02/28 Readings

 "Staffing Shifts"

“Staffing Shifts” discussed the issue of library staff taking on an increasingly large role in libraries, so much so, that they are crowding out professional librarians. This article surprised me in a number of ways. First, I was struck by the animosity between the library director and the rest of the library staff, particularly the reference librarian. That communication in a work place could fail to such a degree is appalling. Second, I was surprised by the library director’s choice (or perhaps it was the choice of her predecessor) to hire people without MLS degrees or even a Master’s degree in a related field. Hopefully the Orlando Public Library is the exception rather than the rule in this respect; its depressing to think that I am going to school and spending money on a degree that is going to end up being meaningless. 

"One Model" and "Assessing Staff"

Jane Fama’s and Elaine Martin’s “One Model” and the “Assessing Staff” article both addressed the need to make sure non-professional library staff are able to perform numerous tasks adequately, and that with increased responsibility they have opportunities for advancement. I do agree with the surface content of both articles. It is important for there to be standards for non-librarian staff, and that these staff members can be legitimately promoted if they have been working at a library long enough and are clearly knowledgeable individuals. However, what does worry me is the possibility that people who have been on library staffs long enough will eventually be promoted to professional librarian positions based on experience alone. There is, of course, much to be said for “learning on the job”; personally, I have learned the most through first-hand experience. Still, a formal education in librarianship provides some uniformity in professional standards and performances across the field. If libraries lose the quality of stewardship ingrained in people by library programs, the service patrons experience at libraries will go down, and then libraries are really going to suffer. 

"Working Knowledge"

Mary Pergander’s “Working Knowledge” discussed how it is just as important for employees to understand what is going on in the work place as it is for their bosses. By knowing where the boss’s priories lie and taking the initiative to ensure that those priorities are fulfilled, employees can help their bosses do a better job.  Pergander’s advice – to manage your boss – might sound a little counter-intuitive, but is actually a very good idea. First, as a person hoping to one day own a business, I would be thrilled if I had employees who took charge of projects on their own. Second, as a current employee in retail, I have found that managing my boss makes her job a lot easier. As manager of two departments, my boss is usually overwhelmed both by bigger issues and endless minutiae; noticing this, some co-workers and I began to take more initiative in our department, and since then things have run much more smoothly.  I can only imagine that in an institution as complex as a library, responsible and reliable employees are crucial to its success.