Basic Library/Learning Resource Center Management by Ana Maria B. Fresnido.

Basic Library/Learning Basic Library/Learning Resource Center Resource Center ManagementManagement

by

Ana Maria B. Fresnido

HistoryHistoryPre-scientific Period, Pre-1880Scientific-Management Period,

1880-1927Human-Relations Period, 1927-

1950Synthesis Period, 1950-Present

Development of Development of Library ManagementLibrary Management

Library Management, Pre-1937

Scientific Management, 1937-1955

Human Relations, 1955-Present

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

Approaches to Approaches to ManagementManagementParticipativeChallenge-responseDirectiveChecks and balancesManagement processManagement by objectiveOrganizational

development

Fundamental Rules for Fundamental Rules for ManagersManagers

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 specialization2. Authority and responsibility3. Discipline4. Unity of command5. Unity of direction6. Subordination of individual to general interest7. Remuneration

Fayol’s General Principles

8. Centralization9. Lines of command or scalar chain10. Order11. Equity12. Stability of tenure13. Initiative14. Esprit de corps

Functions of a Functions of a ManagerManager Planning Organizing Staffing Directing Coordinating Reporting Budgeting

PlanningPlanning Involves:

1. assessment of the future2. determination of desired objectives in the context of that

future3. development of alternative courses of action to achieve such

objectives4. Selection of a course or courses of action from among those

alternatives

PlanningPlanning Factors:

1. Time2. Collecting and analyzing data3. Levels of planning4. Flexibility5. Accountability

Strategic PlanningStrategic 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.

Strategic PlanningStrategic 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

Strategic PlanningStrategic Planning Steps:

1. Identify a planning team2. Identify the organizational culture and the values or

assumptions that are the organization’s guiding principles3. Conduct environmental scan4. Create a vision statement that focuses on a better future

by communicating enthusiasm and excitement

Strategic PlanningStrategic Planning Steps:

5. Formulate a mission statement that identifies distinctiveness6. Develop the goals and objectives7. Develop strategies and action plans8. Implement the strategic plan9. Monitor, evaluate, and adjust the plan as objectives are

accomplished and priorities shift

PlanningPlanning Types:

1. Objectives2. Policies3. Procedures4. Rules5. Programs6. Budgets7. Strategies

De La Salle University-ManilaDe La Salle University-ManilaVision-Mission StatementVision-Mission Statement

VisionDe 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.

De La Salle University-ManilaDe La Salle University-ManilaVision-Mission StatementVision-Mission Statement

MissionGuided 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-ManilaDe La Salle University-ManilaStrategic Decisions and TargetsStrategic Decisions and Targets2003-20132003-2013

A. Academics1. Academic Programs• Strategic Decisions

iv. Develop and provide support mechanisms for innovative modes of delivery (curricular flexibility, multidisciplinarity, online learning, seminar, drama)

5. Academic linkages• Strategic Decisions

i. 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. Governance1. Information Technology in Administration• Strategic Decisions

ii. 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

De La Salle University-ManilaDe La Salle University-ManilaSY2004-2005 Operational PlansSY2004-2005 Operational PlansDept: University LibraryDept: University Library

Administrator:Administrator:

Key Result Areas

Year Two Extent/Forms of

Accomplishment

Performance Status

Unit/Section/

Person Responsible

Academics SY2004-2005

Establishment & development of digital library

Explore subscribing to IEEE for CCS & IE of COE

Fund sourcing Director, CCS, COE

Research

Conduct project studies

Assess Filipiniana coll. & and IRS coll.

Written assessment report

Filipiniana/

Reference

Revise & update the scope of the Filipiniana coll.

Filipinina Coll. Dev. Policy Statement

Technical Services

Digitization of selected resources

Digitization of COE, CBE & CED

COE, CBE & at least 35% of CED theses scanned

Provision of funds to support scanning of at least 1000 titles

Director/Archives

OrganizingOrganizing 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

OrganizingOrganizing Involves:1. Determining the specific activities necessary to accomplish

the planned goals2. Grouping the activities into a logical framework or structure3. Assigning these activities to specific positions and people4. Providing means of for coordinating efforts of individual

groups

OrganizingOrganizing 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 Basic Elements of an OrganizationOrganization

Strategic apexMiddle lineOperating coreTechnostructureSupport staff

De La Salle University LibraryDe La Salle University Library

Organizational Chart Organizational Chart abm/02July.03

Bibliographi

c Control

Filipiniana

Librarian

Circulation

Librarian

Periodicals

Librarian

AssistantLibrarian

(1)

Clerk(1)

AssistantLibrarian

(2)

Clerk(2)

AssistantLibrarian

(1)

AssistantLibrarian

(1)

Clerk(3)

Assistant Librarian

(1)

Technician, Photographer

(10)

SpecialCollection

Technical Services

InstructionalMedia Services Readers’ ServicesArchives

University LibraryCouncil

College LibraryCommittee

Student LibraryCommittee

Director

AVP for Academic Services

Acquisitions

Librarian

Assistant Librarian

(2)

Clerk (1)

Clerk(1)

Librarian

Cataloging

Librarian

AssistantLibrarian

(4)

Clerk (2)

Security, Safety & Maintenance

Office Assistant & Secretary

Public ProgramsCoordinator

Librarian

Coordinator

System Services

Assistant(2)

HeadHead Head Head

AssistantLibrarian (3)

Clerk

(4)

Informatio

nReference

CollectionDevelopment

LibrarianLibrarian

Clerk(2)

Librarian

EDRC/ASRC Librarian

Clerk (8)

StaffingStaffing Principles of Human Resource Management (Armstrong)1. People are the most important assets an organization has, and their effective management is the key to success2. 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

StaffingStaffing Principles of Human Resource Management (Armstrong)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 employees4. Continuous effort is required to encourage all individuals in the organization to work together with a sense of common

purpose

StaffingStaffing Types of Staff

1. Professional librarians2. Support staff3. Technology specialists4. Part-time employees

StaffingStaffing Job Description

– Elements:1. Job identification2. Job summary3. Job activities and procedures4. Relationship of the job to the total institution5. Job requirements

StaffingStaffing 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

StaffingStaffing Recruitment Selection Applicant testing Job interviews Training

StaffingStaffing Training

– Principles:1. Teach the simple task first2. Break down the task into basic components3. Teach only the correct procedures4. Keep teaching cycles short, and reinforce them with practice5. Develop skills through repetition6. Motivate the trainee

StaffingStaffing 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

StaffingStaffing Performance appraisal

– Types: Immediate supervisors evaluate subordinates Peer ratings Upward evaluation 360-degree or multi-rater feedback Employee self-evaluation


– Standards:1. Quality-quantity standards2. Desired-effect standards3. Manner of performance standards


– Problems:1. The halo effect2. Prejudice and partiality3. Leniency or strictness4. Central tendency5. Contrast6. Association7. Recency


– Methods:1. Essay method2. Ranking systems3. Graphic rating scale4. Behaviorally anchored rating scales (BARS)


– Appraisal review process1. 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


– Appraisal review process3. 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

StaffingStaffing Compensation/Salary Administration– Principles:1. Equal pay for equal work2. Employees are not required to enter a salary scale at the first step3. 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

StaffingStaffing Salary increases

– Methods of determining:1. Length of service2. Merit system3. Combination of length

DirectingDirecting 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


1. 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

DirectingDirecting 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

DirectingDirecting 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


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


2. Leading Major roles of leaders

• Arbitrator and mediator• Purveyor of rewards and punishment• Substitute for individual responsibility


2. Leading Major roles of leaders

• 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


3. Communication• Emotional Impact of Messages Facial expression (55%) Voice tone (38%) Words (7%)


3. Communication• Types

Written Oral Nonverbal/Symbolic


3. Communication• Flows

downward communication upward communication horizontal communication


3. 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

DirectingDirecting New Methods of Management

• Participative management• Quality circles (Japanese management)• TQM

DirectingDirecting TQM

• Deming’s 14 points1. Create consistency of purpose toward improvement of product

and service, with the objective of becoming competitive and providing jobs

2. Adopt a new philosophy3. Cease dependence on mass inspection to achieve quality4. End the practice of awarding business on the basis of price tag


• Deming’s 14 points5. Constantly improve the system of production and service to improve

quality and productivity and thus decrease cost6. Begin training and education on the job7. Institute leadership8. Drive out fear so that everyone may work effectively for the

organization9. Break down barriers between departments


• Deming’s 14 points10. Eliminate slogans, exhortations, and targets when asking for

zero defect and new levels of productivity11. Eliminate work standards (quotas) on the factory floor and

substitute leadership12. Remove barriers that rod the hourly worker of their right to

pride of workmanship


• Deming’s 14 points13. Institute a vigorous program of education and self-

development14. Put everybody in the organization to work to

accomplish the quality transformation because it is everyone’s job

Thank you!!!

Basic Library/Learning Resource Center Management by Ana Maria B. Fresnido.

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Transcript of Basic Library/Learning Resource Center Management by Ana Maria B. Fresnido.