TY  - BOOK
AU  - Mercer, Prue.
TI  - Changing Our Future: Issues in Leadership and Management Skills and the Information Profession 
U1  - Pam 025.1 WI Mer 
PY  - 2000///
CY  - [Place of publication not identified]
PB  - Distributed by ERIC Clearinghouse
KW  - Academic Libraries
KW  - ericd
KW  - Administrator Role
KW  - Foreign Countries
KW  - Information Services
KW  - Information Technology
KW  - Job Skills
KW  - Leadership Training
KW  - Library Administration
KW  - Library Cooperation
KW  - Library Personnel
KW  - Library Role
KW  - Management Development
KW  - Staff Development
KW  - State Libraries
KW  - Speeches/Meeting Papers
KW  - Reports - Descriptive
KW  - Reports, Descriptive
N1  - Availability: For full text: http://www.alia.org.au/conferences/alia2000/proceedings/prue .mercer.html; ERIC Note: In: ALIA 2000. Capitalising on Knowledge: The Information Profession in the 21st Century (Canberra, Australia, October 23-26, 2000); see IR 058 109; Includes bibliographical references (pages 7-8. Download from http: //conference.alia.org.au/alia2000/proceedings/prue.mercer.html); Includes bibliographical references (pages 7-8. Download from http://conference.alia.org.au/alia2000/proceedings/prue.mercer.html); Microfiche; [Washington D.C.]; ERIC Clearinghouse; microfiches : positive
N2  - This paper explores the issues and opportunities for information providers in a digital environment where the skills of management of change and leadership are necessary to create vital and healthy organizations. The first section discusses challenges of the digital environment and skills for the information profession, including the impact of technology, the changing role of the library, and core skills for library staff (e.g., management, information technology, teamwork, strategic thinking, and customer service skills). The second section describes how the State Library of Victoria (Australia) is addressing these challenges with staff and management development programs, including: (1) staff workshops on information service values related to customers, knowledge, teamwork, collections, and environment; (2) staff, leadership, and management training focusing on communication/interpersonal, marketing/promotion, technology self/team management, change management, problem-solving, mission/vision/values, and task-specific skills, as well as five leadership values (self-awareness, stands in the future, customer focus, collaborative spirit, and bias for action); and (3) management development training developed in collaboration with the University of Melbourne and Royal Melbourne Institute of Technology University. The third section covers ways of thinking about organizations and managers, including organizations as many things at once and the roles of managers and leaders. (Contains 17 references.) (MES)
UR  - https://eric.ed.gov/?id=ED452873
ER  -