Classic management vs. new management -- Preparing and maintaining the new manager -- "Managing" new employees/staff/human resources/stakeholders -- New management of change -- New managers designing new organizations -- Management infrastructure documents in new organizations -- Managing new services and resources -- Managing those outside the "sphere" -- New management "in action" communication -- New managers within classic and new organizations -- New managers in classic and new facilities and environments -- New "landscapes" for library and information settings -- Managing the balance to meet new constituent/customer expectations -- Accountability, measurement, and assessment in new management -- New budgeting with (mostly) classic budgeting issues -- Emergency management roles and responsibilities of new managers -- Case 1. A difficult path of moving up and out -- Case 2. Building your own management training program -- Case 3. rumor has it -- Case 4. Do you have any change on you? -- Case 5. Racking up the library pool table -- Case 6. Manuals, handbooks, policies, procedures, budgets, minutes and plans, oh my! -- Case 7. What's old is new : if the money is there -- Case 8. But enough about me, what do YOU think about me? -- Case 9. Suffering from past mistakes -- Case 10. What you don't know can hurt you -- Case 11. A fixer upper -- Case 12. Penny's partners proliferate due to punctual, prioritized, and positive planning -- Case 13. Keeping up with the "Joneses" -- Case 14. Torture the data -- Case 15. Matching data to data requests -- Case 16. Building tomorrow's future on today's expertise -- Appendix A. Annotated master list of "indispensable" resources -- Appendix B. Examples of paradigms -- Appendix c. Additional paradigm shifts.