ibliographic utilities for purpose of acquisition of bibliographic records, and managing physical processing and binding of all library materials. (Nanyang, 2003)
It is evident from the information provided that when her staff is not at a full contingency problems arise, but from the concerns brought up at the meeting of department heads, it is also apparent that this is an ongoing problem, with some other issues involved. Two questions arise which much be answered. What are the specific problems, and what can be done to improve the situation
Another very serious issue must be resolved for the long term. Is the underlying problem Jane's supervision What can she do to change her management skills that will affect the performance of her entire staff
An additional issue brought up at the Department Head meeting is the backlog of cataloguing and how to resolve this problem. This is not of lesser importance than the other issues, but its resolution is dependent on the solutions Jane devises.
Interviewees were misinformed of their appointment times. Not only does this make the entire organization look inept, it makes Jane feel pressured.
Maintenance is waiting on a decision that could if properly implemented improve working conditions and facilitate tasks.
Jennifer is a full time employee and her job assessment is long overdue.
It is likely the preparation of the monthly bulletin will be late, due to illness.
Irene is waiting to discuss her placement studies' student's request.
Kristin needs an answer on how to fix the collating mechanism. Without it the bulletin could be delayed even more.
Evaluation of problems
Jane should feel frustrated by now. Not only have the problems in her department raised her stress level for the day, they have been noticed by the other Departments. Now it's time to look at the real issues.
Assuming that Jane has the maximum staffing possible with her budget (excluding the one position she is interviewing for) it is immediately evident that the following problems need to be addressed:
Delegation of responsibility
Chain of command
Jane's expectations of her staff/morale
These problems are the results of an underlying and more serious issue. There
was no reason for Jane to have to be involved in all of these decisions. Apparently the chain of command in the Department is not clearly set. There should be someone beneath Jane, either an office manager or administrative assistant to organize the day-to-day functions of the department and answer questions. If there is not, and the budget allows, she should hire someone to fill that role. All the staff then need to know who to go to when questions arise, and it should be included in their training.
Jane is concerned about her staff's performance, dedication and morale and she should be. But rather than saying, "I'm getting tired of all these crises. I just can't seem to get these people to perform, to make their own