Basic Library/Learning Resource Center Management

by
Ana Maria B. Fresnido

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

Development of Library Management

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

Approaches to Management
 Traditional
 Empirical
 Decision theory
 Mathematical
 Human relations
 Social systems
 Formalistic
 Spontaneity

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

Fundamental Rules for Managers

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

Fayol’s General Principles

1. Division of work or specialization
2. Authority and responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual to general interest
7. Remuneration
8. Centralization
9. Lines of command or scalar chain
10. Order
11. Equity
 12. Stability of tenure
13. Initiative
14. Esprit de corps

Functions of a Manager
 Planning
 Organizing
 Staffing
 Directing
 Coordinating
 Reporting
 Budgeting

Planning
 Involves:
1. assessment of the future
2. determination of desired objectives in the context of that future
3. development of alternative courses of action to achieve such objectives
4. Selection of a course or courses of action from among those alternatives
 Factors:
1. Time
2. Collecting and analyzing data
3. Levels of planning
4. Flexibility
5. Accountability

Strategic Planning
 Is a continuous process of:
– Making entrepreneurial—or risk taking—decisions 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.
 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
 Steps:
1. Identify a planning team
2. Identify the organizational culture and the values or assumptions that are the
organization’s guiding principles
3. Conduct environmental scan
4. Create a vision statement that focuses on a better future by communicating enthusiasm
and excitement
5. Formulate a mission statement that identifies distinctiveness
6. Develop the goals and objectives
7. Develop strategies and action plans
8. Implement the strategic plan
9. Monitor, evaluate, and adjust the plan as objectives are accomplished and priorities shift
Planning
 Types:
1. Objectives
2. Policies
3. Procedures
4. Rules
5. Programs
6. Budgets
7. Strategies

De La Salle University-Manila
Vision-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.

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.

De La Salle University-Manila
Strategic Decisions and Targets
2003-2013
A. Academics
1. Academic Programs
2. Strategic Decisions
iv. Develop and provide support mechanisms for innovative modes of delivery
(curricular flexibility, multidisciplinarity, online learning, seminar, drama)
3. Academic linkages
4. Strategic Decisions
iv. 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)
B. Governance
1. Information Technology in Administration
2. Strategic Decisions
iv. Enhance the effectiveness, efficiency and security of University services and
records through streamlining and automation process
 3. Target
All major operational systems and processes (i.e., communication, enrolment,
library, finance) of the University will be computerized

De La Salle University-Manila
SY2004-2005 Operational Plans
Dept: University Library
Administrator:
Key Result Year Two Extent/Forms of Performance Unit/Section/
Areas Accomplishment Status Person
Responsible

Academics SY2004-2005
Establishment & Explore Fund sourcing Director, CCS,
development of subscribing to COE
digital library IEEE for CCS &
IE of COE
Research

Conduct project Assess Written Filipiniana/

studies Filipiniana coll. assessment report Reference
& and IRS coll.
Revise & update Filipinina Coll. Technical
the scope of the Dev. Policy Services
Filipiniana coll. Statement
Digitization of Digitization of COE, CBE & at Provision of Director/Archives
selected COE, CBE & least 35% of CED funds to support
resources CED theses scanned scanning of at
least 1000 titles

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
 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

 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

Basic Elements of an Organization

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

Staffing
 Principles of Human Resource Management (Armstrong)
1. People are the most important assets an organization has, and their effective management
is the key to success
2. 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 organization’s
objectives and strategic plans
3. The organization’s 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
4. Continuous effort is required to encourage all individuals in the organization to work
together with a sense of common purpose
 Types of Staff
1. Professional librarians
2. Support staff
3. Technology specialists
4. Part-time employees

 Job Description
– Elements:
1. Job identification
2. Job summary
3. Job activities and procedures
4. Relationship of the job to the total institution
5. Job requirements

 Job analysis
– Methods
1. direct observation of the job
2. interviews
3. written questionnaires
4. asking employees to record what they do on a job through daily log or diary
Staffing
 Recruitment
 Selection
 Applicant testing
 Job interviews
 Training
 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

 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

 Performance appraisal
– Types:
 Immediate supervisors evaluate subordinates
 Peer ratings
 Upward evaluation
 360-degree or multi-rater feedback
 Employee self-evaluation
 Performance appraisal
– Standards:
1. Quality-quantity standards
2. Desired-effect standards
3. Manner of performance standards
– Problems:
1. The halo effect
2. Prejudice and partiality
3. Leniency or strictness
4. Central tendency
5. Contrast
6. Association
7. Recency

– Methods:
1. Essay method
2. Ranking systems
3. Graphic rating scale
4. Behaviorally anchored rating scales (BARS)

 Performance appraisal
– Appraisal review process
1. The office that is responsible for distributing evaluation forms to supervisors
distributes the appropriate forms
2. 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
3. The person who receive the form evaluates the employee’s performance
 4. The rater must share the results with the employee thru a performance appraisal
interview
5. The rater returns accomplished form to the initiating office

 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

 Salary increases
– Methods of determining:
– Length of service
– Merit system
– Combination of length

Directing
 Major Aspects
1. Motivating
• Ensure that worker’s 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
• 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
 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
 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
2. 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

 Major roles of leaders

 • Arbitrator and mediator
• Purveyor of rewards and punishment
• Substitute for individual responsibility
• Symbol of the group
• Representative to nongroup persons
• Scapegoat

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

• Emotional Impact of Messages

 Facial expression (55%)
 Voice tone (38%)
 Words (7%)
• Types
 Written
 Oral
 Nonverbal/Symbolic
• Flows
 downward communication
 upward communication
 horizontal communication
• Basic Organizational Communication Needs
• Encourage all levels of staff to speak out without fear of reprisal
• Provide a clear picture of each staff member’s place in the
organizational structure and clarify chain of command
• Establish links with communication systems outside the
organizational hierarchy
• Ensure that administrators are visible
• Maintain personal contact between administrators and staff
• Provide effective leadership and communication
• Supply administrative feedback to upward communication
• 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
• 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
• 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

 New Methods of Management

• Participative management
 • Quality circles (Japanese management)
• TQM
 TQM
• Deming’s 14 points
1. Create consistency of purpose toward improvement of product and
service, with the objective of becoming competitive and providing jobs
2. Adopt a new philosophy
3. Cease dependence on mass inspection to achieve quality
4. End the practice of awarding business on the basis of price tag
5. Constantly improve the system of production and service to improve
quality and productivity and thus decrease cost
6. Begin training and education on the job
7. Institute leadership
8. Drive out fear so that everyone may work effectively for the organization
9. Break down barriers between departments
10. Eliminate slogans, exhortations, and targets when asking for zero defect
and new levels of productivity
11. Eliminate work standards (quotas) on the factory floor and substitute
leadership
12. Remove barriers that rod the hourly worker of their right to pride of
workmanship
13. Institute a vigorous program of education and self-development
14. Put everybody in the organization to work to accomplish the quality
transformation because it is everyone’s job