing jobs. N...
Purpose To discuss what the main transferable skills of senior library managers are when they move...
The purpose of this activity is to write a concise reference manual/pamphlet that will provide newly...
Managers interested in helping their organizations change are devoting much attention to formal mean...
Very few of us get to start clean: getting a new organization, new space, and hiring new people for ...
This paper explores one woman`s journey through her recent promotion into management, and will ident...
Managing people can be one of the most challenging aspects of librarianship. This is particularly tr...
Employees can build their careers either by moving into a new job within their current organization ...
The literature shows that one of the biggest transitions in career growth is the step-up from managi...
In Chapter 1 'Becoming a manager: acting or reacting?�, Reynolds looks at issues for people who ar...
To stay competent, managers must look at their careers as a never ending process of learning, in whi...