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Successful management

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  • Khan Noor Shed
    Dear Professionals! Jobs at all levels and in all fields will require you to manage your work effectively from day one. As you progress, you will need to
    Message 1 of 1 , Apr 1, 2004
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      Dear Professionals!
       
      Jobs at all levels and in all fields will require you to manage your work effectively from day one. As you progress, you will need to develop and put into practice a range of management skills. Staff management and training, systems decisions, negotiation, all form part of the manager's brief. Library and information skills can provide the foundation on which to build a successful career in that field, or be equally valuable as transferable skills if you choose to make a complete career change. This is demonstrated in the report by the example of someone who moved out of business information, first into
      stockbroking, then on to work for a statutory enforcement agency. In her current role she finds that her earlier information-seeking activities have been invaluable in pursuing a whole new area of knowledge, as well as in her day-to-day work. Management skills have
      been added along the way and now involve her in such activities as managing strategic projects, as well as staff-related management.

      That same approach, building on skills, and adding others, are equally important if you decide to work as an independent consultant. Here you will need not only to be highly motivated, but also very well organised, and able to think "outside the box". You will also need those practical skills that enable you to actually run the business, as well as keeping up-to-date in your chosen areas of operation.

      Leadership skills, vision and management competence have contributed to Lynne Brindley's success, leading to her current post as Chief Executive of the British Library. Since her appointment in 2000, the British Library has undergone comprehensive management restructuring and completely transformed human resources management. In-house programmes have been developed in, for example, performance management
      and leadership. Lynne provides an excellent example of the way in which skills, knowledge, experience and hard work can take you to the top of your profession.

      The process of developing skills and acquiring knowledge is not quick or easy. They are gained through longer term experience, and require considerable thought and effort, but are well worth pursuing, resulting not only in personal growth and development, but also
      promotion and a great deal of job satisfaction.

      Cheers.

      N.S. Khan

      London


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