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All the media on the days are left of species by address Jennifer Angus. To return to the question of who might initiate the development. In the example just given, the idea was proposed by Webb, as College Librarian at that time, with the organisation actively supporting and encouraging such development. The situation could have been different. The organisation might not have given its support. Alternatively it could have put the idea to the individual who might not have been convinced that this sort of progress would be desirable.

In all cases such development must be well thought out, viewed positively and be acceptable to both parties, if the outcome is to be satisfactory to all concerned. Although serendipity can always play a part, systematic planning is essential if an individual is to achieve personal fulfilment in his or her career.

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Quite the contrary. Personal planning provides direction, sets out objectives, identifies potential areas of development. It should not confine the individual; it must be flexible in order to accommodate unexpected opportunities and newly discovered skills and abilities; and must be regularly reviewed. If you have not already drawn up a plan for your own development, why not do so now?

It is appropriate at any stage of a career, whether you have just started your first job, or have been working for a number of years. Use the exercises that follow, keeping points brief and numbering each—the literary life-philosophy can come later!

Exercise 1 First some scene-setting is necessary. Draw a line down the middle of an A4 sheet of paper or its screen-based equivalent. On the right-hand side, indicate your degree of liking for each, e.

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Figure 1 lists some of the items which may make up your working day. There will be others which you will wish to add, or you may want to be more specific in your itemising. Do they require you to use particular skills or abilities in which you are confident? Are those listed in each group of a people-related, administrative, or technical type? Conversely, why do you dislike those items listed in Group C?

Do you find them difficult, requiring skills which you do not have, or, equally likely, can you carry them out competently, but find that you actually prefer to do other things? Make a note of why you dislike them; that will take you at least half-way towards identifying what action needs to be taken to improve the situation. For example, if you dislike checking and clearing invoices, is this because your supplier is not putting the information you require on them, or because your internal procedures need streamlining?

List all tasks which fall into each group and put down reasons in a way similar to that shown in Figure 2. It is quite common for creative people to dislike administrative tasks. Even if they are competent in that area, they see the need to perform such tasks as taking time away from the use of their creative or innovative ability.

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As most jobs do require some degree of administrative or organisational input, one answer to such a problem is to set up administrative procedures which are efficient but minimal in terms of time consumption. A practical approach to this is given in Creating an information service, Webb a where it is suggested that, rather than viewing such procedures as necessary evils, they can be set up so that they become positive assets.

Your response may also be influenced by the regularity with which such tasks occur and the proportion of your time that has to be spent on them. Another consideration may be whether these areas are solely your responsibility, or part of a joint activity with another department or individual. Itemising your working day Exercise 1. Analysing your responses Exercise 2.

Only one task is given here as an example, but all need to be included in your personal checklist. Further consideration will be given to job satisfaction later.

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So far the exercises above should have helped to provide a simple statement about your work preferences and abilities at a certain stage in your career, and offered a starting point for decisions about the next steps to be taken. The next stage is to relate these preferences and abilities to your present situation, and ask some specific questions, such as those listed in Figure 3.

The answers to these questions will make apparent the need for a change of direction, or for continued progress along the same path, and any requirement for additional skills or possibly the improvement or updating of existing ones. Typical questions relating to job satisfaction.

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It must be emphasised that what has just been offered is a very simplistic approach, but can be a helpful way of starting the development process. It clears the ground and provides a base of relevant considerations on which a longer-term plan can be built. Some years ago David Fifield , in an article called Planning career success, underlined the need to match corporate character and policy with personal objectives, and that advice still stands.

Numerous areas in which learning and self development can take place are listed, and the manager is asked to select those with which he or she is concerned. Although many heads of libraries and information centres have always had to manage resources, i. That list, considered in conjunction with the exercises already described, could provide a valuable pen-portrait of career planning needs.

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Such work-books are well worth reading when embarking on the road towards self-discovery and self-realisation, whatever the professional environment. Those in the information profession particularly have found themselves floundering at times in a sea, or rather a bubbling cauldron, of rapid change.

The cauldron would seem to be the more appropriate analogy. This latter aspect could certain ly be seen by some as threatening. While such instant access does not provide them with all the other skills needed for cost-effective information work, it does bring into being certain common procedures and shared knowledge which can cross the different management functions of an organisation. Rather than seeing this as a threat and sitting back in fear of being overtaken by events, effective management of such shared knowledge or activity can bring about positive benefits, in terms of enhancing the information service and the jobs of those providing it.

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It can be used to promote greater awareness of the potential of information resources and information staff and skills. The introduction of knowledge management KM has demonstrated this in various organisations, as shown in research into the instigation of Know-How databases in legal firms, Webb b , with further examples from other types of organisation in Webb KM as an area for personal development is discussed further in Chapter 6.

In recent years there has certainly been considerable questioning of the traditional, possibly somewhat narrowly defined, role of the members of a number of professions. Such questioning of tradition is healthy However, it must be carried out in the full awareness, not only of the possible need for change, but also of the importance of adequate preparation for such change. This is not to suggest that old skills are merely replaced by new ones, but rather that there should be a building on existing strengths.