- Email: [email protected]
The process of choosing dean
qualityimprovementinsteadofgettingbogged down in it.” Libraries are among the organizations that could benefit from a nonmanufacturing approach to improving and enhancingoperations and servicedelivery. This short article presents a useful service-sector model for setting and reaching quality objectives.
%teRedualPropettyMaterkkOnlne/CDROM: What and Where,” by N.J. lhomp son, Dakrbase 15 (December 19921, p. 14-34. a In the U.S., both the federal and state governments have the power to enact intellectual property (IP) laws, and international agreements and treaties cover IP conventions among countries. Any entity issuing a copyright, patent, or trademark, however, must maintain lists of applications and registrations that identify and provide public notice of protectedproperty.This article identifiesonline andCD-ROMsourcesof informationon intellectual property and compares holdings amongsomeU.S.databanks.Copyright, trademark, and trade name databases are examined in more detail than patent files. Tables throughouttheatticle list contact information for and short descriptions of both U.S. and international IP/databases, and several figures provide screen images of database records. A selective bibliography of articles on patent databases rounds out theexamination. In addition to describing these sources of information, and recommending search strategies, the author explains how some legal aspectsof IPgovernwhatdata isavailableand how it should be interpreted. DIALOG, PTO, ORBIT, IMSMARQ, LEXIS, Westlaw, and the Thomson & Thomson family ofdatabases are among the products covered. Librarians who must choose from among the many sources of IP data will appreciate the plenitudeof useful information presented here.
‘7he Process of Choosing a Dean,” by Suxln B. Twombly. Journal of Higher Education 63 (November/December 19921, p. 653-683.
n This article reports on a study of the decision-making processes by which search and screencommitteesdeterminetheirfinal listof academic deanship candidates. The author examined and interpreted these processes as they occurred in three searches for professional school deans at a large midwestern research university in 198586. She consulted “documentary evidence” (e.g., guidelines for appointing search committee members, letters soliciting nominations, job descriptions) and interviewed search committee members. Separate sections of the article analyze each ofthe search processes alongfivedimensions that differentiate structured and anarchic decision making: “(1) the conceptual and empirical definitions of what constitutes a decision; (2) the extent of participant consensus on goals and the means used to accomplish
those goals; (3) how participation is included asan attributeofthedecision process;@) how the organizational context influences decision processes; and (5) how time is incorporated into each perspective.” Broad comparisons among the three searches are followed by a conclusion in which Twombly states the importanceof understanding “the interaction ofstructured and anarchic aspectsofsearches and, in particular, the role of participation, context, and time in determining the values andpremisesupon whichdecisionsarebased.” Librariansparticipatingon search/screen committees may find this a useful analysis.
“Pfccovkting Remote Access to CD-ROMr Some Practical Advice,” by Steven J. Bell. CD-ROM Professional6 (January 19931, p. 43-47. lThe authorof this short article states: “There are multiple solutions to the CD-ROM remote accessdilemma.Youneedtodeterminewhich best fits your CD-ROM installation.” To help novice planners make this determination, he answers the followingquestions in the course of the article: What is remote access? What hardware/software factors influence the potential for remote access? How should communications software be selected? What security issues are involved in remote access and how can they be addressed? How are downloading and printing handled in remote systems? Bell recommends that planners talk to patrons and develop a test plan before launching a CD-ROM remote access system. Librarians interested in this possibility may find this article a good starting point for their
deliberations.
tional subcultures on how to accomplish the library’s mission. This short piece explores how to get all employees rowing in the same direction.
“Using Employee Surveys to Revitalize TQM,” by Kate Ludeman. Tralning29 (December 1992). p. 51-57. n TQM efforts often begin in a blaze of glory but may burn out if they are not tied to measurable goals. This short article suggests that surveys aimed at soliciting input from team members, managers, “internal customers,” suppliers, and distributors can provide thedataneeded toestablishboth baselineand benchmark performance levels, and to measure change. Ludeman presents some recommendations for developing in-house surveys (e.g., each question should refer to only one skill; questions should address behaviors, not personal characteristics or values) and provides five tables of sample questions, each focused on the behaviors of a different group of employees. She claims that surveys can help all employees make the “lifestyle” changes necessary to keep TQM efforts alive byprovidingstaffandmanagementalikewith valuable feedback on their performance, by establishing benchmarks against which organizational change can be measured, and by helping administrators assess the effectiveness of TQM training.
“Working at Home Pays Off,” by Shari Personnel Journal 7 1 (November 19921, p. 40-49.
Caudron.
n The author of this interesting article claims: “SubcultureStrife Hinders Productivity,” by Shari Caudron. Personnel Journal 7 1 (December
1992), p. 60-64.
n According to the author of this article, the mostcommon organizational subcultures are those based on job function, position, unit, or social interest. Members of employee subcultures share similar work-related values, expectations, and motivations, and they maintain a sense of identity through their membership in the group. Although these attitudes can contribute positively to productivity, loyalty, and commitment, problems can arise when thevalues of these subcultures become divergent from the organization’s overall mission. Caudron discusses how to determine the alignment of subcultural and organizational missions, exploring surveys, one-on-one interviews, and “cultural audits.” Citing examples from Lockheed, Northern Telecom, and UnionCarbide, shealsoexamines the importance of communication and team building in reducing inter-subculture misunderstanding and in unifying the work force. A sidebar defines four subcultures that often exist in organizations. Libraries are not immune to strife caused by disagreement among functional, departmental, and posi-
the Journal
“With today’s computertechnology, virtually any jotior any part of a job-that involves work that’s independent of other people and special machinery can be performed away from the workplace.” But even if it’s possible, why allow or even encourage employees to telecommute? Caudron states that, in addition to reducing traffic congestion, long commutes, andairpollution, telecommutingsaves office expenses, increases job flexibility, and enhances productivity. To managers concernedaboutmonitoring theirtelecommuting employees’behavior, Caudron suggests managing by results rather than through direct supervision. Citing examples of happy, successful telecommuters from firms such as TravelerslnsuranceandJ.C.Penney,shemakes a case for selecting the right employees and training them and their supervisors in “telecommuting fundamentals”-e.g., time management, communicating with co-workers, and safety and security. Three sidebars discuss a telecommuting program in place at Fitch RS, eight keys to managing tele-commuters, and six considerations that should precede theestablishmentofa telecommuting program. Even service-orientedorganizations such as academic libraries may want to offer the telecommuting option; this article promotes its potential.
of Academic
Librarianship,
March
1993
43
%teRedualPropettyMaterkkOnlne/CDROM: What and Where,” by N.J. lhomp son, Dakrbase 15 (December 19921, p. 14-34. a In the U.S., both the federal and state governments have the power to enact intellectual property (IP) laws, and international agreements and treaties cover IP conventions among countries. Any entity issuing a copyright, patent, or trademark, however, must maintain lists of applications and registrations that identify and provide public notice of protectedproperty.This article identifiesonline andCD-ROMsourcesof informationon intellectual property and compares holdings amongsomeU.S.databanks.Copyright, trademark, and trade name databases are examined in more detail than patent files. Tables throughouttheatticle list contact information for and short descriptions of both U.S. and international IP/databases, and several figures provide screen images of database records. A selective bibliography of articles on patent databases rounds out theexamination. In addition to describing these sources of information, and recommending search strategies, the author explains how some legal aspectsof IPgovernwhatdata isavailableand how it should be interpreted. DIALOG, PTO, ORBIT, IMSMARQ, LEXIS, Westlaw, and the Thomson & Thomson family ofdatabases are among the products covered. Librarians who must choose from among the many sources of IP data will appreciate the plenitudeof useful information presented here.
‘7he Process of Choosing a Dean,” by Suxln B. Twombly. Journal of Higher Education 63 (November/December 19921, p. 653-683.
n This article reports on a study of the decision-making processes by which search and screencommitteesdeterminetheirfinal listof academic deanship candidates. The author examined and interpreted these processes as they occurred in three searches for professional school deans at a large midwestern research university in 198586. She consulted “documentary evidence” (e.g., guidelines for appointing search committee members, letters soliciting nominations, job descriptions) and interviewed search committee members. Separate sections of the article analyze each ofthe search processes alongfivedimensions that differentiate structured and anarchic decision making: “(1) the conceptual and empirical definitions of what constitutes a decision; (2) the extent of participant consensus on goals and the means used to accomplish
those goals; (3) how participation is included asan attributeofthedecision process;@) how the organizational context influences decision processes; and (5) how time is incorporated into each perspective.” Broad comparisons among the three searches are followed by a conclusion in which Twombly states the importanceof understanding “the interaction ofstructured and anarchic aspectsofsearches and, in particular, the role of participation, context, and time in determining the values andpremisesupon whichdecisionsarebased.” Librariansparticipatingon search/screen committees may find this a useful analysis.
“Pfccovkting Remote Access to CD-ROMr Some Practical Advice,” by Steven J. Bell. CD-ROM Professional6 (January 19931, p. 43-47. lThe authorof this short article states: “There are multiple solutions to the CD-ROM remote accessdilemma.Youneedtodeterminewhich best fits your CD-ROM installation.” To help novice planners make this determination, he answers the followingquestions in the course of the article: What is remote access? What hardware/software factors influence the potential for remote access? How should communications software be selected? What security issues are involved in remote access and how can they be addressed? How are downloading and printing handled in remote systems? Bell recommends that planners talk to patrons and develop a test plan before launching a CD-ROM remote access system. Librarians interested in this possibility may find this article a good starting point for their
deliberations.
tional subcultures on how to accomplish the library’s mission. This short piece explores how to get all employees rowing in the same direction.
“Using Employee Surveys to Revitalize TQM,” by Kate Ludeman. Tralning29 (December 1992). p. 51-57. n TQM efforts often begin in a blaze of glory but may burn out if they are not tied to measurable goals. This short article suggests that surveys aimed at soliciting input from team members, managers, “internal customers,” suppliers, and distributors can provide thedataneeded toestablishboth baselineand benchmark performance levels, and to measure change. Ludeman presents some recommendations for developing in-house surveys (e.g., each question should refer to only one skill; questions should address behaviors, not personal characteristics or values) and provides five tables of sample questions, each focused on the behaviors of a different group of employees. She claims that surveys can help all employees make the “lifestyle” changes necessary to keep TQM efforts alive byprovidingstaffandmanagementalikewith valuable feedback on their performance, by establishing benchmarks against which organizational change can be measured, and by helping administrators assess the effectiveness of TQM training.
“Working at Home Pays Off,” by Shari Personnel Journal 7 1 (November 19921, p. 40-49.
Caudron.
n The author of this interesting article claims: “SubcultureStrife Hinders Productivity,” by Shari Caudron. Personnel Journal 7 1 (December
1992), p. 60-64.
n According to the author of this article, the mostcommon organizational subcultures are those based on job function, position, unit, or social interest. Members of employee subcultures share similar work-related values, expectations, and motivations, and they maintain a sense of identity through their membership in the group. Although these attitudes can contribute positively to productivity, loyalty, and commitment, problems can arise when thevalues of these subcultures become divergent from the organization’s overall mission. Caudron discusses how to determine the alignment of subcultural and organizational missions, exploring surveys, one-on-one interviews, and “cultural audits.” Citing examples from Lockheed, Northern Telecom, and UnionCarbide, shealsoexamines the importance of communication and team building in reducing inter-subculture misunderstanding and in unifying the work force. A sidebar defines four subcultures that often exist in organizations. Libraries are not immune to strife caused by disagreement among functional, departmental, and posi-
the Journal
“With today’s computertechnology, virtually any jotior any part of a job-that involves work that’s independent of other people and special machinery can be performed away from the workplace.” But even if it’s possible, why allow or even encourage employees to telecommute? Caudron states that, in addition to reducing traffic congestion, long commutes, andairpollution, telecommutingsaves office expenses, increases job flexibility, and enhances productivity. To managers concernedaboutmonitoring theirtelecommuting employees’behavior, Caudron suggests managing by results rather than through direct supervision. Citing examples of happy, successful telecommuters from firms such as TravelerslnsuranceandJ.C.Penney,shemakes a case for selecting the right employees and training them and their supervisors in “telecommuting fundamentals”-e.g., time management, communicating with co-workers, and safety and security. Three sidebars discuss a telecommuting program in place at Fitch RS, eight keys to managing tele-commuters, and six considerations that should precede theestablishmentofa telecommuting program. Even service-orientedorganizations such as academic libraries may want to offer the telecommuting option; this article promotes its potential.
of Academic
Librarianship,
March
1993
43