Management + Business Acumen

Management + Business Acumen

Aligning organizational strategic goals with departmental goals, managing resources, and evaluating progress.
(@rwitt)

Management + Business Acumen

Forged in Fire: Creating New Law Library Positions

Forged in Fire: the Necessity of New Law Library Professional Positions in Evolving Environments Libraries are continuing to develop and while we talk a lot about the changing services and the spaces of the library, our official titles and duties often don't reflect the new reality. What does it take to develop a "new" position within the library, whether it is completely new or the modification of an existing role? ...more »

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81 votes
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(@abaldree)

Management + Business Acumen

How to Say No

Other responsibilities as needed is written into everyone's job description. As staff number get smaller and smaller we all take on responsibilities and find we don't have enough time to do our original jobs. We also want to please bosses and others who oversee our positions. When is it too much? How can you decline additional responsibilities without jeopardizing your position?

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53 votes
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(@abaldree)

Management + Business Acumen

Measuring Achievements of Strategic Planning

You've finished your strategic plan and assigned everyone a role to play. How do you track success? What do you do with new employees who join the team? The last step of the process usually gets forgotten. This program will focus on determine whether your plan worked and what still need to be done in the future.

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55 votes
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Management + Business Acumen

Katrina, Maria, Harvey: Lessons for Natural Disaster Preparednes

Have our law libraries learned anything when it comes to natural disasters preparedness after these major natural emergencies? Any best practices and lessons learned to share with other law libraries? Anything that they think it can be done at a larger scale as a professional organization either to develop a support network or even at the AALL level? Or on the other hand are these preparedness plans better left completely ...more »

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40 votes
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Management + Business Acumen

Create, Sustain, and Train Successful Teams in the Workplace

With the increasing complexity of law, research, technology, and life, in general, there is ever more reliance on teamwork and collaboration. A team has been defined as membership of two or more people working interdependently on a shared goal. As collaboration has grown in all fields, so has the research into what makes a successful team. This session would cover what recent studies have identified as important elements ...more »

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34 votes
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Management + Business Acumen

The Art of Negotiation

When and for what should you negotiate when accepting a new position? How do you know what you can and should negotiate? Compensation is salary and benefits; how do we define benefits? What is the "bid and the ask"? Does gender play a role in negotiating? Inspired by the Georgia Women's Leadership Initiative and Women in Funds Finance, this program addresses negotiation at all levels of the profession.

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33 votes
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Management + Business Acumen

Many Hats One Head

Whether it is a result of a newly created hybrid position or changes in current job duties, many librarians and information professionals find that they have increased responsibilities and roles in their organizations. 

 

Discuss ways to strategize and manage the many hats in your position and how to make it work.

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30 votes
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(@cmdunn)

Management + Business Acumen

How Do We Best Train Supervisors?

Many librarians/information professionals end up in management roles because they excel in entry-level roles, and there are few management training opportunities available up to that point -- especially within one's own workplace. What can we do to create more systematic training opportunities for supervisors, both middle management and upper management, inside and outside of one's employment setting?

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30 votes
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Management + Business Acumen

KM Staffing Structures:Ideas for Designing Your KM Dream Team

Some law firms have well-established knowledge management departments . . . and then there's the rest of us. We know how to design org charts to support research and technical services, but aren't quite sure how to staff KM. What functions should we include? What job titles are most effective? To whom should the department report? Casual observation suggests that there is no one best way to structure a KM department, ...more »

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28 votes
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