Presentation is loading. Please wait.

Presentation is loading. Please wait.

Training Issues Managers Face Matthew Beacom Yale University Friday, June 22, 2007.

Similar presentations


Presentation on theme: "Training Issues Managers Face Matthew Beacom Yale University Friday, June 22, 2007."— Presentation transcript:

1 Training Issues Managers Face Matthew Beacom Yale University Friday, June 22, 2007

2 Training Issues Cloud Skill sets RDA non-Roman scripts Web 2.0 Web architecture digital libraries People digital libraries new hires People Morale time retirements RLG-> OCLC RLG-> OCLC metadata expert/novice PCC long term staff metadata expert/novice PCC long term staff Next Gen OPACs google Cataloging courses Work Culture Change Digital Asset Management Systems Vendors NACO Convergences LCSH Productivity

3 Morale Individual Morale Individual Morale Good: happy, eager, growing, rate-buster Good: happy, eager, growing, rate-buster Bad: miserable, resentful, stuck, deadwood Bad: miserable, resentful, stuck, deadwood Institutional Morale Institutional Morale Good:focused, supportive, directed, whole/collegial Good:focused, supportive, directed, whole/collegial Bad: confused, exploitive, aimless, fragmented Bad: confused, exploitive, aimless, fragmented Morale is an emotional state (like trust) Morale is an emotional state (like trust) It is easy to offend people, so be careful how you manage morale It is easy to offend people, so be careful how you manage morale It is not rocket science, so do the obvious things that others have done It is not rocket science, so do the obvious things that others have done

4 Change Change can be incremental Change can be incremental Easy to adjust to, but it is cumulative Easy to adjust to, but it is cumulative Change can be disruptive Change can be disruptive Difficult to adjust to, but it is intermittent Difficult to adjust to, but it is intermittent Change can be responded to Change can be responded to We can DENY or RESIST change We can DENY or RESIST change We can MANAGE or CONTROL change We can MANAGE or CONTROL change We can THRIVE on change We can THRIVE on change

5 Peopleand their skill sets People are not skill sets, but they need a set of skills People are not skill sets, but they need a set of skills Works well with others Works well with others Manages self/follows directions/leads Manages self/follows directions/leads Solves problems Solves problems Is highly literate Is highly literate Is adept with information technology Is adept with information technology Knows another language or two or more Knows another language or two or more

6 People, skills, etc., cont. More skills in the skill set More skills in the skill set Knows subject area Knows subject area Trained in description Trained in description Trained in subject analysis and assignment Trained in subject analysis and assignment Trained in classification Trained in classification Trained in particular tools Trained in particular tools

7 Institutions and their Work Cultures People have their limits: one can’t do everything People have their limits: one can’t do everything People need cohesive work units People need cohesive work units Cohesion depends on trust, communication, and productivity Cohesion depends on trust, communication, and productivity

8 Productivity We train to be more productive as individuals and as working groups We train to be more productive as individuals and as working groups Production is the measure of success Production is the measure of success Morale is an indicator of how well or poorly we are doing Morale is an indicator of how well or poorly we are doing

9 Thank you Questions?


Download ppt "Training Issues Managers Face Matthew Beacom Yale University Friday, June 22, 2007."

Similar presentations


Ads by Google