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Rosalind Moore
LIS 650
I. Leadership and Professional Model
Leadership Mission and Values
Leadership Mission Statement:
Leadership Philosophy Mission Statement: As a growing leader in an academic sector I
will ensure to create an diverse environment to educate, motivate, and inspire employees to
cultivate an continual infusion of organizational emotional intelligence in which employees will
learn the concept of constantly creating internal and external raving fans.
I am passionate about teaching, training, coaching and creating raving fans, individually
and as a group, by engaging employees in a compelling personal and organizational vision. This
can be accomplished by allowing employees to develop a personal professional development
plan. Creating a professional development plans it allows employees to show the employer their
greatest strengths and allows employers the opportunity to tap into their employee’s best
achievable work. I receive great pleasure by helping employees integrate information and
learning, seeing plans come together in a successful result and watching employees celebrate
their success.
I believe in leading an organization by fostering the emotional intelligence management
style. Having the ability to perceive, evaluate, reason, and manage your employees emotions can
be beneficial to your organization’s success (). My mission statement goal is to someday have
an organization in which I can foster an environment for learning, encouragement, and
understanding that it is okay employees to have mixed emotions about my personal and
organizational goals. To be a great leader one must constantly assess your organization and
assess employee moral to ensure you have internal and external raving fans, so that your
organization can thrive. To ensure that my mission statement will thrive I have developed a set
core leadership values which I believe will sustain my leadership style. I have listed below my
personal set of core values for organizational and leadership success:
Value of Teamwork
A leader must know how to build and nurture such a team. A good leader knows when to
be a leader and when to be a follower. The best solutions come from working together with
colleagues and clients. I will ensure to build an effective team that will encompass relationship
building, respect and sharing of ideas. As a leader I plan to create a teamwork atmosphere by
developing committees and having employees with special interest lead the specific committees.
Value of Diversity
Library leaders have to stay current terms of retention strategies among employees and
patrons. Outreach and marketing can be costly but are important for ongoing success measures.
Many of the more popular companies constantly spend money in marketing hoping that one day
their products or services will sell. As a future library leader I will ensure to market to a diverse
clientele in inexpensive ways to sustain internal and external raving fans. Libraries can impact
internal and external retention by implementing strategic outreach and incorporating diversity
initiatives. I believe implementing diversity strategies is a commitment to recognizing and
appreciating a variety of characteristics that make individuals unique. The reality of libraries
today is no easily defined “user” or “librarian type”. Insert something about
Value of Vision/Leadership
A leader must have a clear idea where his or her organizations goals or ideal library
vision entails. Like in the text Raving Fans, one of the first rules for creating raving fans is
deciding what you want (Blanchard 48). When a leader can envision the type of organization
that he or she would like then one can inspire employees to carry out the vision. As a future
library leader I will be clear about my personal and organizational goals and will refer frequently
to the vision, mission, and values of the organization in my interaction with others. You must be
extremely specific about your vision detailing everything that you see in your mind’s eye to your
employees. Vague visions are as good as not having a vision at all. I plan to lead my team with
a clear vision that encompasses programs for organizational and individual success.
Value of Coaching and Development
Encouraging others to expand their capabilities and take on additional assignments is part
of the leader’s responsibility. Leaders who feel threatened by the capabilities of others are
challenged in this area. Coaching and development are essential skills all leaders must cultivate.
A good leader challenges people to rise beyond their comfort zone and develop as an individual
to become better, stronger, to become a team player. I learned this semester that not
everyone’s a good fit with your organization. Some people change, and some people
you should not have hired in the first place. Anyway some people should move on and
there are two relatively good ways to make that happen:
Value of Integrity
I will create integrity by being sensitive to the emotional needs of others, using creative
emotional intelligence, knowledge and insight, to passionately foster creative solutions for the
benefit of my employees. I will train others to listen in a truly caring and empathetic way; lead
by following, keep promises and accept their emotions. A great leader will help others find their
passion and live their dreams and hold people accountable for their actions.
II. Talents and Professional Development Plan
Throughout the past 10 years of my working experience I seem to naturally lead
or often fall into management positions. I am constantly setting goals and evolving as
I have progressed over the years. I have been in positions where I have managed 75
plus employees to managing a small group of work-study students. I have worked in
hospitality, K-12 schools, human resources, and non-profit and can finally say that
the college academic setting is where my passion lies. I have been employed in a
small academic library for three plus years and absolutely love working with students.
I currently work full-time as the evening library supervisor while in the master of
library science program. I have been recently honored with selected as an Academic
Cultural Enrichment (ACE) Scholar, which blesses me with opportunity and access to
work with great mentors in the field of librarianship.
In the next year, I plan to graduate from the program while working full time as
evening library at Johnson C. Smith University. I have been given the opportunity to
complete an information literacy internship at my job by splitting up some of my
regular duties with my interest. In the fall I will be able to teach a few first-year
information literacy classes. Upon graduation, I hope to secure a reference or
information literacy librarian position at an academic library. Within two years of
graduation I have aspirations of entering a PHD program in Higher Education or
Library Science that focuses on libraries and how they measure retention with a focus
on cultural education. Within 2 -4 year period while working as a PHD student, I
would like to continue to work in information literacy and would like assist with
developing retention policies and contribute to cultural research in the field. I am
very interested with career development for students in general and for the field of
librarianship
At this point I am not sure if holding a director position will be in the plans for
me. I know within 10 years I hope be involved in cultural curriculum development
and recruitment for library science program because I feel there is a need. I also have
aspirations in becoming a professor in both library science and cultural studies. I
have aspirations of publishing articles and books that will add value to library science
department.
Ideal Library
My ideal academic library would consist of a university student population of
about 1,200 students. The ideal academic library that I envision consist of several
key points that I will further explain. Working in an academic setting for the past
three years has often afforded me the time to think of what would become my ideal
library.
Staff:
I envision having a staff of 3 librarians and 2 key support staff members. I plan to
interview and purposely select talent and customer service driven employees. I plan to utilize the
key interviewing tactics that are mentioned in the text, First, Break All the Rules (Bunkingham).
Bunkingham mentions the four key factors are selecting talent, define the right outcomes, focus
on strengths, and finding the right fit for your organization. I believe by abiding by
Bunkingham’s key interviewing skills I will gain employees that have no problem stepping out
of their comfort zone because everything they do is a learning experience.
I will be creating a team of employees that most organizations will want to hold on
to. These are the employees that go the extra mile for customers and for their managers creating
raving fans inside out. I envision having a team that is open to having their ideas challenged
because it forces them to think. In the interview process I plan to listen for specific clues to
search for passion for the field of librarianship. I believe what can be the most important skill in
my selection process will be the focus on customer service. I would prefer to hire a less
experienced staff member with great interpersonal skills than one with experience that dislikes
working with people.
I plan to keep my staff great by implementing, “holding up the mirror” (Buckingham
2000). I believe a great manager constantly gives his staff feedback on a quarterly basis. I
believe in ones quarterly feedback sessions then you can get a sense of your employee morale
level. I plan to have various incentive programs and each employee will create a professional
development plan. A professional development plan will allow employees to list their personal
development and goals within the organization. As manager I will ensure that employee’s goals
are being met by providing funds for conferences, workshops, and professional related activities.
Architectural design and layout
An article in Chronicle of Higher Education, featured newly renovated Library at
Goucher University in Baltimore, MD, which includes state-of-the-art amenities (Carlson,2009 ).
Goucher Library has a restaurant, exercise facility, art gallery, shoering facility, campus radio
station, and many other services. Critics would argue that the newly renovations takes the away
from the traditional educational purposes of a library. Innovators would probably argue that the
amenities will assist with marketing efforts and create easier access to its users. I am in favor of
having an up–to-date smaller version of this library which I believe would appeal to my library’s
users.
Programs and Services
In my ideal library I would establish an engagement-centered model of services that is
similar to the term “embedded librarian”. The embedded librarian is one whom goes outside the
library walls to engage with departments and student organizations. Below I have listed key
service styles:
Staff that will actively engage with faculty students and staff in assigned departments in
order to develop strong working relationships.
Staff that will actively assess user needs, create and implement user studies, share
information about users with library staff and with departments.
Regularly reading literature, such as library and academic journals about trends in higher
education, subjects, and disciplines, and sharing information with college community.
Collaborate with peer institutions for sharing of information.
Technology Services
In the ideal library I plan to create several information commons technology sand boxes
for students and faculty. I plan to have a library that is on the cutting edge very much like North
Carolina State Library. I also envision a staff that can identify areas where new online learning
and digital tools can place the library into the flow of teaching, learning, and research. Having a
staff that will effectively collaborate with the information technology department by contributing
to technology implementation ideas and changes.
Ideal library Budget
Operating Income Total $ 238,000 $ 378,782 $ 484,665
Operating Expenditures 2012 Actual 2013 Budget 2014 Budget
Request
Salaries and wages $ 131,750 $ 153,738 $ 178,925
Employee benefits $ 11,925 $ 12,522 $ 13,180
Books $ 8,000 $ 8,787 $ 9,250
Periodicals $ 1,330 $ 1,400 $ 1,470
Video materials $ 1,500 $ 1,750 $ 2,000
Audio materials $ 1,200 $ 1,500 $ 1,725
Software and Databases $ 420 $ 425 $ 450
Contracted services $ 2,200 $ 2,310 $ 2,425
Staff and board continuing
education
$ 950 $ 1,000 $ 1,050
Public programming $ 600 $ 650 $ 900
Telecommunications $ 1,425 $ 1,500 $ 1,575
Utilities $ 3,800 $ 4,000 $ 4,200
Equipment repair $ 475 $ 700 $ 715
Supplies $ 1,425 $ 1,500 $ 1,800
Operating Expenditures Total
238,000 378,782 $ 484,665
Strategic Planning
The Encyclopedia of Management (2006) defines Strategic planning to be characterized
as Robinson and Robinson (1994) wrote about how strategic planning could be used for
budgeting decisions and actions that shape and guide what a business organization is, what it
does, and why it does it. The objective of strategic planning is to develop a map by which to
manage an organization’s positioning.
Needs Assessment
I plan to conducting a needs assessment yearly to assure that basic needs are being met and my
staff is addressing any deficiencies within the library. A needs assessment will help determine
whether I am utilizing appropriate solution to a performance deficiency. A needs assessment
will ensure the library is meeting American Library Association standards.
Quality Control and Quality Management Principles
Implementing a quality control plan can save a organization lots of time and money. It can be
standardized if you input an yearly needs assessment to ensure your library is completing it’s
checks and balances. I will ensure that there are specific quality control activities in place for
effective measurement.
Course Student Learning Outcomes
Advanced Communication Skills:
Communication is the heart of everything we do to become successful in relationships, work, and
providing service to your customers. I learned this semester that as I progress into my career
aspirations having good reading, writing, speaking and listening skills are essential for success.
This class has taught me that today's workplace is constantly changing, so learning more about
effective progressive communication is essential. This includes being able to keep up with new
technology trends needed for the field of librarianship.
Organizational and Personnel Management Skills:
The one aspect of personnel management that I learned this semester when it comes to
interviewing is determining a candidate's skills, but more important is finding out how the person
will fit into your organization's culture. Focusing in the interview how the person will adapt to
the environment and how well the candidate will work with others to accomplish changing goals
in the organization. From the text, Raving Fans, I learned how to create a clear vision of how I
could imagine my organization and how to create internal and external raving fans. I often
mention the term raving fans in casual conversation but I believe this will be a concept that will
always stick close to my heart. I believe in customer service and I understand that is the reason
Google is the number one company for employees.
Relationship Management, Professional Development and Teamwork Skills:
When I think of relationship management of emotional intelligence comes to mind.
This semester I was fortunate to meet former American Library Association president Dr. Alire
and listen to her presentation on emotional intelligence. I was very inspired how she was hired
as a change agent for many large ACRL libraries with low morale and performance. Dr. Alire
talked about recognizing and managing employee’s emotions to promote positive change. I
believe in teamwork, setting a clear vision, and ensuring to create a environment where your
employees can thrive. Professional development is essential for organizational success and your
employees understanding that their work is valued. Relationship building with your employees
and your colleagues in the field is healthy for organizational growth.
Knowledge of Leadership and Management Theory:
I enjoyed all the required text for the class. First, Break All the Rules, was essentially my
favorite because of the concept of measuring employee’s morale based on the 12 questions. As a
future leader I will ensure that all of my employees can answer yes to the 12 questions. This
class has given me the tools to learn how to examine and assess my management and personal
work style. I will learn to lead by example and I have also learned that I will never be able to
please all employees and customers.
Final Thoughts
Leadership and management requires the application of special skills and techniques. I believe
even if there are certain inborn qualities that make one a good leader, these natural talents need
encouragement and development. I believe that self-confidence is developed, honesty and
integrity are a matter of personal choice. I really enjoyed this class and believe I have developed
great knowledge that will help me to succeed as an employee and as a manager. I would have
like to see more material on managing people with cultural differences and a manager’s
responsibility to helping to create diversity within ones organization. I believe it is also
important that manager market services to meet needs of all users if that being for example a new
migration of immigrants into a community. Overall, I enjoyed the class and understand why the
class is required.
Top Five Questions
1. As a library Administrator in academic setting how can you manage unmotivated
staff without micromanaging?
I have learned that in many instances, good people are hired and come to their
new jobs with sharpened skills. I believe that all great managers have the intent of hiring
true talent and individuals that will best fit the organization. Most employees come in
with open minds, only to later become an employee that underperforms and finds little
satisfaction from their work environment.
Often as each new employees come into the organization, over a period of time,
each is individually taught, by colleagues, the organization’s positive or negative cultural
standards that already exist. Few people like to rock the boat or stand out, so most adjust
to expectations that have existed for decades before their arrival.
In the situation with managing unmotivated staff I believe it is the manager time
to complete self and employee assessment. Self-assessment will allow a manager to
recognize if ones manger style is affecting low morale which could be creating
unmotivated staff environment. As a future leader I plan to keep my manual, First, Break
All the Rules as a guide and enduring my employees are able to answer the 12 questions.
I would create a professional development plan to help put employees in roles that best fit
ones personal work style.
Unfortunately not everyone’s a good fit with your company. Some people change, and
some people you shouldn’t have hired in the first place. Anyway some people should
move on and there are two relatively good ways to make that happen:
1. How does one in a new management role come to an organization and make
effective positive changes with staff that is against change?
After the completion of my interview project with Monika Rhue I learned within
the first few days of starting as a manager, set up a time to meet individually with
everyone on your team. She believes this is your chance to show that you understand the
role of a manager, which is to help people achieve their goals and be successful at their
jobs.
Mrs. Rhue mentioned setting up meetings, ask your employees about their short-
and long-term developmental aspirations. “Tell them you want to help them achieve
those goals. I believe that coming in as a team player and making your employees
understand that their input is valuable to your success as a leader. Don’t be afraid to ask
for help or explanations from those you are managing, shows you value their expertise as
well. Try not to make a lot of sweeping changes immediately. Find creative ways to
make your employees a part of the changes.
Finding a mentor can give you sound advice about situations that you as a new
leader may face. Seeking guidance from another experienced from a manager outside
your organization who is part of your personal network can be an asset to your success.
2. How do you motivate a team of employees to create “raving fans”?
I believe that I have done a great job in past positions trying to create raving fans. In my
current role has the lead for customer service committee that meets bi-weekly to increase
internal and external customer service I developed a “library bucks” program for staff
and work-study students. This program allows staff members to recognize each other for
job well done. At the end of each semester the staff members with highest library bucks
receives gifts like free yearly parking pass, a day off with pay, and various gift
certificates. This incentive causes employees to raise the level of customer service to
patrons which in turn creates raving fans for the library. I believe that I will continue to
improve with creating raving fans.
3. How do you as an employee deal with poor unprofessional management styles?
A successful manger gets the best possible work from the team and contributes as much as
possible to making their organization successful. Unfortunately many managers do not lead with
these positive goals in mind, rendering a boss centric universe beliefs. This however creates an
ego trap mindset that many managers fall into that the only way to make good work happen is to
place themselves in the center of everything. I believe that organizations should implement
emotional intelligence training in organizations.
I almost believe it is a norm to have experienced more poor management leaders than good. I
really enjoyed the article, Want Creative Workers? Loosen the Reins, Boss, because it mentions
giving employees the freedom to become effective employees, rather than micromanaging
thoughts, ideas, and daily work duties.
Dr. Chow mentioned in his lecture to be the best employee you can be when dealing with
difficult managers. I agree that doing your job effectively can eliminate your manager finding
ways to pick at your flaws.
5. How can one deal with moving from coworker/friend to boss without resentment
feelings?
If someone on your team had also applied for the manager job and resents that you got it,
have a conversation that acknowledges those feelings. Then make clear that you are dedicated to
helping this person succeed, so that the next time a management job becomes available he or she
will be the best candidate,
This may mean that your former coworkers may no longer include you in certain
conversations or no longer relate to you in the same way.
Part of the challenge is that the people who work for you are unlikely to fully understand
what your job is like. Like a parent or guardian you will be doing things on behalf of others that
they may never know about or fully understand
Work Cited
Blanchard, K., & Bowles, S. (1993). Raving Fans. New York: William Morrow and
Company, Inc.
Buckingham, M., & Coffman, C. (1999). First, Break All the Rules. New York: Simon &
Schuster.
Carlson, S. (2009). Is it a library? A Student Center? The Athenaeum Opens At Goucher College.
The Chronicle of Higher Education
Dewey, B. I. (2004). The Embedded Librarian: Strategic Campus Collaborations. Resource
Sharing & Information Networks, 17(1-2), 5-17. Retrieved from EBSCOhost.
Robinson, M. R., & Robinson, S. (1994). Strategic planning and program budgeting for
libraries. Library trends, 42(3), 420-427.
ROSALIND ANN MOORE 1113 Pine Circle Dr NW Concord, NC 28027 r_moore@uncg.edu (704)907-8899 April 28, 2012 The Human Resources Department Central Piedmont Community College 1201 Elizabeth Avenue Charlotte, NC 28204-2297 Dear Sir or Madam: Please accept this letter and accompanying resume as interest in your Information Literacy Librarian position that is advertised on your Human Resources website. I have a Bachelor of Science in Public Administration, with over eight years of professional experience and experience in higher education administration services. I have a range of experience training/managing 50 plus employees to small group of work-study students. I also pride myself with expertise in customer service training. I am currently employed as the Evening Library Supervisor for Johnson C. Smith University (JCSU). I am responsible for general management of Circulation Desk, managing over 25 plus Work-Study Students, and assisting students and faculty with detail research questions. I have a strong passion for working in academic setting and have experience working collaboratively with faculty and staff members. I believe that with my expertise in management, research, career counseling and understanding of an academic setting, I will be a great fit in your community college. As a Personnel/Human Resources Manager for BJS Wholesale Club, I provided full-life cycle human resource duties. As well, I was also responsible for managing all compensation, benefits, and payroll processes utilizing People Soft and Kronos computer systems. I definitely enjoy working as the Evening Library Supervisor at JCSU but feel the position as Information Literacy Librarian tailors more to my experience, degree and career goals. Given the opportunity to join the Central Piedmont Community College, I would bring a wealth of experience and focus on organization, quality of work, creative ideas, while consisting looking at the bottom line of providing expertise in customer service and research assistance. I look forward to meeting you to discuss my background and accomplishments with you. Thank you for your consideration. Sincerely,
Rosalind Ann Moore Attachments
Rosalind A. Moore
606 Lex Drive, Charlotte, NC 28262 (704) 907- 8899 ramoore@jcsu.edu
CAREER PROFILE
Dedicated Professional with over eight years of experience, combined with a Public Administration Degree (emphasis in Public and Non-profit Management), with experience managing a full spectrum of various programs, services, and functions in private and education sector.
Managed and operated the daily functions of a library department with strong command of various research methods, progress report writing, presentation skills, staff training expertise, and experience managing Federal Work-Study Personnel.
CORE/TECHNICAL COMPETENCIES
Higher Education, Corporate, and Training Management experience
Web 2.0 Resources: Facebook, Twitter, LinkedIn, Ning, Mediawiki, Wikispaces, LibraryThing, Flikr, Picasa, Blogger, and Wordpress
Applications: Adobe Captivate, Meebo, VRL Plus, Blackboard, Moodle, Google Apps, Serials Solutions, Outlook and Microsoft Office
Library Databases & Interfaces (selected): NCLive, EBSCO, Gale, Proquest, Oxford Reference, Ebrary, LexisNexis, Learn-a-Test, ProjectMUSE, ScienceDirect, and JournalFinder, and JSTOR
Federal Legal Issues & Compliance (ADA, EEO, FMLA, FLSA, OSHA)
Payroll Administration: People Soft/Kronos Software, and ADP ezLaborManager
PROFESSIONAL EXPERIENCE
Johnson C. Smith University Charlotte, North Carolina
Evening Library Supervisor(February 2009 – Present)
Responsible for overall management of circulation desk and 25 plus Work-Study students. Assume full responsibility of human resources duties for 25 plus Library Work-Study students: hiring,
processed payroll, schedule management, and employee conflict resolution. Built relationships with faculty, students, and community members, serving as their primary connection
to research information via interlibrary loan and lending services. Sole manager of JCSU Course Reserves and assisted with service marketing programs to faculty and
staff. Respond to numerous reference questions on a daily basis, referring students and Faculty to appropriate
resources and research techniques. Analyzed and maintained Circulation desk statistics and IT related data on a weekly and monthly basis. Created various measuring tools for research, customer service, and Technology related issues. Responsible for daily IT troubleshooting for laptops and library computers to ensure user satisfaction. Attendee at ALA-related conference to gather Circulation desk related information to improve
university services. Search and Screen committee member for hiring of Professional Library staff. Serve as committee member to improve IT-related issues for students and community users. Chair of Library Customer Service/Program development committee: Created customer service training
guides and responsible for leading student involved programs.
Charlotte Mecklenburg School District Charlotte, North Carolina
Substitute Teacher (Grades 6-12) (September 2007 – February 2009)
Assumed full responsibility of general education and long-term assignments and provided continuity and enhancements of the learning process.
Utilized hands-on approach towards teaching combining projects, reports, plays, and discussion into all core subject areas including gym, music, and library duties.
BJS Wholesale Club Charlotte, North Carolina
Personnel/Human Resource Manager (September 2006 – October 2007)
Maintained Club records of payroll time sheets and time cards, and ensured payroll was accurately completed on a timely basis every week for 65 plus employees in People Soft and Kronos System.
Actively recruited, assessed and hired all hourly employees, administered orientations and all personnel paperwork including new hire forms, administered salary reviews, corrective terminations, and promotions.
Counseled team members on employee relations matters. Advise General Manager and Home Office associates on employee morale and attitudes. Responsible for all compensation duties: employee evaluation, employee movement, and staff development.
Ensured that each employee received the full benefits of BJ's training and development programs. Outcomes: Increased employee retention by 25%. Managed and forecast for a $120,000 monthly payroll
budget/Increased 401K enrollment by 30% for the organization.
Walgreens Charlotte, North Carolina
Assistant Store Manager (June 2005 - September 2006)
Maintained efficient inventory: ordered reports and monitored weekly sales. Supervised over 15 employees and assisted with basic human resource duties: hiring, payroll, employee
evaluation, and dealing with conflict resolution.
MGM Grand Hotel & Casino Las Vegas, Nevada
Airport Satellite Manager (September 2002 – April 2005)
Managed transportation for high profile groups: Billboard Awards, VH1 Awards, National Boxing Fight Championships, VIP Guest, and assist with planning of large national conferences.
Managed over 50 plus staff members: (front desk, bell desk, airport greeters, transportation Staff, and all show tickets)
Completed schedules, payroll management, hotel room management for 5,000 plus rooms, and managed operating procedure reports.
Hotel Operations Supervisor (December 2001 – September 2002)
Supervised over 100 plus employees, making sure the front desk ran efficiently. Maintained adequate staffing levels at all areas of hotel: dealt with housekeeping, maintenance,
Room service and Casino Operations. Assisted with training of all newly hired employees.
VIP Guest Relations Representative (June 2001 – December 2001)
Responsible for Checking in VIP Guest and dealt with any guest issues or request. Set up show tickets and served as concierge for VIP Guest.
Department of Transportation/Division of Motor Vehicle District Office Milwaukee, Wisconsin
Human Resources/Intern (summer 1999 and 2000)
Responsible for providing support to district employees. Completed daily and weekly district payroll for brown county and timekeeping system data entry.
EDUCATION
University of North Carolina- Greensboro
Master of Library and Information Science May 2013
University of Wisconsin-Green Bay
Bachelor of Science in Public Administration
Emphasis in Public and Non-Profit Management December 2000
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