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

6. 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. Division of work or specialization Authority and responsibility Discipline Unity of command Unity of direction Subordination of individual to general interest Remuneration Fayol’s General Principles

8. Centralization Lines of command or scalar chain Order Equity Stability of tenure Initiative Esprit de corps Fayol’s General Principles

9. Functions of a Manager • Planning • Organizing • Staffing • Directing • Coordinating • Reporting • Budgeting

10. 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

11. Planning • Factors: • Time • Collecting and analyzing data • Levels of planning • Flexibility • Accountability

12. 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.

13. 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

14. Strategic Planning • Steps: • Identify a planning team • Identify the organizational culture and the values or assumptions that are the organization’s guiding principles • Conduct environmental scan • Create a vision statement that focuses on a better future by communicating enthusiasm and excitement

15. 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

16. Planning • Types: • Objectives • Policies • Procedures • Rules • Programs • Budgets • Strategies

17. 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.

18. 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.

19. 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

20. De La Salle University-ManilaSY2004-2005 Operational PlansDept: University LibraryAdministrator:

21. 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

22. 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

23. 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

24. Basic Elements of an Organization • Strategic apex • Middle line • Operating core • Technostructure • Support staff

25. AVP for Academic University Library Services Council College Library Committee Director Student Library Committee De La Salle University LibraryOrganizational Chart EDRC/ASRC Public Programs Coordinator Librarian Clerk (2) Office Assistant & Secretary Security, Safety & Maintenance Instructional Media Services System Services Archives Readers’ Services TechnicalServices Head Head Head Coordinator Head Information Reference Collection Development Special Collection Bibliographic Control 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

26. 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 organization’s objectives and strategic plans

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

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

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

30. 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

31. Staffing • Recruitment • Selection • Applicant testing • Job interviews • Training

32. 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

33. 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

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

35. Staffing • Performance appraisal • Standards: • Quality-quantity standards • Desired-effect standards • Manner of performance standards

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

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

38. 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

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

40. 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

41. Staffing • Salary increases • Methods of determining: • Length of service • Merit system • Combination of length

42. Directing • Major Aspects • 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

43. 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

44. 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

45. 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

46. 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

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

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

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

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