text:
8 Oct 2013 10:54 AM #1
combine scss files from different folders (theme apps)
Hi, how can I combine scss files from different theme apps.
For instance, I have ThemeApp/packages/my_package/sass folder which is used during sass compilation phase. And I have another folder: another_sass_folder which is located at different location. That folder has the same structure as the original sass folder from my_package. The purpose of having that another_sass_folder is to override some original scss variables. For example there could be a file ThemeApp/packages/my_package/sass/var/some_file.scss:
$some_color = 0xFF00FF
$some_color = 0xFFFFFF
How can I do this? The simplest way which comes to my mind is just to copy (and overwrite) the content of another_sass_folder to ThemeApp/packages/my_package/sass but in that case I will lose original content of the ThemeApp/packages/my_package/sass. How else can I do that?
8 Oct 2013 12:43 PM #2
One more question: is it possible to have a package not in ThemeApp/packages folder but in an absolutely different location?
14 Oct 2013 12:59 PM #3
I would have Theme 2 extend Theme 1. That way if you override some variable it will honor that new variable and if not Theme 1's setup will remain in tact.
On your second question - you're wanting to have a theme located outside the packages folder from your workspace? Is that correct?Are you a Sencha products veteran who has wondered what it might be like to work at Sencha? If so, please reach out to our human resources manager: firstname.lastname@example.com
16 Oct 2013 10:34 AM #4
Thanks for your reply.
Yes, you are correct. I want to have another package in a different place. The reason for this is that there will be few web projects and they are not going to share the same theme app.
Thanks again.


text:
Skip to comments.Washing the Feet of Men Only on Holy Thursday
Posted on 03/21/2005 9:23:59 PM PST by Cato1
For many years I have attended Holy Thursday services where the feet of women and children were washed, instead of men only, which is the rule of the church as stated in Paschales Solemnitatis .
"51. The washing of the feet of chosen men which, according to tradition, is performed on this day, represents the service and charity of Christ, who came "not to be served, but to serve.[58] This tradition should be maintained, and its proper significance explained."
Like many norms, this is considered inconvenient in the U.S. so it is routinely ignored. Now we have an item in the press just before Holy Thursday that the Bishop of Boston will wash the feet of women on Holy Thursday because he was criticized last year for not including them. See article.
What is missing from all this is the big deal that the good Archbishop made last year of not washing women's feet. See Boston Globe article.
O'Malley, who was installed as archbishop last summer, believes that the foot-washing ceremony is closely linked with the establishment of the priesthood by Jesus at the Last Supper.
`He very strongly feels the connection between the Lord's washing of the feet of the disciples and the ordering of them to the priesthood of the church,'' Coyne said.
The foot-washing ritual occurred during the same week that O'Malley listed feminism among several phenomena that affected the religious practices of the baby boom generation in the United States. In his Chrism Mass homily on Tuesday, O'Malley said that baby boomers "are heirs to Woodstock, the drug culture, the sexual revolution, feminism, the breakdown of authority, and divorce.''
Coyne said O'Malley's foot-washing policy is not connected to any broader concern about the role of women in the church."
I hope next year we do not see an article that he is ordaining women because he has been criticized for not doing so at the last ordination. This clearly hyperbolic speculation is meant to bring home the point that if a bishop were to ignore the norms for celebration of the sacraments because some people find them inconvenient, who should keep them. Certainly not his priests, nor the souls under his care. And if he can be cavalier about them, then why should Catholics not choose for themselves what it is they are to obey and not obey. Although this may seem extreme, that is where the Church is today with its leaders and members.
On the contrary, what Catholic souls need from their Bishops is a more thoughtful upholding of liturgical norms. As it says in Redemptionis Sacramentum
[176.] The diocesan Bishop, since he is the principal dispenser of the mysteries of God, is to strive constantly so that Christs faithful entrusted to his care may grow in grace through the celebration of the sacraments, and that they may know and live the Paschal Mystery.[285] It is his responsibility, within the limits of his competence, to issue norms on liturgical matters by which all are bound.[286]
[177.] Since he must safeguard the unity of the universal Church, the Bishop is bound to promote the discipline common to the entire Church and therefore to insist upon the observance of all ecclesiastical laws. He is to be watchful lest abuses encroach upon ecclesiastical discipline, especially as regards the ministry of the Word, the celebration of the Sacraments and sacramentals, the worship of God and the veneration of the Saints.[287]
Now we read that very publically the Bishop of Boston has "consulted with Vatican officials about the Holy Thursday practice." According to Ann Carter, a spokeswoman for the archbishop, the "Vatican responded that although the "liturgical requirement is that only the feet of men be washed at the Holy Thursday ritual, he could make whatever decision he thought was best for Boston."
According to the Zenit article, the "rubrics for Holy Thursday, written in Latin, clearly state that the priest washes the feet of men, "viri," in order to recall Christ's action toward his apostles. Any modification of this rite requires permission from the Holy See."
"Viri" is man in Latin. In documents of the Holy See, if the Church wants to refer to both men and women it uses the word homo.
According to the UCCB the "rubric for Holy Thursday, under the title WASHING OF FEET, reads:
"Depending on pastoral circumstance, the washing of feet follows the homily. The men who have been chosen (viri selecti) are led by the ministers to chairs prepared at a suitable place. Then the priest (removing his chasuble if necessary) goes to each man. With the help of the ministers he pours water over each one's feet and dries them." Using the Latin word viri, not homo.
After making this clear they go on to say that"
"# The principal and traditional meaning of the Holy Thursday mandatum, as underscored by the decree of the Congregation, is the biblical injunction of Christian charity: Christ's disciples are to love one another. For this reason, the priest who presides at the Holy Thursday liturgy portrays the biblical scene of the gospel by washing the feet of some of the faithful.
# Because the gospel of the mandatum read on Holy Thursday also depicts Jesus as the "Teacher and Lord" who humbly serves his disciples by performing this extraordinary gesture which goes beyond the laws of hospitality,2 the element of humble service has accentuated the celebration of the foot washing rite in the United States over the last decade or more. In this regard, it has become customary in many places to invite both men and women to be participants in this rite in recognition of the service that should be given by all the faithful to the Church and to the world. Thus, in the United States, a variation in the rite developed in which not only charity is signified but also humble service.
# While this variation may differ from the rubric of the Sacramentary which mentions only men ("viri selecti"), it may nevertheless be said that the intention to emphasize service along with charity in the celebration of the rite is an understandable way of accentuating the evangelical command of the Lord, "who came to serve and not to be served," that all members of the Church must serve one another in love."
So much for respecting liturgical norms. They cast it aside with the idea that the "gospel of the mandatum read on Holy Thursday" depicts Christ as a humble teacher we can dispense with the norms. What about the day the gospel sees Christ as filled with holy indignation and casts out the coin changers from the temple. Should we then tip over bingo tables on Saturday night. Exactly what does the reading for the day have to do with liturgical norms? This is an argument that seems to have some meaning but upon further analysis means nothing. I suppose that the day that Jesus talked to the women at the well, which was an extraordinary act for a Jewish man of his day toward a woman, mean that on that day woman can function as priests. My arguments are hyperbolic indeed, only to make the point that norms are set by a competent authority and the Gospel reading is meant for our reflection and the homily, not to change liturgical norms.
An extreme use of this idea was used in the past in Europe for instance when on Good Friday some Catholic men used the story of the bitter passion of our Lord to suspend the norms of Christian charity and beat up Jewish men in Poland and elsewhere. Hyperbole, yes, exaggeration, no.
"thus, in the United States, a variation in the rite developed in which not only charity is signified but also humble service...celebration of the rite is an understandable way of accentuating the evangelical command of the Lord, 'who came to serve and not to be served,' that all members of the Church must serve one another in love."
This reminds me of the conclusion of a story of the Cure of Ars when he was praying for the grace of perseverance in his difficult studies and he made a pilgrimage as a beggar to a shrine of St. John Francis Regis. Hungry, tired and frazzled, he arrived at La Louvesc and went to confession. He was told to go back as a regular pilgrim and not suffer so much. When John was taken aback at this idea when he was doing penance for a reason the priest told him that "sometimes an act of mortification can be tinged with pride, but never an act of obedience."
How can the Bishops now, with so many Catholic faithful no longer respecting them for their judgment, imagine that the Catholic faithful will learn the virtue of obedience unless the Bishop's themselves don't practice it. Their priests will follow their example and then the faithful as well.
To quote the Holy Father in his Apostolic Exhortation Pastores Gregis
"Given the importance of the proper transmission of the faith in the Church's sacred liturgy, the Bishop will not fail to be vigilant and careful, for the good of the faithful, to ensure that existing liturgical norms are observed always and everywhere. This also calls for the firm and timely correction of abuses and the elimination of arbitrary liturgical changes."
I only wish we in Bradenton, FL had a good (arch)bishop like this.
It's too bad the archbishop can't stick by his original decision. In the future, all these groups will know they can get him to back down.
bump for later.
"[Tradition] for Holy Thursday, written in Latin, clearly state that the priest washes the feet of men, "viri," in order to recall Christ's action toward his apostles. Any modification of this rite requires permission from the Holy See."
"Viri" is man in Latin. In documents of the Holy See, if the Church wants to refer to both men and women it uses the word homo. According to the UCCB the "rubric for Holy Thursday, under the title WASHING OF FEET, reads: "Depending on pastoral circumstance, the washing of feet follows the homily. The men who have been chosen (viri selecti) are led by the ministers to chairs prepared at a suitable place. Then the priest (removing his chasuble if necessary) goes to each man. With the help of the ministers he pours water over each one's feet and dries them." Using the Latin word viri, not homo...."
Paschales Solemnitatis?
Come on, he's just the pope. At least that's what the UCCB seems to think of the above Encyclical. Contrary to the pope's direction that only men be invited to have their feet washed, the American bishops write "....it has become customary in many places to invite both men and women to be participants in this rite...."
Making dust of Sacred Tradition, the infamous UCCB has it's own agenda, which can only be described as American Catholicism, because Roman it ain't.
Just think, the cardinals in this modernist/socialist movement are lining up to vote for the next Roman Catholic Vicar of Christ on Earth.
Good and useful article.
I left.
Good for you! This will be my first Holy Thursday at a TLM. I am so excited! Palm Sunday mass was awesome.
You're in for a deeply moving liturgy very rich with symbolism. Among other things, this Mass has two very stark contrasts...
Bells and Organ at the Gloria and then a wooden clapper and subdued singing
Triumphant Procession of Our Lord and then the somber stripping of the altar(s).
I would say "Enjoy" but that is not the appropriate word to use for attending Mass, but you know what I mean.
Will you be attending liturgies on all 3 days? Tenebrae?
If a New Age guru from Northern California led a group that washed the feet of "chosen men" on Thursdays, everyone on FR would immediately condemn him as a cult leader.
If Western society is going to (justifiably) criticize Muslims for clinging to Arab tribal customs, it behooves us to leave behind our own archaic practices.
I do know what you mean. Everything in the TLM, each and every little action and gesture, even the vestments of the priest are like a mini catechism. Everything in the church, the statues, the architecture draws your heart and mind to focus on God.
Will you be attending liturgies on all 3 days? Tenebrae?
I'm not sure what you mean. This is the schedule that we have in the bulletin:
There is a mission Monday-Wednesday with stations, confession, sermon and mass.
Thursday: confessions, then High Mass w/ Mandatum & Adoration
Friday: confessions, then the Rosary, then 7 Sorrows chaplet, then Stations, then 3pm Ceremony
Saturday: confessions, then 10:30 pm Vigil
Sunday: confessions and High Mass
Would you explain what is meant by "Tenebrae" for me please, tell me what to expect?
It doesn't look like Tenebrae is scheduled on your bulletin. Don't be alarmed...it's sort of rare to have it.
Tenebrae is the fully chanted version as given in the Liber Usualis of the Offices of Matins and Lauds for the 3 Days of the Triduum. Fully chanted as opposed to simple recitation or private recitation. The sanctuary is set up as follows:
Empty Tabernacle
6 Lighted Candles on the Altar plus a Triangular Candelabrum w/ 15 Candles lit placed near the Communion Rail on the Epistle side.
A Lectern in the center
Choir stalls/seats on either side for the priests and any men (Schola) assisting.
As each psalm (Matins has 9 and Lauds has 5) is completed, one of the 15 Candles is extinguished.
Matins also 9 Lessons, chanted by priests and Schola members.
At the end of Lauds, the Canticle of Zachary (Benedictus) is sung, during which the 6 Altar Candles are extinguished and all the lights in Church are turned off.
Finally, the MC takes the final Candle (number 15) from the Triangle and hides it behind the altar, while all sing the "Christus Factus..." antiphon. Then a period of silence ensues followed by a loud knocking on the pews. The server then returns the candle to the triangle and extinguishes it.
All leave in darkness.
The word "Tenebrae" literally means "Darkness".
OOOH! Thanks for that answer. Is there a link that I can read more about this? Maybe it would be included in a missal?
I believe it's included in the new 1962 Missals that recently came out.
Where do you live (generally speaking)? I may be able to point you to a place which is having Tenebrae.
The closest place I can think of, unless someone else here knows otherwise, is in Berlin (South) NJ, at Mater Ecclesiae Mission where I will be going for all the Triduum.
There is an SSPX center in Ridgefield, CT, but I do not believe they ever did Tenebrae. I went there as a kid, when I lived in the Hudson Valley.
Note to all...I am not starting nor am interested in an SSPX war; I am just giving this man information.
Correction, this lady, no offense taken, I have an ambiguous handle.
Thanks for the information. My priest comes from Ridgefield, I'm sure he would have mentioned it if they were having it. Unfortunately, I will not be able to make it to NJ, besides I am a sissy when it comes to driving any distance. :-0
My apologies.
God bless you this Holy Week.
And may you too be granted abundant graces and blessings this Holy Week.
Check out this site:
FYI, since the 1955 Revision of Holy Week, Tenebrae is held in the morning of all 3 days rather than the evenings before as the link indicates. However, if the Mass of Chrism is to take place, Tenebrae of Holy Thursday may be anticipated the evening before in that particular church.
I don't give a flip about "Arab tribal customs", and neither should any other genuine conservative. So long as people aren't practicing terrorism or otherwise imposing themselves on others, the idea that we have a mandate to rip people from their cultures in the service of a Greater Good is a perfect example of the Gramscian way so-called conservatives have let themselves be morphed into monster-state utopians.
The reservation of footwashing for men only is archaic only if you strip the rite from its ecclesial context as a sign of Christ's institution of a priesthood to mediate his sacraments for the world's salvation, and reduce it to a social service that fits comfortably in the categories of a secularist world that always has and always will look for ways to tame the Church.
A perfect imitation of Pontius Pilate, no doubt.
Well put, Romulus.
A Tenebrae service will return to the Cathedral Basilica of St. Louis after an absence of several decades.
The approximately hourlong devotional practice will begin about 9 p.m. Holy Thursday, March 24, at the cathedral basilica, Lindell Boulevard and Newstead Avenue in the Central West End. It follows the Mass of the Lords Supper that evening.
Tenebrae is Latin for "darkness" or "shadows." The ancient service of sung psalms and scriptural readings during Holy Week dates from medieval times. It focuses on Christs passion and death, ending with the "hope for His resurrection that well celebrate on Easter," said Tenebrae coordinator Father Thomas G. Keller, co-director of the Office of Worship.
For more info: http://stlouisreview.com/article.php?id=8074
The approximately hourlong devotional practice will begin about 9 p.m
The traditional (1962) Tenebrae lasts approx. 2 hours if it is sung in full chant.
Excellent news. Part of the pre-Vatican II Liturgical Movement was to get lay participation in the Divine Office. A lot of progress has been made in this regard in both the old and new rites.
you wrote: A perfect imitation of Pontius Pilate, no doubt.
These advocates of dragging Christ's Church into modern times probably believe that Jesus is wearing Nikes!
May Our Lord grant you abundant graces and blessings this Holy Week!
You probably already know about this. Are you participating or is it going to be chanted by an all male schola?
If an all male schola is present to chant the Office, that does not preclude the singing of all who are present. In fact, the Schola is there to lead and alternate psalm verses with the Congregation.
Only the Responsories are reserved to the Schola alone because of their more complex chants. I suppose, however, that a really advanced Congregation could very well be allowed to sing these as it would not be against any liturgical rubric to do so.
The Lessons, by their nature, are likewise reserved to a single lector at a time to sing.
Where are you going for the TLM? St. Pius X Residence Chapel?
Every time I see a new vestment I have not seen before I think of you. I have found out from our priest that some of them are made by religious sisters here, and many are made in India.
The detail work on some of them is awesome.
Wasn't this Church vandalized a couple of years ago? What was the outcome of that?
According to sources...my priest keeps a chunk of the marble from the destroyed altar on his desk at Ridgefield.
I did a Google search on the desecration that you spoke of. How awful! That was a beautiful altar, more than a 100 years old. When I see and read about things like this, it just reenforces my own belief that Catholicism is the true faith, and that her enemies will stop at nothing in an attempt to destroy her. But we know who wins in the end. ;-)
I guess they restored it. Were the relics totally destroyed?
I just love the angels kneeling in adoration before the tabernacle.
Farmingville is 15 minutes away from me. St. Michael's is literally down the block from one of my best friend's houses.
What time is Mass on Thursday, if you don't mind my asking?
7 pm Confessions; 7:30 High Mass w/Mandatum & Adoration.
Tonight (Wednesday) is the last night of a mission,
Confessions, Stations, Mass and then Benediction.
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text:
My boss forbids me to use
var as it would cause boxing and slowing down the app.
Is that true?
We started with Q&A. Technical documentation is next, and we need your help.
Whether you're a beginner or an experienced developer, you can contribute.
My boss forbids me to use
Is that true?
An approach that might work is to write these two methods:
Compile, and use
edit @ck has done all but the last step for you :)
Following on from Aakash's answer, here is the IL: (thanks LINQPad)
Why are so many people cursed with bosses who are dumb? Revolution, brothers!
Your boss needs to read the documentation.
Update In a comment under the question, Hans Passant asks
An example of a self-contained expression that forces such a conversion is:
But that is just identical to:
In other words, this doesn't really have anything to do with
That's not true at all.
It makes the code shorter and some find this more readable (others find it less readable), but there's no performance penalty whatsoever.
Maybe your boss is an old Visual Basic (as in <= 6.0) programmer used to the
Sometimes people get confused. Ask your boss about his Visual Basic war stories. Listen, learn and earn some sympathy at the same time! As you leave the office you could point out that the c# compiler figures this stuff out at compile time and that "boxing" isn't an issue anymore.
Don't expect your boss to have to keep up with the newest changes to languages/APIs. This isn't about being dumb. It's about having other stuff to do. His job, for instance.
Edit: As noted in comments below, though, telling you not to use
Actually, var can also avoid boxing in some very specific instances.
Results in the following IL:
Note that the 2nd one (the var assignment) knows that this return value is a valuetype (struct) from inside List and can more efficiently use it - even though the contract from List.GetEnumerator returns an IEnumerator. This will remove the boxing operation on that struct and results in more efficient code.
This is why, for instance, in the following code the foreach loop and the first using/while pair doesn't cause garbage (due to a lack of boxing) but the 2nd using/while loop does (since it boxes the returned struct):
Note also that changing this from a "List" to an "IList" will break this optimization since the IList can only infer that an interface of type IEnumerator is coming back. With the List variable the compiler can be smarter and can see that the only valid return value is a [mscorlib]System.Collections.Generic.List`1/Enumerator and can therefore optimize the call to handle this.
While I understand that this is a very limited case, it may be an important one especially on devices that don't do full incremental garbage collection and pause your threads to do a mark/sweep.


text:
Prior to being principal, Gary was the vice principal at Saint Vincent's since 2007. In his early career, Gary taught 5th grade for 11 years at various Catholic Schools in Utah. Gary was a graduate of Cosgriff and Judge Memorial Catholic High School. He received his degree from the University of Utah in Political Science and received his Masters in teaching from the University of Portland. Gary is married and has three sons. He loves being a dad, running with his dogs and also has a passion for singing.
Father John Norman was assigned as Pastor of Saint Vincent's Parish and School in August, 2012. Father Norman has served as pastor at various Catholic Churches in Utah, including St. Vincent Parish School where he was an associate pastor from 1980-83 and again from 2006-2008. His most recent assignment was at our Lady of Lourdes in Magna, UT. Father Norman attended Judge Memorial High School and Mount Angel Seminary in St. Benedict, Oregon and the Pontifical North American College in Rome, Italy.
Sarah graduated from Marymount Manhattan College with a Bachelor's degree in history and is a graduate of Judge Memorial Catholic High School. Sarah worked for five years at the Madeleine Choir School as the middle school religion teacher and for four years at Juan Diego Catholic High School in the theology department. She also participates in music ministry at St. Vincent de Paul Parish. Sarah's son, Michael, is having fun and learning to walk at Nano Nagle Children's Center.
Carol graduated from the University of California, San Diego with a B.A. in Economics. Most of her career has been in corporate finance although she worked for a non profit for 8 years in finance and development. She has worked as Development Director for our school since 2000. She has a son who attends University of Arizona and a daughter who just graduated from the University of Washington. She enjoys movies, especially the Sundance Film Festival, going on vacations and trying new restaurants.
Marisa had been working in the Development Office since 2012. Marisa is married to her husband Steve and has two children, a daughter who attends Judge Memorial High School and a son at DePaul University in Chicago. Marisa has an undergraduate degree in Finance and Math from Valparaiso University and earned an MBA from the University of St. Thomas in St. Paul, MN. She enjoys pilates, playing tennis, reading and spending time with her family.
Rosemary has worked at St. Vincents since 1993. She is very kind, compassionate and knows everything there is to know about our school. She helps with various tasks, answers any questions students and parents have and oversees all office procedures. She is married and has 4 children and 7 grandchildren, six of whom attend St. Vincent Parish School School.
This is Kat's first full year of working at St. Vincent School as secretary. Kat is originally from Texas. She is married and has three children, two boys and one girl who is in 4th grade at St. Vincent School.
Carol has worked at St. Vincent's since 2001 as our Pre-K Teacher. Carol job shares this position with Jamie Keochareun. Carol graduated from Temple University in Philadelphia with a Masters of Arts in Developmental Psychology. Carol is married and has three children. Carol loves preparing the preschoolers for school especially in a fun and loving environment.
Jamie has worked at Saint Vincent School since 2006. Jamie is married and has a son and daughter. Jamie job-shares the PreK Teacher position with Carol Sanderson. She enjoys working with children and looks forward to teaching this school year.
Melissa was an employee of Nano Nagle for 2 years prior to becoming the Pre-K aide. She is currently working on a degree in Early Childhood Development. She loves to read and volunteer with animals.
Agatha taught kindergarten at Our Lady of Lourdes, and before that, worked at St. Vincent's Extended Day Program. She received her Bachelor's degree in human development and family studies from the University of Utah. Agatha is a parishioner at St. Vincent de Paul Parish. Her son, Isaiah, is attending Nano Nagle Children's Center.
Jean has been at St. Vincent Parish School since 2007. She graduated from the University of Utah with a B.S. in Human Development and Family Studies. She loves working in the education field because she loves children. She was a Secretary in the Granite School District for 21 years. She is married to her husband Charlie and they have three daughters and three granddaughters all who attend St. Vincent School. Her greatest accomplishment in life is being a Grandma. Jean also enjoys sewing, reading and spending time with her family.
Elyse graduated from Westminster College with a Bachelor's degree in clinical psychology. She has worked as a Preschool teacher and a youth facilitator. Elyse is a graduate of Judge Memorial Catholic High School. Her son, Nick, is in sixth grade, and her daughter, Sabrina, is just over two months old.
Denise has a Master's degree in education and a Bachelor's degree in education from Bowling Green State University. Most recently, she taught third through sixth graders at Lial Catholic School in Ohio and before that taught first grade, second grade, and was a gifted and talented coordinator. Denise's children, Max and Gwen attend St. Vincent School.
Cindy has her BA in Liberal Arts from the University of Arkansas. She has a daughter in 5th grade at St. Vincent Parish School and has been married for 20 years. She enjoys traveling to see historical sites, watching her daughter play soccer, reading, and playing with her dog.
Rhea is from Montana and has a B.S. in Elementary Education from Montana State University and a Masters in Education from the University of Utah. Rhea has been teaching for over 35 years, 19 of which have been at St. Vincent Parish School. She received the top educator award from the Diocese of Salt Lake in 2007. She is married and has three children. Rhea loves technology and incorporates it into her classroom as much as possible. In addition, Rhea has always been able to find that one thing that is special in each child.
Mrs. Garlinghouse returns to St. Vincent again as our Second Grade Aide. She holds a teaching credential. Her four boys graduated from St. Vincent Parish School and she previously was our second grade aide for many years.
Mary Williams received her B.S. degree in Early Childhood Education from the University of Utah. She has taught for over 30 years. After teaching in Granite District for 13 years, she took three years off to be a "Stay at Home Mom". She is married to her husband, Galen and they have 2 amazing daughters. Mary resumed teaching at St. Vincent Parish School in 1997 as librarian and has been a primary school teacher since 1998. She is originally from Spokane, WA. Her creative style encourages her students to love school while learning through play, cooperation, discipline, responsibility, respect and love for God and his creations.
Tiffany has worked at Saint Vincent's since 2010, however she has taught Pre-K for seven years prior. She and her husband Ken have two sons. They enjoy watching both their boys play baseball and absolutely love The Red Sox! Tiffany enjoys spending time with her family and traveling.
Devin has been working at St. Vincent's since 2010. She is an Alumni of St. Vincent Parish School and Judge Memorial. She graduated with a B.S. in elementary education. Recently, she married her husband, Jason. Her hobbies include camping, traveling and babysitting for her niece and nephew.
Terry has been teaching for over 40 years and has been at St. Vincent's since 1989. She is the most senior member of our teacher staff. Terry received her B.S. in Elementary Education from Montana State University. She also received her social sciences degree from Pepperdine University. She coordinates the youth masses at St. Thomas More Parish. She is the proud mother of Ryan and Tyler.
Monica has been at Saint Vincent's since 2011. Monica attended Cosgriff and Judge Memorial and received a Bachelor of Arts degree from the University of Utah and a Masters in Teaching from the University of Portland. She taught 3 years of Middle school religion at St. Vincent School 19 years ago, then taught for 2 years at Juan Diego Catholic High School. From there, she worked for the Diocese of Salt Lake City for 5 years as Director of Communications and Safe Environment. She has been married to Brent for 14 years and her children, Genevieve and Zach attend St. Vincent School. She also enjoys singing, playing the guitar, mountain biking, hiking, and reading..
Alexandra has been at St. Vincent's since 2013 and teaches English and literature for the Middle School. She has a degree in English and holds a secondary credential in English. She taught at St. Francis Xavier School in Kearns. She is married to Radu, our music teacher. They have a daughter who is in our Nano Nagle Children Center.
Terry has taught at St. Vincent's since 2013. She will be teaching middle school science and regular math. Dr. Mucsi has a Doctorate in Anatomy, a Bachelors degree in Biology, and also a Bachelors degree in Horticulture. She is currently in the Utah State Department's Alternative routes-to-licensure program for highly qualified candidates.
Mary Jean Jones grew up in Boulder, CO, as an avid skier, hiker, mountain biker, and a young fan of math and science. She graduated in Environmental Engineering from Colorado State University then worked for Engineers Without Borders for 2 years. After an education internship in Acadia National Park, she completed a graduate program in math and physics education at the University of Maine. She has taught middle and high school math and science for four years, three of those years in Utah. Ms. Jones also loves rock climbing, river running, and ultimate frisbee and intends to compete in her first Ironman triathlon in July 2016. Ms. Jones loves teaching, coaching- including skiing, swimming, yoga, and volleyball; and STEM fields research.
Tyler is an alumnus of St. Vincent de Paul School and Judge Catholic High School. He holds a Masters Degree in Education and his elementary teaching credential. Tyler attended St. Edwards University in Austin Texas for his Bachelors degree and then obtained his Masters at the University of Utah. He began teaching at St. Vincent's in 2012 after four years of prior teaching experience. He has been a trainer in English Language Arts core training program.
Kerry grew up in Huntsville, Utah and attended St. Joseph Catholic Schools from K-12. She graduated from Gonzaga University with a Special Education degree, and received her Masters in Reading and Literacy from the University of Utah.She taught 4th grade for 8 years and Learning Resource for 3 years, both within the Diocese of Salt Lake City. The past 3 years, she has been fortunate enough to teach multiple professional development classes in literacy, differentiation, and learning disabilities around the state.she has been married for 15 years to Keith, and has three children: Bridget ,11, Rowan, 8, and Declan 4. Her family loves to enjoy time together traveling, hiking, camping and playing soccer!
Patty taught for seven years at St. Vincent's before taking a break last year. This will be her 23rd year teaching in the diocese. Patty is a graduate of St. Joseph High School in Ogden, and received her Bachelor's degree in exercise and sport science from the University of Utah and her teaching certification from Weber State University.
Radu is from Romania and has a degree in music and specialty training in conducting choir, orchestra and piano. He graduated from the Transylvania Music University and got his masters degree from the University of Utah in conducting orchestra. He moved to Salt Lake City and has been at St. Vincent's since 1999. He teaches music to all grades at St. Vincent Parish School and St. Olaf School Catholic School in Salt Lake.
Kerri has returned to teaching middle school this year after working as a Kindermusik teacher while she was a "stay at home" mom. She has three children and plays the guitar. She learned Spanish while living in Paraguay and Mexico.
Giselle has been our librarian since 1998. Giselle is originally from Saskatchewan, Canada, earning her degree in Theatre from the University of Saskatchewan. She loves bringing the written word to life, discovering what is waiting in a book, and helping the students and staff with "the right book at the right time!" She is also the coordinator of the reading tutor program at Saint Vincent's.
Jeramie is the director of the Nano Nagle Childcare facility located on the Saint Vincent property. This is a new infant through 3 year old childcare center which opened in 2009. Jeramie has a degree in Early Childhood Education. Prior to coming to Saint Vincent School, Jeramie was a teacher at Cosgriff Elementary for 8 years. She has been married for over 10 years and has three sons (two who attend Saint Vincent's and one who goes to Nano Nagle). Jeramie enjoys spending time with her family outside of working.
Danielle has many years experience working at Extended Day. She also was the teacher for the two-year old program at Nano Nagle for four years. Danielle has a son Wyatt enrolled at the Nano Nagle Children's Center.
Scott is a native of Utah and attended St. Olaf School and Judge Memorial. He has a bachelor's degree in music education from DePaul University in Chicago and a master's degree in theology from Loras College in Dubuque, Iowa. He taught K-8 general music for ten years in the Chicago and Dubuque archdioceses before moving back to Utah to direct the music at Juan Diego, a position he held from 2002-2006. Scott has extensive choral directing experience directing the professional Assumption Festival Choir in downtown Chicago and the Collegiate Singers at the University of Dubuque. He also has been a church musician for over twenty years. Scott's family includes his wife, Angelique who cantors at St. Vincent Parish School, two sons, and a daughter who attend St. Vincent School. He and his wife have a passion for old homes, cooking unusual cuisine, playing Renaissance music, camping, and hiking.
Corinne, LCSW, is the Director of Counseling Services at Holy Cross Ministries. Corinne is a licensed clinical social worker with a school counseling certification. She holds a Master's Degree in Clinical Social Work practice from the University of Utah. Corrine provides clinical services to students at St. Vincent Parish School on a weekly basis. Corinne has been at St. Vincent's since 2002.
Jody has been the accountant for St. Vincent Parish School school since 1997. Jody has an associate degree in accounting. She is married and has two daughters. She loves golf, photography, going camping and being a mom. Jody handles all the tuition payments, payroll and does all the financial statements for the school. Jody is in the office on Wednesdays and Fridays and works from home on Tuesdays and Thursdays.
Jesse DeOllos and Esaul Viramontes
Lenny Bruno


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Video Industry News Video Company News Technology Industry News Technology Company News Novelty Industry News Novelty Company News Gay Industry News Gay Company News Legal Industry News All Company News
Released: Jun 01st, 2003
Running Time: 90
Director: Jim Holliday
Company: VCA Pictures
Cast: Ryan Conner, Carolyn Monroe, Amy Stone, Kelli Passion, Shayla LaVeaux, Monica Mayhem, Lee Stone, Tanya Danielle, Olivia Saint, Chloe Dior
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Genre: Feature
Olivia Saint is the real star here, though the rest of the all-star cast will likely drive in viewers.
The Golden Dreams Café is a sleazy little down South diner where up and cumming porn stars sling hash and chat about their cock-suckin' futures. It's the kind of joint where boss Lee Stone anally plows a chick right in the middle of the floor. It's the kind of place where porn stars/waitresses Olivia Saint and Ryan Conner screen their latest skin flicks on the kitchen wall.
Unfortunately, it's also the kind of place where average porn is made, Perfect Pouts being case in point. While this ain't a bad vid by any stretch of the imagination, Perfect Pouts simply does little to elevate it from the millions of others out there. The plot is thin, the acting barely exists, the setups are fleeting, and the editing during the sex is too quick to really build into any sort of climax.
However, Olivia Saint delivers in every scene, especially the anally-driven threesome with Alex Sanders and another hot blonde. This bitch has a nasty mouth on her and knows how to use it, whether cursing out hillbillies or suckin' on cock. An all-girl orgy is another highlight, with every blonde in the cast goin' at it like their paychecks depended on it.
The rest is a bit by-the-numbers, though certainly not the worst these eyes have seen.


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Batch Resize Images in OS X With This Automator Script
If you need to resize a ton of images on your Mac, Automator is the way to do it in one fell swoop. 9to5Mac shows off how to quickly make your own Automator service for doing just that.
If you need to resize a ton of images on your Mac, Automator is the way to do it in one fell swoop. 9to5Mac shows off how to quickly make your own Automator service for doing just that.
Not a fan of using an office program just to read a DOCX file? Blogger Jacob Salmela shares an Automator script that'll convert DOCX into a PDF with a right-click.
Have a bunch of still images you'd like to turn into an animated GIF? Blogger Jacob Salmela's shows off how to add that option to the right-click menu with Automator.
Mac: Keyboard Maestro is a fantastic tool for automating your Mac, but it's also a bit hard to use. A new update solves some of that with some interface changes that make it a lot easier to use.http://lifehacker.com/a-beginners-gu…
Whether you're a writer, coder, or simply spend your days writing lots of emails, you tend to need to change text formatting for all kinds of reasons. TextFlow is a set of Automator actions that makes it easy to instantly manipulate text with options to change case, delete extra spaces, grab URLs, and more.
Apple's new Photos app is better than iPhoto, but it's still lacking in the feature department. Thankfully, Mac OS X Automation put together a few handy scripts to get more out of the software.
Terminal commands are great for managing a remote computer, writing scripts, or Automating your computer. Here's a handy terminal command that lets you set a delay for sleep and overrides system preferences.
Notification Center is great, and it's easy enough to create a keyboard shortcut to pull it up by just hopping into the Keyboard Shortcuts menu in System Preferences, but if you'd prefer to invoke a specific view setting, iDownloadBlog shows off how.
Mac: Sometimes you need to send an email at a specific time. Maybe it's an anniversary or just a reminder. Chrome extensions like SndLater let you do this with Gmail. If you have a Mac, Automator lets you schedule mail through Apple's default Mail app.
OS X: Everyone knows what it's like to open Gmail to send an email, and before you get a chance, you've spent a half-hour on a dozen unread messages. Worse, you've forgotten to send the one you originally meant to. This Automator script helps you stay focused.
Mac: One of the lesser known features in Yosemite is a new Dictation Command option in Automator. As MacWorld points out, this means you can set up a command to launch any Automator action you want, including launching apps, ejecting disks, and more.
Mac: Dragging files into iTunes isn't an efficient process since you still have to delete what you add, but iTunes has an often-forgotten feature that automatically adds and sorts music for you. To speed that up even more, The Instructional shows off how to add a right-click option to add a file to iTunes.
Mac: The "Sum" function in spreadsheets is great, but if you're not the type to do all your list-making in Excel, coder Brett Terpstra built an OS X System Service that allows you to total up any set of numbers in any document.
Mac: Sometimes, cut, copy, and paste aren't really enough. If you'd prefer instead to swap out text instead of any of the other three options, developer Peter Ellis Jones shares his Automator workflow for adding a "swap" function.
The downloads folder on a Mac can get pretty messy, but MacWorld shows off an automator script that automatically keeps that folder organized and clean.
When you want to delete a file on a Mac, you typically have to send it to the trash can first. That's a bit annoying when you know you'll never need it again. Blogger Jack John Brown shows off how to add a menu to delete a file permanently using an Automator script.
Mac: If you use an external hard drive for your iTunes library then there's a good chance you're on a laptop. If so, you're probably sick of manually ejecting that hard drive every time you're done with iTunes. To fix this annoyance, Finer Things in Tech shares an Automator action that makes it all happen at once.
A cluttered desktop is not only distracting, but it can slow down your Mac. If you want to temporarily hide your Mac's desktop icons, you can do so with a simple AppleScript and Automator.
Automator for Mac OSX is a scripting solution that lets you create simple actions, then bundle them into workflows to automate repetitive tasks. Perhaps the best part is that once you've got a workflow, you can package and distribute it as a standalone app. We'd like to see what you're doing with it.
OS X: When you have several applications running on your Mac, over time that can really slow down your system. It also makes it more of a hassle to quickly restart or shutdown your Mac. This Automator workflow gives you a one-click quit option for all running apps, with the option to keep select applications open.


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Contents - Previous - Next
On library management (I)
Boleslaw HOWORKA
Biblioteka Akademii Medycznej
(Library of the Academy of Medicine)
This article is a continuation of the subject matter initially dealt with in "Wybrane problemy organizacji pracy w bibliotece" ("Selected problems of the organisation of library work"), Poradnik Bibliotekarza (Librarian's Guide), Nos. 10/81, 11-12/81, 1/82.
The presentation of several theoretical aspects of management science, based on examples taken from work in libraries, is intended to give interested individuals a better understanding of these important issues. They certainly deserve to be taken up, because many people still believe that management and administration are easy and do not require special training, that to be a good superior it suffices to be well versed in the domain of activities of the institution to be directed, and finally that it is quite enough to be a good professional in the particular field, so that the better the professional, the better prepared he is to occupy a managerial post.
In a large organisational unit, the post of director requires mostly managerial qualifications. On the other hand, the lower one goes down the official hierarchy, that is, the smaller the organisational unit to be directed, the greater the importance of technical qualifications in the sense of professional expertise, and the lesser the degree to which managerial qualifications are needed. Those who occupy non-supervisory working positions do not have to display any managerial abilities, except in so far as such abilities are useful for the organisation of their own work. This view has been illustrated by Fayol by means of the following diagram:
|Senior manager (e.g. chief librarian)
|Professional EXPERTISE
|People MANAGEMENT
|Middle manager (e.g. department director)
|Immediate supervisor (e.g. head of section or branch)
Hence the often derided view that management is a profession does not deserve blanket condemnation in all instances. To be a professional manager is very difficult and requires extensive training. It does not work well when managerial posts are filled by people who do not have the right preparation, who are not experts in the given field (even this happens, and not infrequently!), or who do not even have the necessary education, but who "have to" occupy such a post, for some reasons that often are not even made public.
The ability to manage people is a difficult art and responsible work, requiring thorough preparation. For this purpose, many post-secondary institutions have established departments with the task of conducting research and dispensing education in the science of administration and organisation. We also have active institutes and departments devoted to the subject of work organisation and administration, but can we truly assert that we are training managers appropriately, can we pride ourselves on having the right managerial cadres trained to work and manage in various settings and in various professions? In particular, do we train managers and directors for libraries?
One last introductory remark. No worker, even one with no-one to supervise, but with a carefully specified set of tasks and responsibilities, can possibly become a good worker if he is unable to organise his work, and his own personal actions within the establishment, if these actions are not well planned, goal-oriented and economically implemented.
Management and administration
Management is the art of influencing subordinates to act as desired by the managing superior.
From this definition we see that there can be no question of management if a specific individual, the manager, is not assigned at least one worker or a team of workers as subordinates. One cannot be a manager if one does not manage people, that is, if one has no subordinates.
The encyclopaedia definition states (Encyklopedia organizacji i zarzadzania (Encyclopaedia of organisation and administration), Warsaw, 1981, pg. 207): "Manager - superior or individual directing a given team of people, which constitutes a formal organisational unit..."
J. Kurnal (Zarys teorii organizacji i zarzadzania (Outline of the theory of organisation and administration), Warsaw, 1969, pg. 259) asserts: "In the event that the object being guided is a single person or team of people, the guiding individual should be called a manager, whereas when the object being guided is neither a single person nor a team of people, the guiding individual should be viewed as a driver".
Thus the statement that someone "guides" or "steers" (in colloquial Polish) something, does not at all mean that the person in question is a manager. A bus is steered by its driver, while a book-lending outlet with a one-person staff is run by the librarian.
I have often been confronted with the view that one can manage a substance or material resources, such as a book-lending institution. This view is even held by some librarians.
It bears stressing yet again that one cannot be a manager if one is not a superior, that one cannot be a manager if one administers only material resources (resources are objects used to achieve goals: people, materials, tools, machines, energy, etc.).
Thus we see that administration pertains not only to people, but also to material objects, premises, furnishings and materials contained in such premises, including library collections. The encyclopaedic definition of this term runs as follows: "Administration - action based an exercising control over resources" (T. Pszczolowski: Mala encyklopedia prakseologii i teorii organizacji (Short encyclopaedia of the practice and theory of organisation), Wroclaw, 1978, pg. 288).
It must also be stressed that management is possible only within the framework of official relations between a superior and his subordinates. A craftsman delegated by an university's maintenance department to repair, for example, library shelves, is not a subordinate of the school's library director; he is only carrying out specific instructions. This craftsman can become a subordinate of the library director if his post is transferred to the library, and the individual placed under the authority of the director.
There is yet another concept, that of tour guide, that requires precise explanation. A mountain expedition may be led by a guide; the participants are not bound to him by any employment contract or official relationship, but rather by a specific agreement for services to be rendered by the tourism organisation employing the guide. It is characteristic of this sort of situation that the participants subordinate themselves to the guide voluntarily, through an agreement which they can themselves terminate under certain conditions.
Various styles of management are distinguished:
The paternalistic style, consisting in treating subordinates like family members, is essentially a thing of the past (although it can still be encountered in Japan); it obliges the superior to organise not only the place of work, but also the subordinates' outside lives, by making sure that they have places to live, food to eat, etc.
The autocratic style is one whereby the worker has his working method dictated from above, he is not allowed to question or discuss the instructions he receives, their implementation is carefully verified, and all the subordinate's actions are supervised. The autocratic director imposes his point of view on subordinates, requiring that his orders be followed unquestioningly.
The democratic style or integrationist style consists in the manager giving his subordinates a sense of common interest, trying to influence them so as to make them feel co-responsible for the results of the unit's operations.
A manager with a consultative style is one who acts more as an adviser than in any other role with respect to his subordinates.
A manager with a liberal style is one who gives his subordinates a free hand, not interfering in their work unless there is some particular justification for doing so.
It is difficult to indicate which course is best. The superior's actions essentially depend on the circumstances; he sometimes has to be an autocrat, although in the long run it is no doubt better to adopt a democratic style, a democratic-consultative style, or in certain situations, with respect to specific groups of workers, a liberal style. It is important to take into consideration who the subordinates are. In a library they are usually colleagues with similar professional training, who understand well their own tasks and the institution's goals. Therefore libraries should be managed primarily in a liberal fashion, in conjunction with aspects of the democratic (our common professional goal is the promotion of culture) and consultative styles.
A library director is responsible for the overall operation of his institution. The principle of one-person management consists in concentrating in the hands of a single individual full responsibility fo fulfillment of the organisation's tasks, and for the smooth functioning of all its organisational units. It assumes that there exists one superior for each team of workers carrying out common tasks.
The principle of one-person management is closely connected with measures to promote team decision-making; the institution's director works with a specific team to resolve the difficult issues, complicated situations and important problems. He should take into consideration the opinions of experts, professional colleagues and representatives of users or clients. The team should not be encumbered with simple matters, requiring immediate reaction; such matters must be left to the one-person administration of the director. Team decision-making is justified only for matters that are important, complicated and have long-term consequences.
A library director must take into account the opinions and decisions of such teams, and he must be able to co-operate well with them. Under no circumstances is he permitted to make light of team members or their views as specialists.
Trivial matters must not be passed on to the library board, commission or council, or any other statutory consultative body acting within the library. Each library is a state institution, providing services to users as specified in the Libraries Act. Hence the director and librarians must pay attention to the opinions of the library's consultative bodies, modifying their decisions and actions on the basis of these opinions, and ensuring that users are represented on such bodies.
The superior's authority
A superior's power is entirely dependent on the post he occupies. The extent of this power is defined in regulations or in a post description.
A library director's range of powers is usually defined in the library's statuses or by provisions of its operational regulations. In this respect, everything is clearly written down. But it is considerably more difficult to gain authority over one's subordinates. Authority does not spring from rules, decrees, statutes and regulations; authority is a human property that depends on the individual. A manager with authority is one whose instructions are carried out willingly.
Subordinates respect his professional knowledge, experience and personal qualities such as trustworthiness, fairness in the evaluation of workers, concern for the collective's interests, etc.
In a large library, the range of powers of each department director is identical, but one may win high authority among his workers, while another will never achieve such authority. In this case the decisions of the first manager are implemented willingly and without question, while those of the second are doubted, his instructions are discussed and changed, the team of workers he leads finds it very difficult to co-operate and runs into various problems.
A superior's authority can spring from three separate sources:
1. Formal authority is acquired by the superior through the very act of appointment, for instance to the post of library director.
2. Knowledge-based authority is a function of the given individual's education or practical achievements; for example, the director of a bibliography department may impress his colleagues with an ability to process material rapidly and correctly, he may be the author or co-author of several published volumes of a respected bibliography, etc.
3. Personal authority is acquired through the superior's behaviour and personal traits. This form of authority is both the most important and the most difficult to achieve.
On library management (II)
Boleslaw Howorka
Biblioteka Akademii Medycznej
(Library of the Academy of Medicine)
Centralisation and decentralisation
These terms, usually associated with organisation on a large scale, also apply to the management of human beings. From the work organisation point of view, centralisation means setting up units based on communality of tasks. This facilitates specialisation, and ensures economy of operations as well as the development of centres of specialisation within the organisation, but at the same time it results in the formation of an unwieldy pyramidal power structure. Managerial decisions are taken mostly at the top of the pyramid, and then distorted as they percolate through lower levels of the hierarchy. Rigid decision-making, not based on consultation, make sit difficult or even impossible to adapt flexibly to special local conditions. Managers of subordinate organisational units are accountable only for precisely carrying out tasks assigned to them. This dampens their initiative and has a negative influence on the work flow.
Decentralisation provides more independence, allowing for adaptation of the organisational unit's internal structure to its character, to local conditions and operational needs. In a decentralised system, the superior determines only broad indications and guidelines, leaving it up to managers of hierarchically lower units to fill in the details of instructions.
It is difficult to imagine the Ministry of Culture and Arts deciding in detail how to allocate financial resources for library purchases to all public libraries, on an equitable basis of some mechanical indicator, such as the population of the service area, and going even further, deciding what the acquisitions should be, which would be typical of a centralised administration. In a decentralised mode of administration, individual community libraries are granted the right to fashion their own acquisition policies, building a library collection that meets user needs (and of late, unfortunately, that does not exceed budgetary limitations).
As part of the same topic, it is important to understand the principle of democratic centralism. It is based on the need to adapt each institution's activities to general planning principles, while leaving individual organisational units with as much independence as possible for the selection of their operational ways and means.
Single-source direction
The principle of single-source direction states that each subordinate receives instructions from only one superior, and is accountable for following them only to that superior. It is a violation of this principle when a library director gives instructions to a worker over the head of that worker's direct superior, such as a department or section manager. This can lead to the worker receiving two different sets of directions on the same matter, with the immediate superior not knowing what his subordinate is doing, or what tasks were assigned to him.
Every superior must be aware of the fact that his subordinates have varying qualifications and different character traits. A library director must treat individual department managers differently, and they too must not deal with all their subordinates the same way. The principle of differentiation applies both to evaluation of work completed, and to the manner of giving directions.
Limiting interference
The manager who wants to know and decide about everything spends too much time on details, and has too little left over for the most fundamental and important matters. Thus he has to be able to choose the problems that he ought to solve himself. Most of his interventions should be related to his supervisory function, and it is not desirable that intervention appear on his regular agenda, as an activity planned in advance. Intervention should always be used to incite workers to improve, in specific situations, such as following justified complaints by users, entries in the library's book of recommendations and complaints, information from librarians, etc.
Taking economic factors into account
This is very important for directors of autonomous organisational units, and hence for public library directors. Rational economic activity consists in taking economic factors (in a very broad sense - not just financial savings) into consideration when choosing optimal solutions. Economical activity involves, for instance, deciding to purchase expensive equipment only when it is needed and will be fully utilised. It would be uneconomical to decide to buy a machine for copying index cards for a small library that uses only two copies of the catalogue.
Economy of operations can be achieved in direct ways, through economical analysis of present and planned circumstances, and also in indirect ways, for example by appropriately influencing subordinates, by taking advantage of their individual abilities, by paying careful attention to working conditions and staff qualifications.
Striving for progress
Every institution needs progress in its activities. Regular incitement to progress is one of the responsibilities of every manager. Active efforts to achieve progress require adopting the following assumptions:
One of the superior's duties is to create conditions in which new ideas will be generated, in which workers will suggest innovations. Attempts to progress and improve are often manifested by re-organisation efforts. But one must not forget that every re-organisation has some negative influence on the institution's operations ("constant re-organisation is disorganisation" - Tadeusz Kotarbinski). Only after workers become familiar with a new operational system does productivity rise back up to the previous level, and some time is needed for this level to be surpassed.
It can even happen, and not infrequently, that progress runs into worker resistance. Sometimes a great amount of energy must be devoted to overcoming such resistance, either by persuasion, or by introducing innovations gradually, following a period of experimentation and training.
The achievement of organisational and economic progress must always be one of the fundamental goals of every manager. Decisions taken in this regard must be carefully thought out, discussed with workers and implemented consistently.
Listening to subordinates' advice
To be well prepared for his supervisory functions, a library director should be a qualified professional librarian. This does not mean that he has to be the worker who best knows all the aspects and operational details of his profession and his institution, or even that he has to be an outstanding library scientist. Department managers have to know certain details better than the director, and therefore it is sensible in specific situations to hear their opinions and to take advantage of their advice. Managers on hierarchically lower levels should also listen to and take into account the opinions of their subordinates. In matters concerning workers, one should also listen to the views of representatives of political organisations, trade unions and professional associations. It is also necessary to maintain good relations with the advisory bodies associated with the library, such as library boards, commissions or councils, consisting in part or in whole of professional librarians. The wise director values independence of worker opinions, and makes appropriate use of views expressed by the "institution's opposition". Criticism stimulates his reflection, and very often shows him the way to the best solution of a difficult problem.
The correct way to approach subordinates
A superior must not undermine the authority of middle managers in the eyes of their subordinates. Any critical remarks or assessments should be made on a one-none basis, or in the course of a managerial meeting. When pointing out errors, one must never wound the personal dignity of the worker under fire. One may offend a subordinate by explaining things that are obvious to him, by expressing doubts about his ability to deal with a specific matter, by treating him as an inexperienced beginner, etc. Even a new worker, who is in fact inexperienced, should be treated correctly, with all due respect.
One expression of respect for those who work with a library director is careful preparation for meetings of the library management team, and attentively listening to its members' remarks. A director must also be able to write appropriate critical reports about the work of individual organisational units of the library, and about that of the managers of these units.
Managerial functions
Three levels of management can be distinguished:
The distinctions among these three levels are not clear-cut; in some libraries they become quite blurred, especially with respect to intermediate management and individuals entrusted with direct supervision of specific workers.
The activity of workers occupying managerial positions consists of the following functions:
Setting operational goals
The range of activities of any institution is determined by some legal document. This may be a statute (e.g. 'Statute of 9 April 1968 on libraries'), an administrative directive or decree of a body of the national government (e.g. 'Directive of the Minister of Higher Education, dated 18 March 1961, in the matter of organisational structure and action guidelines for university libraries...'), a library charter (e.g. a municipal public library charter, certified by the head of the municipality, in accordance with 'Directive No. 103 of the Minister of Culture and Arts, dated 30 November 1973, in the matter of a model charter for municipal public libraries'), or organisational regulations (as issued, for instance, to a university library by the rector).
The library's operational mandate determines its permanent goals (e.g. providing access to learning aids such as textbooks and course notes for students). A particular permanent goal gives rise to specific, interim goals; for instance, the task of organising a library network within an institution of higher education gives rise to the specific goal of organising a small library in a particular institute or for a particular department.
It is the task of the overall superior to move in the direction of fulfilling his institution's basic goals. It is his responsibility to assign partial, intermediate tasks whose total realisation constitutes a basic goal. These tasks are entrusted to workers of particular organisational units, that is, managers on hierarchically lower levels; they, in turn, carry out these tasks personally, or assign them to their own subordinates.
Analysis of the current situation
In order correctly to determine intermediate tasks leading to achievement of the institution's basic goals, the person in charge must first analyse the institution's current and future situation. This situation consists of the means and resources available to the institution, and of the conditions under which the institution must function.
In analysing the means and resources available to a library, its director must determine above all:
In drawing conclusions from this analysis, the director must determine how best to take advantage of the team of librarians, as well as other workers, employed by the institution, and of the library's known collections, while operating under specific conditions and for well-defined users, so as to fulfill the library's tasks as completely as possible.
Determination by the director of the library's way of achieving its goals makes it possible to formulate details of the institution's plan of action, aimed at systematically carrying out the library's tasks. Specific details of the plan of action constitute the basis for drawing up tasks to be entrusted to particular organisational units of the library, as well as the functions of individual librarians and other operational workers.
The document allocating tasks to the various organizational nits, as drawn up by the library director, is binding upon each team of workers for a substantial period of time, until something is reorganized, for example in connection with the institution taking on new tasks, or on the basis of new and more complete experience acquired by the library management, director, council, commission or advisory committee.
The job description, as signed by each worker, is a document containing directives that bind him for a long period, in principle for several years, and often throughout the time he spends working at a specific post in a specific department. The newly hired librarian, assigned for example to the Processing Department, will undergo some introductory training, and will then work on alphabetical processing of the library's acquisitions this will be his basic task. However, each worker, in addition to his permanent regular functions, will receive, from his superior, occasional tasks or short-term instructions, depending on the library's current tasks and functions - for the next day, for a few days or for a week. This is usually allowed for in the job description ("Carrying out such other tasks as may be assigned to him from time to time by the department manager").
As we see from the above, the superior's function consists in planning tasks that his subordinates are to work at, and in determining the regular and occasional goals they are to achieve. In planning tasks and assigning specific functions to subordinates, the superior should apply the principle of the right man for the right job. Therefore he must have a good idea of what work his subordinates are trained for, in which fields they are specialists, and the type of work they like to do.
Acquiring such knowledge is part of the managerial function of analysis of the current situation. When deciding about assignments of workers to public library branches in a large city, it is well also to take into consideration personal relationships among co-workers, the distance from the worker's residence to his place of work, and even a seemingly unjustified desire to change one's place of work.
The library director should never underestimate the importance of informal ties among workers, taking advantage of them to improve the working atmosphere, to raise productivity, to enhance efficiency, and he should also show understanding for any particularly close friendships, drawing appropriate conclusions from such observations. A superior should alawys try to make sure that his subordinates are as satisfied as possible with their work, and he should take into account as much as possible their suggestions and recommendations, whenever there are no strong grounds for rejection.
Work organisation consists of two groups of functions:
The first involves preparing subordinates for their work, so that they can, are able to and want to carry out their assigned tasks. Each worker must be given the tools he needs, and his working conditions must conform to prevailing safety and hygiene regulations. Each work station must be carefully designed and adequately equipped, so as to make it possible for the worker efficiently to carry out his assigned tasks. It is advisable first to test his professional capabilities; it may be necessary to give him additional training, but one must not exaggerate in this respect, for fear of demotivating, boring or even offending the worker.
Each employee must be convinced that his work is meaningful and needed, that without his contribution the institution's goals would not be fully achieved; he must be psychologically prepared and motivated for his assigned functions. At the same time, the worker should be aware of the fact that if he does not make an effort, if he does not work well, if he is negligent or commits some offence, then there will be consequences, for the superior will be obliged to mete out a condign sanction
The superior is responsible for generating a good atmosphere in the institution. He must remember that a good worker cannot be efficient under disorganised conditions, that nobody thrives in disorder and chaos. Workers should be given clear and definite instructions' and they must be treated seriously. The superior has the responsibility of showing understanding for the worker's problems and personal difficulties, and he must also express recognition for the worker's efforts. Neither is he allowed to become too close with his staff; this is necessary for the maintenance of discipline in the institution.
The second group of organisational functions of a superior involves providing material resources and working conditions. In a library, these functions include arranging premises, with appropriate furniture and equipment, and especially acquiring whatever library materials are needed, as the basic raw material for the institution's operations. Providing good working conditions includes paying attention to the hygiene, cleanliness and aesthetics of premises.
These two groups of functions are equally important for good work organisation. The superior must also be able to organise irregular operations, he must be prepared to set up an appropriate procedure for unexpected situations, emergencies, when atypical tasks have to be carried out, etc.
Managerial functions include both organising one's own work and managing the work of subordinates.
In organising the activities of subordinates, the superior directs the institution's entire work flow, he decides to start work, he may decide to introduce changes in obsolete procedures, working methods or organisation of tasks, he directs work in progress and decides to terminate it.
The decision that an institution is to start working is not just a formality; it must be preceded by verification that the staff and materials are ready. Once commenced, work should continue smoothly, without interruption or disturbance, and under conditions conducive to careful execution. Every librarian knows that, for instance, the daily opening of a lending library must be preceded by a number of preparatory actions, that cannot be executed once the users are inside and waiting to be served; once the lending library is open, customers should be served continuously and efficiently.
In the course of the institution's everyday activities, the superior follows the progress of work, by listening to regular reports submitted by managers hierarchically below him. He should not intervene if everything is taking place in accordance with the plan and his expectations; it is his task to supervise the flow of operations, always ready to intervene, but only if the need arises.
Intervention by a library director in the work of the Processing Department, for example, should be limited to cases when he observes an excessive concentration or backlog of work, or when he obtains information suggesting that the department is not functioning smoothly. Unjustified intervention or "interference" in the work of a department is pointless and can be harmful, because it undermines the department manager's authority, and gets in the way of good, systematic completion of tasks. The role of the director is to co-ordinate work among departments, and to promote harmonious operation of the institution as a whole. The director must always be "visible" in the library, the workers must sense his presence, knowing that he pays attention to their work, that he cares about it, and that he is ready to intervene.
A good superior should not look as if he is overworked. His actions should be well organised, and he should be able to intervene, to explain or to give advice at any time.
It can happen that the work of an institution departs from the established plan because of some disturbance. In such cases the superior must take appropriate action to eliminate the disturbance, by deciding to change or re-organise something. For instance, a library director may decide that a worker dealing with acquisition processing should do duty temporarily in a reading room, in order to take up slack caused by another worker being absent for health reasons.
When deciding to stop the day's work, the superior is responsible, among other things, for making sure that the premises and collections are adequately protected. It is also very important that the library's work be organised in such a way as not to cause, as a result of library closing, unnecessary problems for readers. For instance, any library materials they are currently using in the reading room must not be sent back to storage, lent out or even temporarily made accessible to another reader; conditions must be such that each reader can continue his work on the next day with no problems or loss of time.
Library closing must also be accompanied by a number of regular activities (switching off the 1-ights, keeping the keys safe, etc.). It is the director's responsibility to hand down corresponding decisions and instructions, and then to make sure that workers carry out their assigned tasks in accordance with these instructions.
Every superior must supervise continuously, both on a regular and on a spot-check basis. Regular supervision by a library director includes checking the list of those present every day; this will show him to what extent the various work stations are staffed, and whether it is necessary, for example, to reinforce one part of the organisation, to avoid difficulties in the form of "bottle-necks", etc. A library director also analyses regularly the employment records, reports from library branches and other such documents, as informational input for his decisions.
Spot-checks usually involve personally verifying the institution's state of operations. The library director carries out his supervisory functions during visits to individual work stations.
One of the most important forms of regular supervision in a library is stock-taking, or comparing the actual collection with listings in inventory registers or other documents. In small libraries full stock-taking is carried out at times set out in the regulations; in large ones, partial stock-taking constitutes a significant aspect of "collection control".
The results of stock-taking are very valuable for the director, giving him a good sense of the state of the library's collections, and allowing him to draw conclusions and form opinions about the work of individual departments, satellite libraries or branches.
The supervisory functions of a library director are different from those of managers of departments, sections, branches or satellite libraries. A high priority in the director's plan of work is allocated to regular supervision, through analysis of documents, reports, complaints and suggestions he receives. Any spot-checks by the director should be the result of conclusions he draws from such analysis.
Managers of organisational units are obliged to control and supervise work in progress, while at the same time personally carrying out the responsibilities flowing from their range of activities, and from the work plan of their department or section. The supervision they do is connected with the responsibility of reacting to signs of negligent work, but also of making an appropriate assessment, when they observe that one of their subordinates is particularly diligent and effective in his work. Naturally, they should also react to remarks by readers and users of the institution.
When carrying out supervisory functions, it must not be forgotten that some workers are offended by having their work checked. The most appropriate reaction to this sort of attitude is for the superior to state that the reason for the supervision is not lack of trust, but rather the great importance of the subordinate's work, a desire to become more familiar with his range of activities, recognition for his professional abilities, and the superior's own thirst for knowledge. There are also workers who like to be observed, and to hear the positive results of their work talked about; praise and recognition stimulate them to work even better.
Supervision is the superior's most important function. It is meaningful only if the results are carefully analysed, and if conclusions drawn lead to improving the institution's work.
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