Nursing research Annotated Bibliography Example | Topics and Well Written Essays - 250 words - 1

Nursing research - Annotated Bibliography Example The research work was a comparative study of various units in a quaternary care hospital in the Midwest. The hospital’s units are stratified in various communities of services. Conversely, the nurse patient ratio in the hospital is a nurse for every four patients during the day, and one nurse for every five or six patients at night. The researcher identified medical-surgical, orthopedic, neurology and cardiovascular inpatient care units’ of the hospital and compared the data the nurses with the collected data analyzed to provide the research findings. The researchers identify a tendency for float nurses to receive tasks that were more challenging than their counterparts were. In line with this finding, the research highlights the importance of recruitment efforts focusing on allocation of resources to recruit and retain float pool nurses in order to meet the demanding role that they played during the process of

The market and Krispy Kreme Essay Example | Topics and Well Written Essays - 3000 words

The market and Krispy Kreme - Essay Example The paper tells that a worldwide doughnut company was born in an old building on July 13, 1937. Krispy Kreme was established in Winston-Salem, North Carolina by Vernon Rudolph. Then just a store, Krispy Kreme used a classified recipe for yeast-raised doughnuts. Because of the very appealing aroma of freshly cooked doughnuts, mere passers-by would inquire to ask if they can have an order of the freshly cooked treat. With such request from customers, Rudolph then put a hole on an outside wall of the store to make the fresh and hot Krispy Kreme doughnut more accessible to its buyers. Most of the time, it is the product’s consistency whether in taste or in quality that appears to be the problem. Krispy Kreme is not an exemption to this inconsistency. For the company to be able to hurdle over this hindrance in quality, Krispy Kreme constructed a mixing plant and a distributing system that will deliver the perfect Krispy Kreme doughnut mix. The company did not just bring an original yeast-raised doughnut to the market but also a technology that will increase product consistency in its stores. The 1940s and 50s were the decades that Rudolph and his equipment engineers created Krispy Kreme’s own doughnut-making machineries. Even if the company was just starting to expand its market across the state, it was pretty obvious that Vernon Rudolph cared about the quality of the products that his company will be giving out to its market. This proves that the company is putting their customers first and not just the amount of money the company can make. As long as the customers are happy, the satisfaction that the doughnuts are bringing to its patrons will equate to the company’s well-earned income. The quality consistency hurdle was surpassed by the company. Although, it was considered as a challenge since Krispy Kreme was just starting its ground on broader market, the problem was properly addressed by Rudolph and a contingency plan was made to ensure tha t the public and the patrons of the products will get the quality products that they deserve. Delivering the mixture on a daily basis increased the expenses of the company. To cut the expenses being brought by the regular transportation of the mixture, Rudolph together with his equipment engineers developed Krispy Kreme’s own doughnut-making machineries. It was a wise marketing strategy in ensuring the quality of the products that are being produced by the different stores and still be able to achieve the desired profit out of the stores. A decade was dedicated to further develop and systematize the whole doughnut-making process (KrispyKreme.Com, 2009; David & Musa, 2008, p. 26). The first international Krispy Kreme store was opened on December 2001 in Canada near Toronto. The company further expanded its market to Australia and Europe in 2003. Asia, Southern America and the Middle East were the next markets that the doughnut company explored. Krispy Kreme Doughnuts (KKD) was able to expand their markets in 5 continents in less than a decade. KKD has a total of 123 stores in 5 continents by the 28th of January 2007. Two hundred thirty nine KKD factory stores and 33 satellite stores were operating giving a total of 272 stores nationwide (KrispyKreme.Com, 2009; David & Musa, 2008, p. 27). KKD then focused more on the markets in Asia and the Middle East. Demographically, KKD perceives that these 2 locations will be more favorable for its products. Asia and the Middle East have high consumptions of sweet goods which will work pretty well for the company’s signature products. It has also been noted that Western products have high popularity in these Eastern locations. The future success of KKD in these places given the fore mentioned facts appears to be very promising (David & Musa, 2008, p. 27). The Asian and Middle East markets is showing very good potential with regards to KKD’s success. There is one market that the company

Star London Hotels For Luxury Stay

Star London Hotels For Luxury Stay London offers some great 5 star London hotels so you that you can experience the capital in luxury. The Londons 5 star hotels are some of the best in the world. There are the old established traditional hotels like Claridges, and other chic, modern boutique hotels like The Hempel, there is a great choice in Londons finest 5 star accommodations. Radisson Edwardian Hampshire is one such five star hotel and is located in the corner of Leicester Square. It is a grand hotel having magnificence, elegance and comfort. Grange City Hotel is another luxury 5 star hotel, offering exceptional panoramic views of the city. It is located near the Tower of London. The London Marriott Hotel County Hall is located opposite the Houses of Parliament. It has 200 bedrooms and is centrally located to visit all the magnificent sites. The Hempel is a five star modern hotel that redefines modern luxury. Wyndham Grand London in Chelsea Harbour is another five star hotel that offers all-suite rooms. It offers stunning views of the city and the Thames. The luxury five star hotels in London redefine luxury and you can experience it. 2. Manchester Hotels a place to stay for destination Manchester by hoteltravelexpress Manchester Hotels are the perfect place for you to stay if your destination is the city and you can explore the city to your hearts content. One such hotel is the City Inn that is a contemporary custom made hotel offering exceptional quality, value and service. Another Hotel is the Place Apartment Hotel located at the Ducie Street. It has got stylish loft-style apartments having Wi-Fi, Sky satellite TV, DVD players and dishwashers. Britannia Hotel is located in the Portland Street at the City Centre, Manchester. It is housed in a historic building and is close to the shops, theatres and bars. Hotel Radisson Edwardian is located in the Free Trade Hall at the Peter Street, City Centre. It is a 5-star luxury hotel located opposite Bridgewater Hall and Manchester Central. It has free Wi-Fi, elegant air-conditioned rooms and an indoor pool with jet stream, Jacuzzi and spa bath. There are many traditional as well as modern hotels in Manchester. The hotels are styled with absolute consideration for your comfort. 3. 5 star hotels Heathrow airport by hoteltravelexpress 5 Star Hotels Heathrow Airport make a great base for exploring attractions just to the west of London, such as Legoland, Windsor Castle, the Chessington World of Adventures; or attending an international rugby match at Twickenham. You can enjoy the traditional British food in Henleys restaurant. Though the hotels near Heathrow airport can be noisy, but many hotels offer a haven of 4 star and 5 star hotels services, like the Runnymede-on-Thames, near Heathrow Airport are luxury hotels that look after your comfort. The Runnymede Hotel Spa has an amazing river bank setting and is perfect for a relaxing break or for visiting Windsor and a host of other facilities as well. Great Fosters hotel located in an estate of more than 50 acres is also a hotel of great luxuries. The Milestone Hotel is wonderfully located overlooking Kensington Palace, minutes from The Royal Albert Hall, and Knightsbridge shopping and easy access to the west end. The five star hotels near Heathrow airport give you comfort as well as convenience so that you dont waste time in the airport lounge. 4. 5 star boutique hotel London for tourists by hoteltravelexpress 5 Star boutiques hotel London for tourists brings the best comfort and luxuries for tourists, business travellers, couples, friends or anyone who wants to enjoy London. Those who want to stay in intimate and luxurious hotel properties that differentiate themselves from hotel chains or larger groups of hotels can opt to stay in boutique hotels. These hotels provide the highest level of service and amenities whether you are a business traveller or a leisure traveller or a couple on your honeymoon who wants a stylish and classy hotel. You should for once indulge yourself and book a room at a boutique hotel in London. The boutique hotels in London are mostly chic, often having unusual decor and intimate ambiance. The Stafford, One Aldwych, Blakes Hotel, the Capital Hotel, Dukes Hotel are some of the boutique hotels in London. The hotels offer the highest level of amenities as well as services and are very popular with the tourist visiting this city. 5. 5 Star hotel Hyde Park the best luxury hotels by hoteltravelexpress The 5 Star hotels Hyde Park has the best location in the world. There are many luxury hotels in London that are situated around Hyde Park for your convenience. The Sheraton Park Tower is one of them. The others are Four Seasons London, Mandarin Oriental, The Lanesborough, The Berkeley, Park Lane Mews Hotel and many more. The Park Lane Mews Hotel is located just off from Park Lane and is within walking distance from Mayfair. The Goring is also one such hotel. It is the only privately owned five star hotel located in London. The rooms of this hotel are very comfortable and luxurious. One of the good five star hotels in London is the Royal Garden Hotel. You can watch the seasons come and go from its rooms. From the uppermost floors you can view the Kensington Palace, Hyde Park, and the Royal Albert Hall. The view of the London from this rooftop is enchanting. You can watch the St Pauls Cathedral or the Houses of Parliament. So when you stay near the green oasis in London you are bound to enjoy yourself. 6. Best 5 star hotels Knightsbridge by hoteltravelexpress Best 5 Star hotels Knightsbridge is located in the street and district in the City of Westminster. It is a high profile location in London as it has some of the highest property prices in London. Some of the best hotels in London are to be found in the Knightsbridge area. The luxury hotel is the 22 Jermyn Street that is a boutique style hotel in London. Another five star hotel is the Stafford London by Kempinski. This hotel has an air of timelessness and you feel like you are staying in a country house in a central London location. It is a lavish hotel and also is warm and welcoming. It has been furnished with period furnishings and you can see antique pieces adorning both bedrooms and public areas. You can indulge and spoil yourself in this hotel as it offers all the amenities that could be needed by anyone. The ambiances of the luxury hotel in this area are truly classy with modernity. The hotels can satisfy the most discerning customer. 7. 5 star hotels Mayfair are of high standard by hoteltravelexpress The 5 star hotels Mayfair are very classy. The hotels in this area compete for high end clients and so the amenities and facilities are of very high standard. The area of Mayfair is a combination of expensive residential properties, offices and shopping areas like Bond Street, Oxford Street, Regent Street. Hotels in Mayfair are almost entirely of the four and five star standard and it has the highest densities of 5 star hotels anywhere in the world. Ascott Mayfair hotel is located in the middle of Mayfair and is housed in an art deco building that provides comforts and amenities of home and services of a luxury hotel. Athenaeum hotel is located in Piccadilly on the edge of Mayfair opposite Green Park. The rooms are comfortable and have CD player and many more such amenities. Claridges Hotel is one of the most famous hotels in London. It has a combination of Victorian architecture, art deco design and contemporary styling. Connaught hotel is located within walking distance of Hyde Park, Marble Arch and Piccadilly. It has the qualities of geniality, poise that welcomes the guest warmly. Mayfair hotels have chic, style and welcome you warmly. 8. 5 star luxury hotel for luxurious stay in London by hoteltravelexpress Most of the 5 Star luxury hotels in London are centered on the middle region of Mayfair, Kensington, Knightsbridge, the West End, Chelsea and Belgravia. The other areas though have hotels they are in fewer numbers. The Heathrow Airport has only two 5 star hotels, the Radisson and the Sofitel. The five star luxury hotels are supposed to have the highest level of service, accommodation, facilities and amenities so as to warrant being classified as a luxury hotel in London. A five star London hotel will have all the latest facilities and will be stylishly decorated. The hotel will also have extremely well trained staff and give excellent customer service. They offer such level of comfort that the guests would like to stay in such hotel again and again and even recommend the luxury London hotel to friends and family. The stay in a five star hotel would make you feel very spoilt and like royalty. Every small detail will be carefully planned, from the room service right down to the hotel lobby. The luxury hotels give you full satisfaction and comfort so that you want to return again and again. 9. 5 Star hotels Covent Garden for unique experience by hoteltravelexpress 5 Star hotels Covent Garden offer an opportunity to the visitors to experience this city from a great location. There are many five star hotels in the Covent Garden and many of the 5 Star hotels are at an affordable price. A few of the best famous hotels in Covent Garden include Strand Palace Hotel London, Citadines London and St. Giles Hotel. The hotels in the Covent Garden area have lavishly appointed rooms and exceptional service. The St. Giles Hotel Central London has friendly hospitality and quality accommodation for an enjoyable holiday. The Citadines ApartHotel provides quality accommodation for short and extended stays. The Radisson Edwardian Bloomsbury Street Hotel is a hotel that does not compromise on comfort and a commitment to intelligent technology. The Kingsley Hotel offers comfortable accommodation with quality service along with an inviting atmosphere. The Thistle Piccadilly Hotel is a perfect place to stay while at London that offers friendly service and great facilities. With so much choice you would be spoilt. 10. 5 Star concierge in London by hoteltravelexpress 5 Star Concierge in London take care of your every need throughout your stay with a service that is unmistakably the best. The concierge in five star hotels in London is remarkably knowledgeable and up-to-date about whats happening in and around London. They will give you ideas for days out and restaurant and theatre bookings, arrange a drive in a limousine, they will look after you from the moment you arrive. You can explore this exciting and vibrant city with the help of the five star Concierge team. They have their finger-on-the-pulse knowledge of London, and they can help you decide what to see and do as well as make it easy by taking care of all the arrangements for you. Whether you want to go to the theatre, a gallery, the opera or you just want to explore London, the 5 star concierge team would help you make the most of your time in the capital. You get a taste of what London has to offer see selected London events with the help of 5 star concierges. 5 Star London hotels,Manchester Hotels,5 star hotels Heathrow airport,5 star boutiques hotel London,five star hotels Hyde Park,Best 5 star hotels Knightsbridge,5 star hotels Mayfair,5 star luxury hotels,5 star hotels Covent Garden,5 star concierge

Man’s Struggles of Fate by the Curse of Birth in Eugene ONeills A Lon

Man’s Struggles of Fate by the Curse of Birth in Eugene O'Neill's A Long Day's Journey into Night Eugene O’Neill’s A Long Day’s Journey into Night deals with tragedy and its attendant focus on character rather than plot. Another emphasis on the play is on the past that ceases to haunt his characters. O’Neill’s characters of A Long Day’s Journey into Night struggle with the past. These characters all seem to agree with Mary Tyrone who claims that a person â€Å"can’t help being what the past made him† (Baym 1313). The fact that a character can struggle with his or her past suggests that the past is something open to question, changeable, and perhaps even unknowable. Patricia Schroeder says â€Å"The past as it invades the present or as individual characters interpret it had little currency on the formally realistic stage† (Schroeder 30). O’Neill’s characters of A Long Day’s Journey into Night reveal the ongoing past gradually and continuously throughout the play. As one reads the play, he or she can see O’Neill deal with his own past through these characters. For Eugene O’Neill, there is only one real subject for drama: The subject here is the same ancient one that always and always will be the one subject for drama, and that is man’s struggle with his own fate. The struggle used to be with the gods, but it is now with himself, his own past. Implicit in this statement are a number of O’Neill’s fundamental principles in this play and his own life. O’Neill embeds principles of Greek tragedy within a naturalistic play and so fully realizes his lifelong goal of dramatizing â€Å"man and this struggle with †¦ himself, his own past† (Schroeder 30). In this play it is, indeed, the â€Å"struggle† to understand the formative past that s... ...less present of the Tyrones†. â€Å"O’Neill not only challenged the distinction between the past and present, he also broke down the barrier between stage and spectator that had been erected along with the proscenium arch†. The man’s struggle with self, fate and the past is a common theme among many modernist writers. Through O’Neill’s experimentation of eliciting an emotional response through his realistic settings and characters, we learn more about the â€Å"common man.† We all struggle with our pasts and our place in this world. At least through works like A Long Day’s Journey into Night we know that we are not alone in having a â€Å"dysfunctional† family with problems and conflicts. We all have problems, struggles and fears. These elements are just a part of life. Life is taking our past and learning from it so that we can live our present and prepare for a future.

Term Paper on Leadership

Most executives have come to rely on a familiar set of behaviors and skills, often exhibited in the way they communicate within their team. The High-Impact Leadership Executive Program is designed to help senior executives build distinctive communication skills that will help in shaping their leadership style and presence. When a person is deciding if she respects one as a leader, she does not think about his attributes, rather, she observes what one do so that she can know who the leader really are.She uses this observation to tell if one is an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. Be Know Do The basis of good leadership is honorable character and selfless service to your organization. In our employees' eyes, leadership is everything one does that affects the organization's objectives and their well-being.Respected leaders concentrate on: o what they are [be] (such as beliefs and character) o what they know (such as job, tasks, and human nature) o What they do (such as implementing, motivating, and providing direction). People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. Leadership: Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level.Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leadership has been described as the â€Å"process of social influence, in which one person can enlist the aid and support of others in the accomplishment of a common ta sk†. A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But it’s not enough to have a vision; leaders must also share it and act upon it.Jack Welch, former chairman and CEO of General Electric Co. , said, â€Å"Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion. † Leadership Theories TRAIT THEORY: Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders. Reemergence: New methods and measurements were developed after the influential reviews that would ultimately reestablish the trait theory as a viable approach to the study of leadership.For example, improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionall y, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive and parsimonious picture of previous leadership research rather than rely on the qualitative reviews of the past.Equipped with new methods, leadership researchers revealed the following: ? Individuals can and do emerge as leaders across a variety of situations and tasks. ? Significant relationships exist between leadership and such individual traits as: ? intelligence ? adjustment ? extraversion ? conscientiousness ? openness to experience ? general self-efficacy While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks.Specifically, Zaccaro (2007) noted that trait theories still: 1. focus on a small set of individual attributes such as Big Five personality traits, to the neglect of cognitive abilities, motives, values, social skills, expertise, and problem-solving skills; 2. fail to consider patterns or integrations of multiple attributes; 3. do not distinguish between those leader attributes that are generally not malleable over time and those that are shaped by, and bound to, situational influences;Do not consider how stable leader attributes account for the behavioral diversity necessary for effective leadership. Behavioral and style theories: In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of successful leaders, determining behavior taxonomy, and identifying broad leadership styles. David McClelland, for example, posited that leadership takes a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential.Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making, praise and criticism (feedback), and the management of the group tasks (project management) according to three styles: authoritarian, democratic, and laissez-faire. The managerial grid model is also based on a behavioral theory.The model was developed by Robert Blake and Jane Mouton in 1964 and suggests five different leadership styles, based on the leaders' concern for people and their concern for goal achievement. Situational and contingency theories: Situational theory also appeared as a reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) s aid that the times produce the person and not the other way around.This theory assumes that different situations call for different characteristics; according to this group of theories, no single optimal psychographic profile of a leader exists. According to the theory, â€Å"what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions. † Some theorists started to synthesize the trait and situational approaches. Building upon the research of Lewin et al. , academics began to normalize the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in.The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the â€Å"hearts and minds† of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not â€Å"take charge†, they can be perceived as a failure in protracted or thorny organizational problems.Thus, theorists defined the style of leadership as contingent to the situation, which is sometimes, classified as contingency theory. Four contingency leadership theories appear more prominently in recent years: Fiedler contingency model, Vroom-Yetton decision model, the path-goal theory, and the Hersey-Blanchard situational theory. The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency. This results from the interaction of leadership style and situational favorability (later called situational control).The theory defined two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a â€Å"favorable situation†.Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability. Victor Vroom in collaboration with Phillip Yetton (1973) and later with Arthur Jago (1988), developed a taxonomy for describing leadership situations, which was used in a normative decision model where leadership styles were connected to situational variables, defining which approach was more suitable to which situation.This approach was novel because it supported the idea that the same manager could rely on diff erent group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. The path-goal theory of leadership was developed by Robert House (1971) and was based on the expectancy theory of Victor Vroom.According to House, the essence of the theory is â€Å"the meta proposition that leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance†. The theory identifies four leader behaviors, achievement-oriented, directive, participative, and supportive, that is contingent to the environment factors and follower characteristics.In contrast to the Fiedler contingency model, the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. T he path-goal model can be classified both as a contingency theory, as it depends on the circumstances, and as a transactional leadership theory, as the theory emphasizes the reciprocity behavior between the leader and the followers. The situational leadership model proposed by Hersey and Blanchard suggests four leadership-styles and four levels of follower-development.For effectiveness, the model posits that the leadership-style must match the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well. Leadership on the whole: Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. So, leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership. [pic]While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique. Leadership Models Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself in to a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken.Two models will be discussed, the Four Framework Approach and the Managerial Grid. Four Framework Approach: In the Four Framework Approach, Bolman and Deal (1991) suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic. [pic] This model suggests that leaders can be put into one of these four categories and there are times when one approach is appropriate and times when it would not be. That i s, any style can be effective or ineffective, depending upon the situation.Relying on only one of these approaches would be inadequate, thus we should strive to be conscious of all four approaches, and not just depend on one or two. For example, during a major organization change, a Structural leadership style may be more effective than a Symbolic leadership style; during a period when strong growth is needed, the Symbolic approach may be better. We also need to understand ourselves as each of us tends to have a preferred approach. We need to be conscious of this at all times and be aware of the limitations of just favoring one approach.Structural Framework: In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and ada ptation. Human Resource Framework: In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. hile in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization. Political Framework: In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation.Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary. S ymbolic Framework: In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors.Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision. . Company Profile of ROBI: Background of â€Å"Robi† Axiata (Bangladesh) Limited is a dynamic and leading countrywide GSM communication solution provider. It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan.Axiata (Bangladesh) Limited, formerly known as Telekom Malaysia International (Bangladesh), commenced its operation in 1997 under the brand name ROBI among the pioneer GSM mobile telecommunications service providers in Bang ladesh. Later, on 28th March, 2010 the company started its new journey with the brand name Robi. Robi is truly a people-oriented brand of Bangladesh. Robi, the people's champion, is there for the people of Bangladesh, where they want and the way they want. Having the local tradition at its core, Robi marches ahead with innovation and creativity.To ensure leading-edge technology, Robi has the international expertise of Axiata and NTT DOCOMO INC. It supports 2G voice, CAMEL phase 2 and GPRS/EDGE service with high speed internet connectivity. Its GSM service is based on a robust network architecture and cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind solutions in terms of voice clarity, extensive nationwide network coverage and multiple global partners for international roaming. It has the widest International Roaming coverage in Bangladesh connecting 553 operators across 207 countries.Its customer centric solution includes value added services (V AS), quality customer care, easy access call centers, digital network security and flexible tariff rates. With its strengths and competencies developed over the years, Robi aims to provide the best quality service experience in terms of coverage and connectivity to its customers all over Bangladesh. Together with its unique ability to develop local insights, Robi creates distinct services with local flavor to remain close to the hearts of its customers. Objectives of RobiEMPOWERING YOU: Robi is there for people, where they want and in the way they want, in order to help them develop, grow and make the most of their lives through Robi’s services. Vision & Mission of â€Å"Robi† Vision To be a leader as a Telecommunication Service Provider in Bangladesh Mission ROBI aims to achieve its vision through being number ‘one’ not only in terms of market share, but also by being an employer of choice with up-to-date knowledge and products geared to address the ever changing needs of our budding nationLeadership Qualities of a HR Manager of ROBI Inspires a Shared Vision: An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who â€Å"lifts us up, gives us a reason for being and gives the vision and spirit to change. † Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own.According to Bennis â€Å"They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organization. † (Bennis, 1997) A Good Communicator The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project lea dership calls for clear communication about goals, responsibility, performance, expectations and feedback. There is a great deal of value placed on openness and directness.The project leader is also the team's link to the larger organization. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members. Integrity One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices.Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Lead ership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behavior consistent with values and dedication to honesty with self and team members. In other words the leader â€Å"walks the talk† and in the process earns trust. Enthusiasm Plain and simple, we don't like leaders who are negative – they bring us down.We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey – we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and eff ective leaders know it. Empathy What is the difference between empathy and sympathy?Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, â€Å"It's nice when a project leader acknowledges that we all have a life outside of work. † CompetenceHaving a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent. Ability to Dele gate Tasks You demonstrate your trust in others through your actions – how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves.As one project management student put it, â€Å"A good leader is a little lazy. † An interesting perspective! Cool Under Pressure When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. â€Å"Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together. † (Bennis 1997) And remember – never let them see you sweat. Team-Building Skills A team builder can best be defined as a strong person who provides the substance that holds the team together in common p urpose toward the right objective.In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalize on each at the proper time, for the problem at hand. Problem Solving Skills Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves.Leadership Styles Leadership style refers to a leader's behavior. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership. The Participative leadership style favors decision-making by the group of ROBI. Such a leader gives instruction s after consulting the group. They can win the cooperation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them. good reasons why ROBI started embracing and applying Participative Leadership: 1. Participative leadership adds real value to employee contribution in decision making, problem solving, planning and implementation. It focuses on developing them on many levels while landscaping future goals and plans that benefit ROBI. 2. Participative leadership meets strategic needs/goals of companys by supporting individuals to reach their personal development goals. Developing people creates the foundation for sustainable positive change. 3.Participative leadership is transformational as it wakes the inner leaders in people by reaching out to their deepest resources, expertise and natural ability to lead. It remo ves barriers and opens doors. 4. Participative leadership delivers results as it increases productivity and provides a satisfactory ROI . Employees perform loyalfully and is more committed to achieve company's goals and contribute to the long- term picture. 5. Participative leadership is an opportunity for leaders to let go of their parochial perspectives and do what is right to optimize the entire company's capacity, not just their own area.Benefits of Participative Leadership Participative leadership has been implemented in various corporate organizations in a big way. Leaders are seeing the benefits of getting their team members to participate in the decision-making process through discussions and deliberations. Here we see the obvious and some not-so-obvious advantages of participative leadership that is taking business teams to a whole new plane of progress. Everyone Participates The best advantage of the participative leadership model is that everyone in the team gets a chance to participate.Like in a democracy, the team members have their say in the decisions that the team makes as a whole. This fosters a sense of equality within the team and that helps everyone feel important as contributors. New Ideas Are Thrown about Participative leadership helps bring more minds together and hence there are more ideas and suggestions that are generated. Leaders, for whatever they are, are individuals and they may be limited in their capacities of thought. However, when several people belonging to different levels of activity are asked to contribute to the worth of a particular decision, new ideas emerge.Some of these could be practical issues that people at the top levels do not think about. Hence, the decision becomes more practical and implementable and creatively rich. Decisions Become More Result-Oriented Since everyone has put in some or the other effort towards the planning process and everyone has a feeling of importance, it is quite evident that they will w ork towards implementing their own suggestions as well. This is a much better approach at making a team do things-make them suggest those things themselves. It becomes easier for leaders to generate results.Leaders Can Assess the Worth of Their Policies During the participation, leaders can find out whether there are any constraints or impediments that might come in the way of implementation. They also get a feel of the enthusiasm factor, and can assess whether the people in the team are agreeable to the changes they are planning to implement. The level of participation is a direct indicator of the enthusiasm of the team and if the enthusiasm is higher, the plan will be implemented faster and in a more effective way as well. A Progressive ApproachParticipative leadership is gaining wide currency right now because it allows everyone to contribute; it knits together the entire organization through their participation. This is the contemporary approach that leadership recommends and us es, and it has the potential to take organizations towards new levels of success. Future Leadership Discovery When employees participate in the decision-making process, current management has the opportunity to see who is stepping up to the plate and who is coming up with ideas. This is just another tool for management to evaluate employees for promotion.When employees are promoted from within a company, less outsiders are brought in, and the employees are more motivated to do a good job. Many companies with defunct leadership practices often miss opportunities to promote from within. A new leader found within the company will be a valuable cornerstone for teamwork. Motivation All employees feel the need for motivation. Motivation is the key concept for change. People are naturally resistant to change, and leadership needs to find the proper theory to help people make the transition. Communication is the most important facet of motivation. If employees feel out of the loop, hen they are less likely to concentrate on the main goal of the team or organization. With participative leadership, the employee has more information and will stay more active in the change or decision process. Employers must initiate the communication as a show of faith to their employees. Team Spirit Since employees have a position and input in the decision-making process, the sense of involvement is not just felt individually but is felt as a team. If potential negative circumstances are involved in the decision that is to be made, team-centered involvement will allow the leadership to be informed more fully of the pros and the cons.Communication is still important. When the leaders finally make a decision, the team is prepared for it; and with its participation, the stress and resistance to change is diminished. If negative perceptions of the change is noticed, the team can diffuse the situation without leadership becoming involved. Employee Productivity Studies have shown that there i s a correlation between participative leadership and productivity. There is a suggestion that through communication and participative leadership high-quality performance can be obtained.Leadership that practices the participative model have higher ratings as managers than leaders who manipulate their employees. Participative leadership begins a cycle of productive leadership and productive employees. This cycle increases company profitability and allows for internal growth. More promotions are possible and the progress of productivity increases across the company as the team grows. Performance Emotions: Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process. In an organization, the leader's mood has some effects on his/her group.These effects can be described in three levels. 1. The mood of individual group members. Group members with leaders in a (say) positive mood experience more positive mood than do group me mbers with leaders in a (say) negative mood. The leaders transmit their moods to other group members through the mechanism of emotional contagion. Mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers. 2. The affective tone of the group. Group affective tone represents the consistent or homogeneous affective reactions within a group.Group affective tone is an aggregate of the moods of the individual members of the group and refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than do groups with leaders in a negative mood. 3. Group processes like coordination, effort expenditure, and task strategy. Public expressions of mood impact how group members think and act. When people experience and express mood, they send signals to others. Leaders signal their goals, intentions, and attitudes through their expressions of moods.For example, expressions of positive moods by leaders signal that leaders deem progress toward goals to be good. The group members respond to those signals cognitively and behaviorally in ways that are reflected in the group processes In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. Environment: Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities.This is brought about by its heritage of past leaders and its present leaders. Goals, Values, and Concepts Leaders exert influence on the environment via three types of actions: 1. The goals and performance standards they establish. 2. The values they establish for the organization. 3. The business and people concepts they establish. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, mar ket leadership, plans, meetings and presentations, productivity, quality, and reliability.Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Leadership & Human Behavior:As a leader, we need to interact with our followers, peers, seniors, and others; whose support we need in order to accomplish our goals. To gain their support, we must be able to understand and motivate them. To understand and motivate people, we must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and customs differ from country to country and even within group to group, but in general, all people have a few basic needs.As a leader we must understand these needs because they can be powerful motivators and helps to improve our performance. Analysis of the Leadership style/ Findings: Integrity: It is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity. Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity.A leader who is centered in integrity will be more approachable by followers. Dedication: It mean s spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great. Magnanimity: It means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company.Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about them and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership. Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a â€Å"follower-centric† leadership role.Openness: Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision. Creativity: It is the ability to think differently, to get outside of the box that constrains solutions.Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, â€Å"What if †¦ ? † Possibly the worst thing a leader can say is, â€Å"I know this is a dumb question †¦ † Fairness: It means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.Assertiveness: It is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader. Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association).It seems that being under assertive or overassertive may be the most common weakness among aspiring leaders. Sense of humor: It is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie. Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits. Process of great Leadership/SuggestionsTo help us be, know, and do, follow these principles of leadership. This Leadership guide expand on these principles and provide tools for implementing them: †¢ Know ourself and seek self-improvement – In order to know ourselves, we have to understand our be, know, and do, attributes. Seeking self-improvement means continually strengthening our attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.†¢ Be technically proficient – As a leader, we must know our jo b and have a solid familiarity with our employees' tasks. Seek responsibility and take responsibility for our actions – Search for ways to guide our organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. †¢ Make sound and timely decisions – Use good problem solving, decision making, and planning tools.†¢ Set the example – Be a good role model for our employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see – Mahatma Gandhi. Know our people and look out for their well-being – Know human nature and the importance of sincerely caring for our workers. †¢ Keep our workers informed – Know how to communicate with not only them, but also seniors and other key people. †¢ Develop a sense of responsibility in our workers – Help to develop good character traits that will help them carry out their professional responsibilities.†¢ Ensure that tasks are understood, supervised, and accomplished – Communication is the key to this responsibility. †¢ Train as a team – Although many so called leaders call their organization, department, section, etc. team; they are not really teams†¦ they are just a group of people doing their jobs. †¢ Use the full capabilities of your organization – By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities. Conclusion From the above discussion we can easily understand that Axiata (Bangladesh) Ltd. (ROBI) is one of the top mobile Company of Bangladesh. It covers the whole Bangladesh by its network. There are many product and services of ROBI is available in Market. At this moment the company is in growing position.But the strategies of the company will make the compa ny â€Å"number one† mobile company of Bangladesh. So we can easily find out the Participative leadership style of ROBI is a very developed and effective one. As a multinational company for making the process more effective ROBI should analyze the recruitment and selection process of other multinational company of home and abroad. That can make ROBI perfect in recruiting people and the company will get efficient professionals, that will increased the productivity as well as revenue.

Management in Libraries Essay

Economic threat to the libraries by escalation of books and journals, fewer resources, constant growth changes in technology and user high expectation have shown that management is the critical factor that determines efficiency and effectiveness of all types of libraries. Thus managers are expected to play different functions in order to be effective and efficient. In this assignment different functions and roles played by managers in different libraries are discussed showing how they improve efficiency and effectiveness and different laws of library management are discussed. DEFINITION OF TERMS Management Effectiveness defined by Bateman, T is â€Å"doing things right†. This means that the manager has the responsibility for selecting the right goals and appropriate means to achieving it. Efficiency is measuring the cost of attaining a given goal, concerned about how resources such as money, time, equipment, personnel obtain given goals. Thus a manager needs to be effective and efficient in order to achieve the goals of the library. MAIN DISCUSSION Library management comprise more than just making changes, it involves managing ongoing operations in the optimal fashion for your institution in the context of its goals, other department’s activities and patrons needs. Thus we realize that different libraries may require managerial different managerial skills in order to perform their duties effectively. Managers help in giving direction to the library showing where it is going. Library management involves planning, organizing, leading and controlling. Planning is about systematical making decisions about the library goals. In planning the manager defines the objectives the objectives of the library, stating the purpose of its existence, defining the user community and their information needs. This is important as it facilitates efficiency. It helps in understanding the library stakeholders. A public library is an omnibus organization. It carters for everyone in the community thus the need for every user must be known and fulfilled. A public library serves a diverse community of adults, children and teens thus a manager has to plan on resources to be acquired. A manager can plan on different resources that can be acquired ranging from entertainment, fiction, nonfiction for general research, children story books because there are no specific users, the resources must benefit everyone in the society. A manager also organize and coordinate human, financial , physical, informational and other resources needed to achieve library goals. The manager establishes the activity authority relationship of the library. The activities necessary to achieve the objectives are then grouped into working divisions, departments and grouped together. In an academic library a manager can group together activities like accession and cataloguing The manager has to establish standards for performance; this will make sure that the library is performing in such a way as to arrive at its destination. According to Griffin â€Å"controlling helps to ensure effective and efficiency needed for successful management† As a leader the manager is responsible for staffing which is concerned with allocating prospective employees to fulfill the jobs created by organizing process. It involves the process of reviewing the credentials of the candidates of the jobs and trying to match the job demand with the application s abilities keeping each employee qualified. It also involves the development and implementation of a system for appraising performance and providing feedback for performance improvement. In a special library where the main target is a specific audience, for example ZIMRA library its serves the ZIMRA staff and mainly the manager have to recruit someone who posses research skills because mainly it deals with research for its company. The manager is responsible for choosing the right candidate, who knows how to research, even on the internet where there is information overload the candidate must be able to extract relevant information using the right search engine, mainly in a special library every one depend on the information provided by the librarian. The manager is also responsible for keeping the librarian qualified for the job by providing ongoing training since the librarianship profession is dynamic thus this will improve effectiveness and efficiency of libraries. A manager also gives s direction that will help the library in achieving its goals. Directing builds a climate, provides leadership and arranges the opportunity for motivation this is further explained by Rachel’s laws of library management, it says save time of your staff. This means that the staff must be given support they need for them to achieve goals effectively and efficiently this include providing training for them where it is needed. Each boss must plan and oversee the wok of each of his or her subordinates. In an academic library there are different services offered for example cataloguing and accession section can be directed by one manager then the E- resource section can be under another manager e- journals purchased, subscriptions etc. This will ease the load as one manager is focusing on a specific service thus he spend more time trying to improve the services and working with his subordinates and improves efficiency in the library. As a manager attempts to perform the managerial job effectively and efficiently there is a need to ‘wear different hats’ in interaction with employees. Managers interacts with others besides subordinates they work with other peer level managers in some other departments and outside contacts (suppliers and clients). Thus a manager is building contacts through which to gather information. Rachel agrees with this in the laws of management which says library resources are for use. A library manager is expected to connect resources with the user achieving the library goals. Through the liaison role a manager is able to network with other libraries. Academic libraries can practice resource sharing if there are shortages of material in specific departments the two libraries can share the available resources to both libraries and this will give the patrons a wide variety of information thus fulfilling their needs, this will improve efficiency. The manager is exposed to new ideas or methods that may improve the work unit operations. The manager initiates activities that will allow and encourage the work unit to use the idea most advantageously. Rachel’s law of management says that a library is a growing organism. A manager needs to open to change and help the library evolve to meet the needs of patrons. We can look at public library, the introduction of automation the staff may resist change having fear of losing their jobs thus a manager is responsible for encouraging and motivating the staff showing them the advantages of automating the library services and how it can reduce their workload, providing training for them thus the duties are performed effectively and efficiently satisfying the needs of different patrons. An effective manager is an active leader who creates a positive work environment in which the organization and its employees have the opportunity and incentive to achieve high performance (†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. ) In order to perform duties effectively and efficiently Rachel says that â€Å"every task its doer†. The manager encourages ownership and responsibility to each staff member. Every staff member his/ her work, the manager must know people’s skills and strength and staff can then be deployed according to their abilities then the duties can be done perfectly improving effectiveness and efficiency in a library. Even though the staff is divided according to their abilities it is the duty of a manager to create a spirit oneness and togetherness amongst the subordinates. They should work as a team to achieve the library goals; Bavakuty M (2000) agrees that libraries can become effective and efficient by â€Å"strong top management support, a system approach and strategic planning, a customer focus, an emphasis on employee team work, empowerment training, the use of measurement and analysis technique and commitment to continuous improvement†. The manager seeks and receives wide variety of special information to develop through the understanding of the library and the environment, emerges as the nerve centre about the library. The manager monitors internal and external events, ideas, trends and analysis. The manager then uses the information to detect changes, problems and opportunities and to construct decision making scenario. The manager as the disseminator transmits information from other employees to other members of the library. The manager can bring external information received into the organization and facilitate internal flow of information. Thus we realize that management is the heart of any type of library and facilitate efficiency and effectiveness. BIBLIOGRAPHY Bavakutty, M (2000). Management of libraries In the 21st Century. Ess Ess Publication. India. Griffin, R. (1987). Management 2nd editition. Maffin Co Mohant, T. C. (2008). Research Methodology in Library Science. alpha Publishers India. Plunket, R. (1983). Introduction to Management. Kent Publication. United States of Amenrica.