Basic Library/Learning Resource Center Management

1
Basic Library/Learning Resource Center Management

• by
• Ana Maria B. Fresnido

2
History

• Pre-scientific Period, Pre-1880
• Scientific-Management Period, 1880-1927
• Human-Relations Period, 1927-1950
• Synthesis Period, 1950-Present

3
Development of Library Management

• Library Management, Pre-1937
• Scientific Management, 1937-1955
• Human Relations, 1955-Present

4
Approaches to Management

• Traditional
• Empirical
• Decision theory
• Mathematical
• Human relations
• Social systems
• Formalistic
• Spontaneity

5
Approaches to Management

• Participative
• Challenge-response
• Directive
• Checks and balances
• Management process
• Management by objective
• Organizational development

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Fundamental Rules for Managers

• Know yourself and how you work with people
• Know the fundamentals of management before you
  explore new ideas in the field
• Think twice before trying something, and then
  think again

7
Fayols General Principles

• Division of work or specialization
• Authority and responsibility
• Discipline
• Unity of command
• Unity of direction
• Subordination of individual to general interest
• Remuneration

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Fayols General Principles

• Centralization
• Lines of command or scalar chain
• Order
• Equity
• Stability of tenure
• Initiative
• Esprit de corps

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Functions of a Manager

• Planning
• Organizing
• Staffing
• Directing
• Coordinating
• Reporting
• Budgeting

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Planning

• Involves
• assessment of the future
• determination of desired objectives in the
  context of that future
• development of alternative courses of action to
  achieve such objectives
• Selection of a course or courses of action from
  among those alternatives

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Planning

• Factors
• Time
• Collecting and analyzing data
• Levels of planning
• Flexibility
• Accountability

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Strategic Planning

• Is a continuous process of
• Making entrepreneurialor risk takingdecisions
  systematically and with the greatest knowledge of
  their future consequences
• systematically organizing the efforts needed to
  carry out these decisions and
• measuring the results of these decisions against
  the expectations through organized , systematic
  feedback.

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Strategic Planning

• Requires
• Describing a vision for the organization
• Identifying a mission within that context
• Setting realistic goals
• Establishing attainable objectives
• Developing activities that are stated as policies
  in actions

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Strategic Planning

• Steps
• Identify a planning team
• Identify the organizational culture and the
  values or assumptions that are the organizations
  guiding principles
• Conduct environmental scan
• Create a vision statement that focuses on a
  better future by communicating enthusiasm and
  excitement

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Strategic Planning

• Steps
• Formulate a mission statement that identifies
  distinctiveness
• Develop the goals and objectives
• Develop strategies and action plans
• Implement the strategic plan
• Monitor, evaluate, and adjust the plan as
  objectives are accomplished and priorities shift

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Planning

• Types
• Objectives
• Policies
• Procedures
• Rules
• Programs
• Budgets
• Strategies

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De La Salle University-ManilaVision-Mission
Statement

• Vision
• De La Salle University-Manila is an
  internationally recognized Catholic university
  established by the Brothers of the Christian
  Schools in 1911. Inspired by the charism of St.
  John Baptist de La Salle, the University
  harmonizes faith and life with contemporary
  knowledge to nurture a community of distinguished
  and morally upright scholars who generate and
  propagate new knowledge for human development and
  transformation. As resource of Church and Nation,
  the institution endeavors to form Lasallian
  Achievers for God and Country who will lead in
  building a just, peaceful, stable and progressive
  Filipino nation.

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De La Salle University-ManilaVision-Mission
Statement

• Mission
• Guided by this Vision, the University will
  become a leading research university in Southeast
  Asia. With its corps of eminent faculty ably
  supported by visionary leaders and
  technology-enabled professional services, the
  institution will offer excellent
  multidisciplinary programs and build a community
  of learners and scholars who value the pursuit of
  knowledge within the perspective of Christian
  ideals and values. In an academic environment
  permeated by excellence and scholarship, the
  institution will train leaders, competent
  professionals, scholars, researchers and
  entrepreneurs who will participate actively in
  improving the quality of life in Philippine
  society.

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De La Salle University-ManilaStrategic Decisions
and Targets2003-2013

• Academics
• Academic Programs
• Strategic Decisions
• Develop and provide support mechanisms for
  innovative modes of delivery (curricular
  flexibility, multidisciplinarity, online
  learning, seminar, drama)
• Academic linkages
• Strategic Decisions
• Expand and strengthen programs for faculty and
  students with foreign universities and research
  institutions
• Reinforce library linkages with AUN libraries and
  international learning centers in the
  Asia-Pacific region (to be incorporated in the
  strategic plans of units concerned)
• Governance
• Information Technology in Administration
• Strategic Decisions
• Enhance the effectiveness, efficiency and
  security of University services and records
  through streamlining and automation process
• Target
• All major operational systems
  and processes (i.e., communication, enrolment,
  
• library, finance) of the
  University will be computerized

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De La Salle University-ManilaSY2004-2005
Operational PlansDept University
LibraryAdministrator
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Organizing

• Organizations
• are group of individuals joined together to
  accomplish some objectives
• are designed to overcome individual limitations
• have characteristics of their own, over and above
  the characteristics of the people who make them up

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Organizing

• Involves
• Determining the specific activities necessary to
  accomplish the planned goals
• Grouping the activities into a logical framework
  or structure
• Assigning these activities to specific positions
  and people
• Providing means of for coordinating efforts of
  individual groups

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Organizing

• Organizational structure
• is the system of relations, formally prescribed
  and informally developed, that governs the
  activities of people who are dependent on each
  other for accomplishment of common objectives

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Basic Elements of an Organization

• Strategic apex
• Middle line
• Operating core
• Technostructure
• Support staff

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De La Salle University Library Organizational
Chart
Public Programs Coordinator
EDRC/ASRC
Librarian
Security, Safety Maintenance
Office Assistant Secretary
Clerk (2)
Instructional Media Services
System Services
Technical Services
Readers Services
Archives
Coordinator
Head
Head
Head
Head


Information Reference

Collection Development
Bibliographic Control

Special Collection
Filipiniana Librarian
Circulation Librarian
Periodicals Librarian
Acquisitions Librarian
Cataloging Librarian


Librarian

Librarian
Librarian
Librarian
Librarian
Assistant Librarian (3)
Assistant Librarian (1)
Assistant Librarian (2)
Assistant Librarian (1)
Assistant Librarian (1)
Assistant Librarian (1)
Assistant Librarian (2)
Assistant Librarian (4)
Clerk (4)
Assistant (2)
Clerk (8)
Technician, Photographer (10)
Clerk (1)
Clerk (2)
Clerk (3)
Clerk (1)
Clerk (1)
Clerk (2)
abm/02July.03
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Staffing

• Principles of Human Resource Management
  (Armstrong)
• People are the most important assets an
  organization has, and their effective management
  is the key to success
• Organizational success is most likely to be
  achieved if the human resources policies and
  practices are linked with and make contributions
  to the achievement of the organizations
  objectives and strategic plans

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Staffing

• Principles of Human Resource Management
  (Armstrong)
• The organizations culture and values will exert
  a major influence on the achievement of
  excellence, and this culture must be managed so
  that the values are accepted and acted upon by
  employees
• Continuous effort is required to encourage all
  individuals in the organization to work together
  with a sense of common purpose

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Staffing

• Types of Staff
• Professional librarians
• Support staff
• Technology specialists
• Part-time employees

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Staffing

• Job Description
• Elements
• Job identification
• Job summary
• Job activities and procedures
• Relationship of the job to the total institution
• Job requirements

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Staffing

• Job analysis
• Methods
• direct observation of the job
• interviews
• written questionnaires
• asking employees to record what they do on a job
  through daily log or diary

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Staffing

• Recruitment
• Selection
• Applicant testing
• Job interviews
• Training

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Staffing

• Training
• Principles
• Teach the simple task first
• Break down the task into basic components
• Teach only the correct procedures
• Keep teaching cycles short, and reinforce them
  with practice
• Develop skills through repetition
• Motivate the trainee

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Staffing

• Staff development
• Mentoring
• Performance appraisal
• Objectives
• to determine how well an employee performs on a
  job
• to help an employee know how well he or she is
  doing, so that improvement needs to be made, the
  employee knows in what are performance is falling
  short

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Staffing

• Performance appraisal
• Types
• Immediate supervisors evaluate subordinates
• Peer ratings
• Upward evaluation
• 360-degree or multi-rater feedback
• Employee self-evaluation

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Staffing

• Performance appraisal
• Standards
• Quality-quantity standards
• Desired-effect standards
• Manner of performance standards

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Staffing

• Performance appraisal
• Problems
• The halo effect
• Prejudice and partiality
• Leniency or strictness
• Central tendency
• Contrast
• Association
• Recency

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Staffing

• Performance appraisal
• Methods
• Essay method
• Ranking systems
• Graphic rating scale
• Behaviorally anchored rating scales (BARS)

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Staffing

• Performance appraisal
• Appraisal review process
• The office that is responsible for distributing
  evaluation forms to supervisors distributes the
  appropriate forms
• The office identifies the individual whose
  performance is to be evaluated, the department in
  which the job is located, the name of the person
  responsible for completing the form, and the date
  the form is due back in the initiating office

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Staffing

• Performance appraisal
• Appraisal review process
• The person who receive the form evaluates the
  employees performance
• The rater must share the results with the
  employee thru a performance appraisal interview
• The rater returns accomplished form to the
  initiating office

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Staffing

• Compensation/Salary Administration
• Principles
• Equal pay for equal work
• Employees are not required to enter a salary
  scale at the first step
• If an employee is promoted form one rank to
  another, the employee should not be forced to
  take a pay cut if the beginning salary of the
  other rank is lower than the salary the employee
  earned

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Staffing

• Salary increases
• Methods of determining
• Length of service
• Merit system
• Combination of length

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Directing

• Major Aspects
• Motivating
• Ensure that workers motives and values are
  appropriate for the jobs on which they are placed
• Make jobs attractive to and consistent with
  workers motives and values
• Define work goals that are clear, challenging,
  attractive, and attainable

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Directing

• Major Aspects
• Motivating
• Provide workers with the personal and material
  resources that facilitate their effectiveness
• Create supportive social environments
• Reinforce performance
• Harmonize all of these elements into a consistent
  socio-technical system

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Directing

• Motivating
• How?
• ensure that workers motives and values are
  appropriate for the jobs on which they are placed
• make jobs attractive to and consistent with
  workers motives and values
• define work goals that are clear, challenging,
  attractive, and attainable

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Directing

• Motivating
• How?
• provide workers with the personal and material
  resources that facilitate their effectiveness
• create supportive social environments
• reinforce performance
• harmonize all of these elements into a consistent
  socio-technical system

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Directing

• Major Aspects
• Leading
• Functions of Leadership
• Executive or top coordinator
• Planner for the group
• Policy maker within limits
• Expert in the field
• Example setter
• Controller of internal relations

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Directing

• Major Aspects
• Leading
• Major roles of leaders
• Arbitrator and mediator
• Purveyor of rewards and punishment
• Substitute for individual responsibility

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Directing

• Major Aspects
• Leading
• Major roles of leaders
• Symbol of the group
• Representative to nongroup persons
• scapegoat

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Directing

• Major Aspects
• Communication
• the process of creating and exchanging messages
  within a network of interdependent relationships
  to cope with environmental uncertainty

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Directing

• Major Aspects
• Communication
• Emotional Impact of Messages
• Facial expression (55)
• Voice tone (38)
• Words (7)

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Directing

• Major Aspects
• Communication
• Types
• Written
• Oral
• Nonverbal/Symbolic

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Directing

• Major Aspects
• Communication
• Flows
• downward communication
• upward communication
• horizontal communication

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Directing

• Major Aspects
• Communication
• Basic Organizational Communication Needs
• Encourage all levels of staff to speak out
  without fear of reprisal
• Provide a clear picture of each staff members
  place in the organizational structure and clarify
  chain of command
• Establish links with communication systems
  outside the organizational hierarchy

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Directing

• Major Aspects
• Communication
• Basic Organizational Communication Needs
• Ensure that administrators are visible
• Maintain personal contact between administrators
  and staff
• Provide effective leadership and communication
• Supply administrative feedback to upward
  communication

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Directing

• Major Aspects
• Communication
• Basic Organizational Communication Needs
• Keep open input and response channels in
  communicating with the individual
• Reduce communication barriers between library
  groups
• Overcome communication problems caused by
  geographic locations of units

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Directing

• Major Aspects
• Communication
• Basic Organizational Communication Needs
• Define who needs to know when
• Establish a system-wide rapid communication
  mechanism for pressing matters
• Know the people with whom you interface in other
  units
• Maintain lateral communication between/among
  units/sections/staff performing similar functions

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Directing

• Major Aspects
• Communication
• Basic Organizational Communication Needs
• Maintain lateral communication between/among
  units/sections/staff performing dissimilar
  functions
• Create a mechanism that will provide opportunity
  for ongoing consultation and understanding
  between units

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Directing

• New Methods of Management
• Participative management
• Quality circles (Japanese management)
• TQM

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Directing

• TQM
• Demings 14 points
• Create consistency of purpose toward improvement
  of product and service, with the objective of
  becoming competitive and providing jobs
• Adopt a new philosophy
• Cease dependence on mass inspection to achieve
  quality
• End the practice of awarding business on the
  basis of price tag

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Directing

• TQM
• Demings 14 points
• Constantly improve the system of production and
  service to improve quality and productivity and
  thus decrease cost
• Begin training and education on the job
• Institute leadership
• Drive out fear so that everyone may work
  effectively for the organization
• Break down barriers between departments

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Directing

• TQM
• Demings 14 points
• Eliminate slogans, exhortations, and targets when
  asking for zero defect and new levels of
  productivity
• Eliminate work standards (quotas) on the factory
  floor and substitute leadership
• Remove barriers that rod the hourly worker of
  their right to pride of workmanship

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Directing

• TQM
• Demings 14 points
• Institute a vigorous program of education and
  self-development
• Put everybody in the organization to work to
  accomplish the quality transformation because it
  is everyones job

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Thank you!!!