The manager or supervisor told employees what to do and employees did what they were told. That world does not exist today. Today’s managers, supervisors, team leaders, project managers, and unit heads face a more complex environment. Managers need to balance production goals with concern for people issues in a continually changing setting. The workplace and the workforce are different. Managers may now find themselves overseeing four generations of staff, each with its own characteristics and needs. Each group responds best to a different management style. Use of library services may be increasing as the public turns to libraries for Internet access and job-hunting services, as well as recreational reading, media, and computer games. Library managers and supervisors face staffing decisions every day. When priorities change quickly – whether relating to diversity, legal challenges, new technology, or simply a desire to build an exciting team and bring people together to do their best – it takes more than good intentions to achieve results. In these difficult times, good supervisory skills are essential. Supervisors must take a leadership role in providing support for their staff and ensuring the library can meet its goals and objectives. Poor supervisory skills will only compound the morale problems that arise during difficult times. Excellent supervisory skills can lead to departments and units that not only cope with the challenges they face, but are able to move forward and become excellent organizations. This comprehensive handbook Fundamentals of Library Supervision and Control addresses the fundamental issues facing new managers.