FUNCTIONAL UNITS AND OPERATIONAL ASPECTS, Introduction, 3.2 Creating Structural Units of an Organisation, 3.2.1 Functional Elements of Management, 3.2.2 Organising as an Element of Management, 3.2.3 Characteristics in Use for Division of Activities, 3.2.4 Principles of Organising a Structural Pattern, 3.3 Functional Units of a Library, 3.3.1 Collection Building, 3.3.2 Technical Processing, 3.3.3 Stock Maintenance, 3.3.4 Reader Services, 3.3.5 Office Management, 3.4 Organisational Charts, 3.5 Summary, 3.6 Answers to Self Check Exercises, 3.7 Keywords,

1. 34
UNIT 3 FUNCTIONAL UNITS AND
OPERATIONALASPECTS
Structure
3.0 LearningOutcomes
3.1 Introduction
3.2 Creating StructuralUnitsofanOrganisation
3.2.1 Functional Elements of Management
3.2.2 Organising as an Element ofManagement
3.2.3 Characteristics in Use for Division ofActivities
3.2.4 Principles of Organising a Structural Pattern
3.3 FunctionalUnitsofa Library
3.3.1 Collection Building
3.3.2 Technical Processing
3.3.3 Stock Maintenance
3.3.4 Reader Services
3.3.5 Office Management
3.4 OrganisationalCharts
3.5 Summary
3.6 Answers to SelfCheck Exercises
3.7 Keywords
3.8 References and Further Reading
3.0 LEARNING OUTCOMES
After reading this Unit, you willbe able to:
 discuss thefunctionalelements ofmanagement;
 explainthat creating functionalunits ofanyorganisationis amanagement activity;
 highlight organising asanelement ofmanagement;
 describe about organisingprinciples and organisationalstructure;
 discuss that organising principles are for the creation of functional units of an
organisationsuchas library;
 identifythestructuralrelationshipsoftheorganisationfromits organisationalchart;
and
 explainthat futurelibraries would befullyautomatedandofferversatileservicesto
users.
3.1 INTRODUCTION
This Unit discussesthe functionalunits oflibraries and their operationsand explains to
you theelements ofmanagement andthe organising principles. ThisUnit also explains

2. 35
the characteristics inuse for the divisionoflibraryactivities into functionalunits. The
creationofthe functionalunits ofanorganisationisalso referred to as thecreationofan
organisational structure inmanagement parlance. In addition, it discusses important
organising principles in management and their role in the management of functional
operations relatingto collectionbuilding ofa library, technicalprocessingoperations of
the collection, stock maintenance and related works, readers’ services and their sub-
functions. Furthermore, theUnit explains withillustrationsthe organisationalstructure
ofa libraryand the inter-relationshipbetweenfunctionalunits.
Libraryautomationimplies the use ofcomputers, networks to offerservices based on
library’sownresourcesaswellasontheresourcesofotherlibraries. Libraryautomation
also implies managing housekeeping operations and readers’services fromdifferent
workstations. ThisUnit illustrates that thebasic elements oforganisinginmanagement
will, however, remain applicable despite changes that maytake place in the functional
operations and services ofautomated libraries.
3.2 CREATING STRUCTURAL UNITS OF AN
ORGANISATION
For anyactivityto be performed well, we have to split it into smaller units to achieve
efficiencyand success. For example, when we organise a birthdaypartyat home, we
have to take into account a number of factors. The number of guests to be invited,
birthdaycake to be purchased, eatable items to be prepared at home or obtained from
a caterer, time to start the function and the duration of the party, spreading out the
dishes in appropriate containers attractivelyonthedining table for selfservice withall
the accessories, planand obtainreturn gifts and so on. Depending uponthe number of
guests invited, the work has to be organised to sharethe work among the hosts to take
care that eachfunctionis successfullyexecuted. The objective is that the guests should
enjoythefunctionand go fullysatisfied. Evenfor managingsmallerfunctions, we have
to planandorganise the activities, split theminto smaller functionalunits for achieving
the desired result. It canbe easilyunderstood fromthe above examplethat creating and
organising functional units, in accordance with the principles of organisational
managementisoneofthemostimportantfunctionsofanorganisation. Creatingfunctional
unitsfacilitatesdesigningafunctionalstructureofanorganisationforbettermanagement
and to execute allits functions withproper coordination.
3.2.1 Functional Elements of Management
Management isabout determining the goalsand objectives ofanorganisation, setting
its targetsto beachieved overa givenperiod, decidingmeans, using the resourcesofan
organisationoptimallyto achieve its set goals, objectives and targets. It means that we
can definemanagement elements (functions) bythe work that managers do. There are
seven management elements that organisations must observe. These are:
 Planning is a course ofaction in advanceto realise them.
 Organising is creating a functionalstructure for the organisation, allocating the
different functions to groups ofpersons ofthe various units ofthe organisationto
achieve the set goals and objectives.
 Staffingreferstothefunctionofmanningtheorganisationalstructurethroughproper
recruitment,selection, traininganddevelopmentofpersonsforthedifferent positions
created inthe organisation.
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Operational Aspects

3. 36
 Directing is concerned with providing leadership through guiding, instructing,
communicating, supervising, motivatingand inspiringpersons atdifferent levelsin
the organisationto achieve the set goals, objectives and targets.
 Coordinating/Controllingmeansbringingharmonyindifferentactivitiesandfunctions
to achieveorganisationalgoals efficiently.
 Reporting is keepingallconcerned withthe organisationwell-informed about the
performance ofthe organisation.
 Budgeting relatesto management offinanceand accounts whicharethe lifeblood
ofanorganisation.
Points to Remember
 POSDCoRB is anacronymfor sevenfunctionalelements ofmanagement.
 Planning is setting goals and objectives ofanorganisation.
 Organising isproviding a structuralframeworkfor anorganisation.
 Staffing is theprovision ofhumanresourcesfor anorganisation.
 Directingisproviding leadership.
 Coordinating/Controllingisto establishharmoniousfunctioningofanorganisation.
 Reporting is preparingperiodicalreports ofthe performanceofthe organisation
to keep everyconcerned person ofthe organisationinformed.
 Budgeting deals withthe financialresources and allocationfor different activities
ofan organisationmonitored and accounted.
Self Check Exercise
Note: i) Write your answers in the spacegiven below.
ii) Check your answers with the answers given at the endofthis Unit.
1) What is POSDCoRB?
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2) MatchcolumnAwithColumnB
ColumnA ColumnB
a) Planning i) Functionalstructure
b) Organising ii) Performance reports
c) Staffing iii) Deals withfinance
d) Directing iv) Setting goalsand objectives
e) Coordinating/Controlling v) Humanresources
f) Reporting vi) Harmonious performance
g) Budgeting vii) Leadership
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4. 37
3) State ifthe following statements areTrue or False:
a) Management is forusing allthe resources ofanorganisationoptimally.
b) Planning isconcernedonlywiththetargetsto beachievedforanorganisation.
c) Staffingistheprovisionofgettingtherighthumanresourcesforanorganisation.
d) Directing is concerned only with maintaining discipline of staff in an
organisation.
e) Coordinating/controlling istobringharmonyinanorganisationforitssmooth
performance.
3.2.2 Organising as an Element of Management
We have noted in the Sub-section 3.2.1, ‘organising’is about creating a functional
structure forthe organisation, allocating thedifferent functions to groupsofpersons of
thevariousunitsoftheorganisationtoachievethegoalsandobjectives.Weshallelaborate
it furtherinthis section.
Organising, inageneralsense, meanssystematic arrangement ofactivities.As a process
of management, it is essentially related to dividing and subdividing and grouping of
activities. Ifmanypersons areinvolvedinthe activitiesofanorganisation,it is imperative
to determine the role ofeach person and the group as a whole to attainthe goals and
objectives ofthe organisation. Even ifit is a one-man organisation, it is necessaryfor
the personto divide the workto apportiontime to eachunits ofwork. So organising is
to determine what work is needed to be done and by whom and what materials,
machinery, equipment and other resources are to be used, assigning those tasks to
individualsandarrangingthoseindividualsinadecision-makingframework(organisational
structure). The organisingas a functionmanagement requiresundertakingseveraltasks
such as (i)determination ofthe activitiesto be performed, (ii) creation ofdepartments,
divisions, sections, units, positions, etc. and (iii) establishing relationships among the
various partsofanorganisation. Thepurpose is to create a framework (organisational
structure)fortheperformanceoftheactivitiesoftheorganisationinasystematicmanner.
Thisframeworkofdivisionofworkand establishing formalrelationshipsbetweenthem
is known as the organisational structure of the organisation. Such a framework
(organisationalstructure)is also verymuchnecessaryfor a library. The organisational
structure of a library would comprise the following, depending upon the size of the
libraryand its scale ofoperations:
 the numberofdepartments, divisions, sections, units, etc.;
 the functionofeach ofthe above and their relationships;
 duties, responsibilities, authorityand accountabilityofeach; and
 the channels of communication, that is, the path through which information/
instructions travelfromone positionto another and fromone levelto another.
It isobvious, inasmallorganisationwhere onlyafewpersonsareinvolved, anelaborate
provisionforthe organisationalstructure maynot be necessary, althoughthe work may
have to be shared between persons who are involved in the activities. In larger
organisationswhere alargenumbersofpersonsareworking andoperating,it isessential
to organise the work, dividing the work into smaller units and fixing duties and
responsibilities to every person and at every level. The nature of work, performing
techniques and time required to performetc. are part ofthe work and jobanalysis to
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Operational Aspects

5. 38
get the bestout ofthe staff.Weshallstudyinthenext section, someofthecharacteristics
in use for dividing the activities of a large organisation and a few principles for the
creationofanorganisationalstructure.
Points to Remember
 Organising - Systematic arrangement ofactivities bydividing and subdividing
andgrouping.
 The purposeoforganising istoapportionrolesand responsibilitiesto Individuals/
groups ofstaffto attain the goals and objectives ofthe organisation.
 A framework is created for the activities which establish relationship between
various levelsofpersons working at different positions.
 Anorganisationalstructure ofa librarywould show the numberofdepartments,
divisions, sections, etc.;their functions, indicating the relationships, duties and
responsibilityofstaff;communicationflow, etc.
Self Check Exercise
Note: i) Write your answers in the spacegiven below.
ii) Check your answers with the answers given at the endofthis Unit.
4) Whyis organisingnecessaryfor anorganisation?
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5) What is organising as an element ofmanagement?
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6) What does an organisation structure ofa libraryindicate?
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7) Fillup the blanks with the appropriate word/phrase given inthe brackets.
a) Organisingisa................................................... (functionalelement, financing
aspect, motivationalaspect ofmanagement.
b) Division ofthe work ofanorganisation into units is to ...............................
(obtainmaximumefficiency, maintainpublic relation,disbursement ofsalary).
c) Duties and responsibilities for work in an organisation is a function of
...................... (organising, budgeting, leadership).
8) Tick () ifthe following statements are correct;ifnot state the correct one.
a) Elaborate procedureforcreating anorganisationalstructureis not necessary
for smaller libraries.
Libraries: Basics and Contexts

6. 39
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b) For large libraries also anorganisationalstructureis not necessary.
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c) An organisational structure does not show the relationships between the
different units.
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d) Communications and instructions should flow smoothly among the
organisationalunits.
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3.2.3 Characteristics in Use for Division of Activities
The process of grouping related work into manageable units is known as
departmentalisation. The purposeofdepartmentalisationis to contributeto the optimal
efficiencyand effective utilisationoforganisationalresources. This divisionofwork is
done not onlyat the top levelbut also done further down in the hierarchy, depending
uponthenature ofwork at different levels.
There arequitea fewcharacteristics to divide andgroupofactivitiesofanorganisation.
But thecharacteristics chosenfor thedivisionmust be suchthat theyare relevant to the
purpose and produce the desired results.
For librarymanagement, the most commoncharacteristic/basisfor departmentalisation
is ‘function’. Almost everylibrary uses this criterion which divides it into functional
departments such as acquisition, processing, reader’s services, stock maintenance,
circulation, informationanddocumentationservices, etc. Eachofthese functionalunits
may have to be further divided depending upon the volume and variety. However,
publiclibrariesusuallyapply‘users’asthebasisfordepartmentalisation.Separateservices
for children, students, physicallyhandicapped, blind, extensionservices, etc. are some
of the characteristics for division. Academic libraries use broad subjects groups as
criteria ofdivisionsuch as sciences, socialsciences and humanities.Againeach ofthe
broad functionalunitsmayhave to befurtherdivided into smallerunits, e.g. acquisition
ofbooks, serialacquisitionand control, reference and bibliographic services, etc. Some
libraries also get organised on the basis of the material they serve such as books,
periodicals, microforms, maps,machinereadableformsandotherswithfurtherdivisions.
No single ora single set ofcriteria, however, is foundto be workable inallsituations or
foralllibraries.Hence, librarieshavebeenusingvaryingcombinationsoftheseto produce
a hybrid structure.
The point to be noted here is that every library, small or large, has to be performing
varietyofactivities.Insmallerlibraries, theworkallotment willbebetweenafewpersons;
but inlarge libraries, the activitieswillhave to beperformed bya number ofpersons. In
smaller organisations, the distribution ofwork is comparativelysimple. But in larger
libraries,thedivisionofworkwillhaveto beverycarefullyworkedout withtheapplication
ofprinciplesand procedures.
The purposeand the principle fordivision ofactivities into smaller or viable units, is to
group different activities into homogenousunits. For performing the functionsofthese
groups ofwork, persons withdifferent skills, techniques, qualifications and experience
are required. The interrelationships among themis also important for smoothflow of
work; for instance, the acquisition and technical processing of books may have to
planned properly, so that there ishardlyanydelayinmaking themavailable to users. In
Functional Units and
Operational Aspects

7. 40
other words, there should be minimumdelayfromthe time books are received in the
library and the time theyare made available for use to the readers. Similarlythere are
manyother groupsofactivities whichfallinto a sequence whose smoothflow is highly
desirable, the timefactor being most important.
Thechoiceofcharacteristics for divisionofwork, insmallor largelibraries, willdepend
upontheirownrequirementsandconvenienceforeaseofoperationand shouldprimarily
serve the purpose ofdivision.
Points to Remember
 The characteristicschosenfor divisionmust be relevant to thepurpose to obtain
desired results.
 The purpose ofdepartmentalisation is to ensure optimalefficiencyand effective
use oforganisationalresources.
 The different types oflibraries maychoose characteristics appropriate to their
purpose ofdivision.
 No singleor a singleset ofcriteria is foundworkable for allsituationsina library.
Self Check Exercise
Note: i) Write youranswer inthe space given below.
ii) Check your answer with the answers givenat the endofthis Unit.
9) What are the functionalunits ofa libraryusing functionas a characteristic?
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10) MatchColumnAwithColumnBwithreference to their divisionofactivities:
ColumnA ColumnB
a) College libraries i) Byresearch projects
b) Public libraries ii) Byproducts/services
c) Industriallibraries iii) Byexport and import
d) Research libraries iv) Byusers
e) Toytrade libraries v) Byfunctions
11) Fillup the blanks with appropriate words/phrases given the brackets:
a) School libraries may organise their units according to ..........................
(functions, services, students ofdifferent classes).
b) Universitylibraries, organising bysubjects maydivide their subject units by
.............................. (documents, user services, functions).
c) A branch library of a public library would divide its units according to
.......................... (users, functions, services).
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8. 41
d) A textile researchlibrarymayfind it usefulto divide its servicesonthe basis
............................... (the kind of textile fibre such as cotton, synthetic or
wool, user categories, trade).
3.2.4 Principles of Organising a Structural Pattern
The principleslisted and explained beloware broad guidelines that help anorganisation
functioneffectivelyandsmoothly.
Unity ofObjectives: The organisationalstructure shouldfacilitate thecontributionof
individuals to the attainment oforganisation’sobjectives, assuming that it has spelt out
theobjectives unambiguously.
Principle of Efficiency: The objectives of the organisation must be accomplished
withminimumcost andundesirablewasteandeffort. Theorganisationalstructureshould
enable the organisationto functionefficiently.
Principle of Balance: There should be a reasonable balance in the sizes of various
departments, divisions, etc., betweencentralisationanddecentralisation, betweenspan
of control and the number of levels and among all type of features such as human,
technicaland financial.
UnityofDirection: Thereshouldbeoneobjectiveand one planforagroupofactivities
havingthesameobjectiveinagivenperiodoftime.Unityofdirectionfacilitatesunification
and coordination ofactivities at everylevel.
Span of Control: There should a limit to the number ofsubordinates reporting to a
higher official. This is necessaryto ensure proper communicationandcontrolofwork
accomplished byeveryone.
ScalarPrinciple: There should beafinalauthorityineveryorganisation. The authority
and responsibilityshould go together. This means when a responsibilityfor work is
given to a person, the personalso have the authorityto enforce controland discipline.
Unity of Command: Each person should be answerable to only one person, i.e.
immediate superior. This means that eachemployee should have onlyone boss.
Delegation ofAuthority and Responsibility:The processofdelegationofauthority
should take into consideration the results expected, the tasks assigned, the degree of
delegation required to accomplish the tasks and the responsibilityto befixed. We have
alreadymentioned, underscalarprinciplethatthe authorityandresponsibilityshouldgo
together.
SeparationofLineandStaffPositions:Linepositionsarethosethatareinahierarchical
chaininanorganisation. Lineactivitiesarethosethat aredirectlyinvolvedinthefulfilment
oftasks assignedto a personwho comes under the line.Apersonwho comesinthe line
is answerableto his superior inthe line. Ontheother hand, staffactivitiesare those that
provide advice, support and service to persons in the line positions. These persons do
not have anycommand authorityor responsibility.
Centralisation versus Decentralisation: Centralisation is the degree to which
authorityisretained byhigher levelofficers withinanorganisationratherthandelegated
to lower levelpersons. Indecentralisationontheother hand, theauthorityis distributed
to lower levelpositions so that decision making is possible at other levels also. But
there cannot be anyfinalanswerthat canbe givento this aspect ofmanagement. There
are prosand cons to bothsides. There should bea balance betweenthetwo, depending
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9. 42
upon the nature ofdecision making that should be conducive to the set objectives and
goals oftheorganisation.
Coordinationand Integration:Coordinationistheprocessoflinkingseveralactivities
to achieveafunctionalwhole. Integrationistheunifiedcontrolofanumberofsuccessive
or similaroperations. Both these principles provide for unified functions ensuring the
achievements ofthe set goals, objectives and targets.
It should be necessaryto reiterate that allthese principles would applyonlywhen the
scale ofoperationsis quite large. Smallerlibraries would find theseprinciples usefulto
know, although there may not be any necessity to apply them. These principles of
structuralorganisationareto be studied inconjunctionwithstaffing.
Points to Remember
 The principles oforganising a structuralpattern are meant to ensure a smooth
andeffective functioningofthe organisation.
 Alltheprinciples givenare ofvalue and importance;someare indispensable like
principles ofresponsibilityand authority, line and staffpositions, coordination
and integration.
 These principles wouldapplywhen the scale ofoperation is large as in libraries
ofuniversities, largeresearchinstitutions orindustrialundertakings.
Self Check Exercise
Note: i) Write your answers in the spacegiven below.
ii) Check your answers with the answers given at the endofthis Unit.
12) List the principles for managing a structuralpattern for anorganisation. Explain
anyone ofthem.
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13) Match columnsAwithColumnB
ColumnA Column B
1) Principle ofefficiency i) Hierarchicalchain
2) Scalar principle ii) Minimumcost
3) Centralisation iii) Unified control
4) Integration iv) Authorityandresponsibility
5) Line andstaffpositions v) Undividedauthority
14) State ifthe following statements areTrue or False
a) There is no difference between lineand staffpositions.
b) The authorityand responsibilityshould alwaysgo together.
c) The centralisationofauthorityis always desirable.
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10. 43
d) The coordination is the process of linking several activities to achieve a
functionalwhole.
e) Each person should never be answerable to only one person.
3.3 FUNCTIONAL UNITS OF A LIBRARY
In the following sections, we shalldealspecificallywith work operations offunctional
units oflibraries and their organisationalstructure. The main functionsofeverylibrary
arecollectionbuildingi.e.acquisition,technicalprocessing(classificationandcataloguing),
stock maintenance(arrangement anddisplayofthe collections inthestacks withproper
arrangement ofbooks, ofreference books inthe reference roomandinreading rooms
and other sectionsofthe librarywhere booksare required/consulted/browsed), readers
services (circulation, readingroomservices, reference andbibliographic services, etc.)
and office management.We shalldealonlywith the major operations involved ineach
ofthese functionalunits. There are, however, a number oftechnicalas wellas routine
work involvedineachofthesemajor functions, most ofwhich willhave to be learnt on
the job.
3.3.1 Collection Building
This function of a library is one of the most important activities. The quality of the
collection and itsservices, indeed, determines the reputation ofthe libraryas a quality
service centre. The collection building is based on the book selection policy of the
librarywhich alwaysis related to andshould reflect its users’requirements. Setting up
policies of all these activities and standard operational procedures are always the
responsibilities ofthe top management.
 Alllibraries, except the public library, have a parent organisationwhose activities
are to be supported bythe libraryserving it.
 All academic libraries should serve the students, teachers and others who are
directlyconnectedwithlearning processes.
 Speciallibrarieshave their ownusers, depending uponthe natureofactivities the
parent bodyperforms.
 Research libraries should support allthe researchers working onsubject fields in
whichtheyconduct research.
 Industrialundertakings and business houses use their libraryfor supporting their
productionofgoodsand services, their marketing and other related activities.
 Other types ofspeciallibraries have their ownusers to serve.
 Public libraries may not have well-defined users like as academic and special
libraries do have. Their collection buildingactivities are based upona complex of
requirements bythecommunitytheyserve.
Guided bythe book selectionpolicyoflibraries, the functionaloperation ofcollection
building is based upon three major methods ofacquisitions, viz. purchase, exchange
and gifts. For most libraries, however, purchase is the mainmethod for acquisition.
The acquisition ofserials is an intricate task which is always undertaken as an annual
function. Inuniversityandspeciallibrariesthistaskisofgreatimportanceandsignificance.
This is a complex function. There are a number ofroutines inthe acquisition process:
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11. 44
the controlofreceipts ofissues ofperiodicals;sending ofreminders for non-receipts;
and such others are not elaborated here.
Theoperationaltasksinvolvedinapurchaseare:(i)Preparationofindentsofdocuments;
(ii) identifying and selecting suppliers who offer maximumprice discounts without
impairing qualityof service; (iii) placing orders; (iv) receipts ofbooks; (v) checking
themwiththesuppliersinvoiceandlibrary’sindent foraccuracy;(vi) accessioningthem;
(vii) passingofthe bills, etc. For eachoftheseoperations, thereare anumber ofroutine
jobs involvedand utmost care shouldbe takento performthese routines systematically
and without errors, lest serious problems mayarise at a later stage.
Similarlywithreferenceto acquisitionthroughexchange, this againmust bebased ona
policyforexchange.What isto beexchanged, withwhom, inwhat manner, alltheseare
policydecisions ofhigher authorities, keeping in view the actualrequirements ofthe
library. Ifthis is another method ofacquisition in addition to purchase, the routines
involved for the purpose should be performed withcare and accuracy.
Now let us discuss acquisition through gifts. The library should not allow it to be a
dumping ground for unwanted books bydonors, simplybecause the items are gifted.
Small libraries are quite often tempted to acquire gifts without anyrelevance to their
actualrequirements which later on create problems ofspace, weeding out and others.
The policies ofthe higher authorities, ofcourse, would set the policyconditions for
accepting gifts. The acquisition unit would be a functional unit under a higher level
division. Dependinguponthe quantityofwork, experiencedprofessionalpersons would
be posted to this unit. The organisational charts given inthe next section ofthis unit
would makeclear thehierarchicalandhorizontalstructuresat whichthis unit functions.
Self Check Exercise
Note: i) Write your answers in the spacegiven below.
ii) Check your answers with the answers given at the endofthis Unit.
15) What are operationaltasks involved inthe purchase ofbooks for a library?
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16) Give short answersto the following questions.
a) State the threemethods ofacquisition
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b) State fiveoperationalroutines involved inacquisitionthroughpurchase.
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c) State whyacquisitionthrough gifts needcarefuldecision.
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12. 45
17) Give one technicalterm/phrases for thefollowing processes.
a) Purchasing, obtainingthroughexchangeorgiftsofdocuments.___________
b) Classification, cataloguing, indexing.___________________
c) Turning pages ofbooks without reading._________________
d) Free entryto stack room._________________
3.3.2 Technical Processing
Classification, cataloguing and preparationofbooks for their access onthe shelves in
the stacksare the major operationsperformed in this functionalunit. The classification
systems to be used for the purpose, the cataloguing code to be followed, etc. are to be
carefullydecided. The professionalpersons performthese tasks with their education,
training and experience. Theyset up appropriate routines for the actualoperations of
these functions. Theymaintainthe right authorityfiles for subjectclassification, subject
headings, personaland corporate authors, names ofinstitutions, etc. Sometimes work
manuals are prepared for guidance and consistencyin the tasks ofclassification and
cataloguing.
The most important output ofthislibraryunit is thelibrarycatalogue whichisthe actual
aidforaccesstothecollectionsofthelibrary.Theprofessionaltasks,suchasclassification
of documents, preparation of catalogue entries, providing subject headings, filing
catalogue cardsare extremelyimportant forthe consultationbyusersand for reference
and retrievalservicesoffered bythe functionalunit ofreader’s services.
Most libraries havecatalogue cabinets inwhichthe catalogue cards that carrydata are
filed systematically, forsearch and retrieval. Hereagain, there are anumber ofroutines
suchaspreparationofappropriate guide cardsonthe catalogue cabinets, filing ofcards,
etc. to be performed which have to be carried out without errors. In some libraries,
illustrativechartsaredisplayedclosetothecataloguecabinet,showingsearchprocedures
to find out books byan author, a title or subjects.
The preparationofbooks and otherdocuments involve routines like collation, writing
accessionnumbersand callnumbers onspecific pages, pasting bookpockets and issue
slips, etc. for circulation. Although these are simple routines, they should be done
accuratelyand neatlywith anartistic sense.
3.3.3 Stock Maintenance
The stock of the collection built up thoughtfully and carefully should be shelved
systematically on the shelves of the stacks, for easy location and replacement, for
browsing in openaccess libraries, etc. The shelfdisplayofbooks is usuallybased on
the priorityofuse ofthe collection. This means that books that are oftensought after
should be at the entrance ofthe stack room.
Constant attentionhasto be givento shelfrectificationto avoid wrong shelving which
would many times result in books, not being able to be located when on demand.
Wrong shelving of books, in fact, is as good as books being lost. Stack roomguides
and appropriate sketches of the arrangement of shelves in stack room(s) should be
displayed for easylocation of books and replacement. These routines are simple but
must begivenfullattention.
Reference books are displayed selectively with proper shelf guides in reading and
referenceroomsforconsultation. Booksmayalso bestackedselectivelyinothersections
ofthe librarylike the technicalprocessing unit for ease ofconsultation and reference
which wouldbe veryoften necessaryfor professionalwork.
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13. 46
Current issues ofperiodicals are displayed selectively, in the specialperiodicalroom
for reference and study. The back numbers of current years’titles are also stacked
convenientlyalongwithlatestissuesoftitles.Bindingandpreservationareotheractivities
whichmaybeunder this functionalunit. Binding ofperiodicals, booksand other types
ofdocumentsand preservationofbooksfrominsect attacks andunfavourable weather
conditionsarenecessaryto avoiddamagestothem. Forthepurposeofstockverification,
shelfcards carrying data ofbooks are maintained. In manylibraries nowadays, stock
verification is not done as an annualfeature, but randomchecks ofcertain sections of
the collections maybe done as often as possible.
Points to Remember
 Acquisitionfunctionofalibraryis astrategicfunctionasthe reputationofalibrary
depends onthequalityofits collection.
 Anacquisitionpolicydetermines the qualityofa library’s collection.
 Acquisition isgenerallydone bypurchase, exchange or gifts.
 Serials acquisition and control are very important tasks and very intricate in
operation as it varies very substantially from acquisition of books and other
documents.
 There are systematic rules and procedures to guide the entire process of
acquisition.
 Technical processing constitutes classification and cataloguing of all library
documents.
 Standard systems ofclassification and codes for cataloguing are used for the
purpose.
 Systematic shelving ofbooks is essentialfor browsing in openaccess libraries,
identifyinga particularitemand replacing it.
Self Check Exercise
Note: i) Write your answers in the spacegiven below.
ii) Check your answers with the answers given at the endofthis Unit.
18) Fillup the blanks withappropriate words/phrases givenin the brackets.
a) Classification is identifyingthe subject contents ofdocuments and assigning
class numbers according to a .......................................... (Standard system
ofclassification, broad categories ofsubjects, keywords)
b) Cataloguing isdescriptions ofdocuments using a .......................................
(Standard code ofcataloguing, just writing the titleofthe document).
c) Aclassifiedcatalogue is a .............................................. (two-part catalogue
ofalibrary, singlealphabeticalfileofentries, randomarrangement ofentries).
d) Shelfarrangement ofdocuments in stacks serves ......................................
(easylocationand replacement, stock checking, randomaccess).
e) Shelf cards are maintained for ................................................. (Stock
checking, serving asanother catalogue, routine purpose).
Libraries: Basics and Contexts

14. 47
19) MatchColumnAwithColumnB
ColumnA Column B
1) Classification i) List ofreadings on a particular subject
2) Keywords ii) Stack room
3) Open access iii) Cataloguing
4) Document description iv) Subject indexing
5) Bibliography v) Identifyingsubject contents
3.3.4 Readers Services
Reader’services are related to a number of services offered by the library. These are
offered to put the collectioninto fulluse. Reading rooms meant exclusivelyfor serious
studyforlonghours, facilitiesforofferingpersonalreferenceservice,facilitiesformaking
available current titlesofperiodicals and select titles ofbooks, etc. intheir studyrooms
comprise someofthe readers’ services. The other services that libraries offer include:
 Circulationservice– Practicallyalllibrariesoffer circulationservices except a few
who offeronlyreference and consultationservices at their premises. Lending and
borrowing services are regular features. Anumber of routines are involved in
circulation work. Records ofbooks borrowed bydifferent groups of members
are kept inmost libraries whoseanalysis at times providesvaluable informationas
to the pattern of library use or such other information that could be useful to
improve the book selection process.
 Reference services offer a varietyof assistance to readers. It maybe related to
answeringspecificquestionsduringpersonalvisitsorthroughtelephonesorletters,
helping readers inthe use ofthe libraryand so on.
 Bibliographic and literature search services may be anticipatory or responsive.
Specialbibliographic lists on anytopic ofinterest to users are often prepared in
anticipationor inresponse to users’requests.
 Thereareanumberofspecialisedservicesofferedbyacademicandspeciallibraries,
depending upon the requirements ofusers. Some of these services are Current
Awareness Service (CAS), indexing and abstracting services and highly
sophisticated services like SDI (Selective Dissemination of Information). The
different aspects ofthese services canbelearnt fromtheother unitsofyourcourse.
 Another important serviceoffered byuniversityand speciallibraries, information
institutions, etc. is the user education programme which gives users of different
categories, a goodexposure to modernICT-basedinformationsystems, services
and facilitieswiththeir increasing complexitiesand sophistication.
 Provision for photocopying services is a common feature of most libraries.
Photocopying machines arekept at strategic pointsfor this service givenat a cost.
 ComputerservicesforsearchingthelibrarycatalogueandInternetsearchingfacilities
are offered in automated libraries.
 Manyuniversityand speciallibraries have printing facilities to bringout their own
publications like librarybulletins, in-house indexing andabstracting services and
others.
Allthese servicesare operated byafunctionalunit suchas Readers Services Division.
Theinterrelationshipsbetweenthisunit andotherfunctionalunitscanbewellunderstood
Functional Units and
Operational Aspects

15. 48
fromthe organisationalcharts that gives a vivid picture ofthe library’s organisational
management structure.
Self Check Exercise
Note: i) Write your answers in the spacegiven below.
ii) Check your answers with the answers given at the endofthis Unit.
20) List the servicesoffered for users throughthereader’s services unit.
........................................................................................................................
........................................................................................................................
........................................................................................................................
........................................................................................................................
21) MatchColumnAwithColumnB
Column A ColumnB
a) Specialstudyrooms i) Photocopying services
b) Literature search ii) Selective disseminationofinformation
c) Charging/discharging iii) For research scholars
d) Specialinformationservices iv) Providing literature ona givensubject
e) Reprographic services v) Lendingservices
22) Tick () thecorrect answer ofthefollowing; ifincorrect statethe correct answer.
a) Photocopying servicesare commonfacilities inmost libraries.
................................................................................................................
b) Organisational charts do not indicate any relationship of structure of an
organisation.
................................................................................................................
c) Selective disseminationofinformation(SDI) is offered inalllibraries.
................................................................................................................
d) Bibliographicand literaturesearchservices maybeanticipatoryorresponsive.
................................................................................................................
e) Internet services areoffered inalllibraries.
................................................................................................................
Points to Remember
 The functional units of a library are acquisition, technical processing, stack
maintenance, reading room facilities, reference, bibliographic and information
services, photocopyingservices, etc.
 Acquisitionis meant for collection building ofa library. It is the most important
functionsincethe good qualitycollectionsgive a reputationto the library.
 Technicalprocessingismeant fororganising the collectionsystematicallyfor use.
 Stack maintenance is stocking the librarycollection in anorganisedmanner for
easylocationand replacement.
 User services includea number ofservicesfor use ofthecollectionand attending
personallyto user requirements.
 Reprographic servicesare photocopying services.
Libraries: Basics and Contexts

16. 49
3.3.5 Office Management
 Everyorganisationusuallyhasadministrativeandfinanceunitsthat takecare ofthe
generalmaintenance ofthe physicalpremises, management ofoffice requirements
like thepurchase ofstationeryandequipment, humanresources, watchand ward,
financeandaccounts. Theseunitsareunderthecontrolofadministrativeandfinance
officers respectively supported bysection officers and assistants. Theydirectly
report to the chiefmanager ofthe organisation.
 Alibrarycommitteeisalwaysconstitutedbytheorganisationwithinternalmembers
and one ormore externalmemberstoadvicethetopmanagementinpolicymatters
and in establishing professionalstandards and norms.
 There is an increasing trend towards automation oflibraryactivities today. This
naturally introduces a number of organisational changes. All housekeeping
operations invariablyare integrated and centralised while the service points are
decentralised. However, whatevermaybe the eventualorganisationalchanges of
a library, the principles and process oforganisationwillstillbe valid. In this Unit,
we are presenting onlythe conventionallibrarypractices.
 Organisationalchartsalso willobviouslybe different for an automated libraryas
against the charts giveninthenext section.
Activity I
Visit a university or a special library and note its functional units. Prepare an
organisationalchart forthe library, indicating the relationshipsbetween the various
units. Make useofthe hints providedunder the sectionon“Answersto SelfCheck
Exercises”.
Highlights
User studies, usereducationand information literacyare the efforts to put libraryand
informationresources to effective use, as usersconstitute the focalpoint ofservice ina
library. Every activity has to hinge upon user satisfaction and should meet their
requirements inanybusiness endeavour. While userstudies relate to thestudyofusers’
needs and requirements in different contexts and environments which are, indeed, as
complexandintricate as customerstudiesinbusiness. User educationinrecent decades
is shiftingto accentuate oneducating learners at alllevelsto pick up skills inaccessing,
obtaining, evaluating andusing informationeffectively.
Emphasisingonthe fullexploitationoflibraryandinformationresources,various formal
educationalorinstructionalprogrammeshave beenoffered duringthe last50+ years by
libraries and information institutions as part ofuser education. Initiallyuser initiation
programmes comprisedlibrarytours, introducing theusers to facilities providedbythe
librarysuchas the librarycatalogue, reference rooms with displayofreference books,
etc. supportedbyprinted pamphlets, guides and suchothers.
Now that tools and techniques ofusing libraryand informationresources have become
more complex, specific educationalor instructionalprogrammes are organised to get
users more familiar with the skills needed for searching references in indexing and
abstracting services, compilation ofbibliographies using literature search techniques
and suchothers, in addition to audio-visual aids to get a total view ofmanytypes of
researchandreferencesources. Rapid developmentsininformationand communication
technologies(ICT)andtheirapplicationsinlibraryandinformationsystemshavebrought
about a paradigm shift (i.e. decisive and important ways of changes in library and
Functional Units and
Operational Aspects

17. 50
informationservices) ininformationsystems. These have beenreflected throughstand-
alone libraries andinformationinstitutionsgetting transformedinto automated libraries
and networks;availabilityofinformationvia Internet and a host ofother facilities with
advancing ICT.
These in turn have radicallychanged the library and information environment. User
education programmes are in fact fast moving towards ‘information literacy’, a
comparatively new concept that is being very actively discussed in national and
internationalforumstoday. Informationliteracyisbeing considered as a basic skilland
a learning processthat should be includedas anintegralpart ofeducationalcurricula at
alllevels ofeducationand also that sucha skillneedsto be developed inlaypersons for
their ownpursuit ofvocations orother activities.
Areport ofthe PresidentialCommittee onInformation Literacy(IL) oftheAmerican
LibraryAssociation(1989) defines ILas “the abilityto recognisewheninformation is
needed and to have the ability to locate, evaluate and use effectively the needed
information”andhighlightedILasaskill essentialforlifelonglearningandproductionof
an informed and prosperous citizenry. In2005, at an internationalconference held in
Prague, organised bytheAmerican NationalForum, co-sponsored byUNESCO and
IFLA, a proclamationwas issued underscoring the importance ofinformationliteracy
as abasic fundamentalhumanright and lifelong learning skill. Interestingly, information
literacy rose to national consciousness in the US with President Barack Obama’s
Proclamation designatingOctober 2009 as NationalInformation LiteracyAwareness
Month. In India also, at different professional forums, the concept of information
literacy is being discussed at lengthand a bodyofliterature on this topic is growing
rapidly. Positive actions are to ensue in the near future. It is important to note that all
these ideas ofuse and users ofinformationare intotalconformitywiththe Fundamental
Laws ofLibraryScience ofRanganathan.
3.4 ORGANISATIONAL CHARTS
Anexample ofanOrganisationalChart isgivenFigure 3.1. Just note the organisational
structure and the relationships between the functionalunits. It is a usefulvisualaid that
shows the horizontaland verticalstructure ofan organisation. Suchcharts are graphic
representationoftheorganisationalstructure, indicating the spanofcontrol, horizontal
and verticalpositions, relationships betweenlines, staffpositions, flowofauthorityand
responsibility, communicationchannelsand suchothers. Lines ofauthorityare usually
represented on organisationalcharts byunbroken lines whereas broken lines indicate
staffpositionsanddotedlinesshowthestafffunctionslikerelationshipsbetweenstatutory
committees oftheorganisation. The points that should be noted inthe chart are:
 Combinationofdivisioncriterionforstructuring;
 Horizontalandverticalpositions;
 Spancontrol;
 Flows ofauthorityand responsibility;
 Functionalandcoordinationpoints;
 The waythese aspects are represented in the charts;
 The advisoryroleofthe LibraryCommittee.
Libraries: Basics and Contexts

18. 51
Fig. 3.1: Organisational Chart of a Small General Library
The use ofcomputers and their networks have widened the scope oflibraryservices.
3.5 SUMMARY
 Inthis Unit,we have dealt withthenecessityto provide astructuralframeworkfor
an organisationto facilitate systematic performance ofallits tasks, indicating the
relationship witheachofthe tasks.
 Organisingisanelement ofmanagement,theotherelementsbeingplanning, staffing,
directing, coordinatingand budgeting.
 Organisingisdividingalltheactivitiesand functionsofanorganisationinto smaller
units, enabling proper execution ofthe tasks. The organisationalframework is a
structure that showsthe relationships ofallthe functionalunits.
 In fact allthe activities and functions ofa librarycomprise an integrated system;
each one is linked to the other. Characteristics for division are chosen in such a
waythat theyserve the purpose ofdivision.Anumber ofprinciples are there for
effective management. Onlya few ofthemare explained briefly.
 Themajor operationalfunctionsofa librarynamelyCollectionBuilding, Technical
Processing, Stock Maintenance, Readers Services with their related routines are
explained insome detail.
3.6 ANSWERS TO SELF CHECK EXERCISES
1) POSDCoRBistheacronymforthesevenelementsofmanagement.Theexpansion
isPlanning,Organising,Staffing,Directing,Controlling/CoordinatingandBudgeting,
Allthe boldletters ofthe first elementsconstitute the acronym.
2) a) iv; b) i; c) v;d) vii; e) vi; f) ii; g) iii
3) a) True; b) False; c) True; d) False; e) True
Chief Librarian
Office Management Advisory Committee
Technical Services Reader services
Circulation
Reading room
Acquisition Classification Routine Stack room
Cataloguing Processing Maintenance Reference service
Bibliography
Photocopying
Other
Functional Units and
Operational Aspects

19. 52
4) Organisingbeingastructuralframeworkforanorganisationfacilitatesperformance
ofallits tasks whichareintegrated and interrelated.
5) Organising, ina generalsense, meanssystematic arrangements ofactivities. As a
process ofmanagement, it is essentiallyrelated to dividing and subdividing and
grouping ofactivities. Organising is basic to determine the work to bedone bythe
employees ofanorganisationto usematerials, machinery, equipment andthe other
resources optimally.
6) The organisationstructure ofa librarycomprises, depending uponthesize ofthe
libraryand itsscale ofoperations,
 the numberofdepartments, divisions, sections, units, etc.;
 the functionofeach ofthe above and their relationships;
 duties, responsibilities, authorityand accountabilityofeach;
 the channels ofcommunication, that is, the paththroughwhich information
travels fromone positionto anotherand fromone levelto another.
7) a) Functionalelement;b) obtain maximumefficiency;c) organising
8) a) Incorrect smaller libraries also require functionaldivision but maybe run bya
few persons only; b) Incorrect. For large libraries, functional division is very
necessaryto apportionduties and responsibilities;c) Incorrect.Anorganisational
structure showshierarchicaland horizontalrelationship;d) Correct.
9) Almost everylibraryuses function as a characteristic ofdivisionwhichdivides it
into functionaldepartments such as acquisition, processing, reference services,
bibliographic services, stock maintenance, circulation, information and
documentation services, etc.
10) a) v; b) iv; c) ii; d) i; e) iii
11) a) Students ofdifferent classes; b) functions; c) Users; d) trade
12) Theprinciplesfororganisingare:principlesofunityofobjective,efficiency, balance,
unityofdirection, span ofcontrol, scalar principle, unityofcommand, delegation
of authority and responsibility, line and staff position , centralisation versus
decentralisation, as wellas coordination and integration. Scalar principle: There
should bea finalauthorityineveryorganisation.
Authorityand responsibilityshould go together. This meanswhena responsibility
for work is given to a person, the person also willhave the authorityto enforce
controland eliminatediscord among the employees.Authorityand responsibility
also should flow fromthe top management downwards in aclear unbroken line.
13) 1) ii; 2) iv; 3) v; 4) iii; 5) i6
14) a) False b) True c) False d) True e) False
15) The operational tasks involved in a purchase are: (i) preparation of indents of
documents; (ii) identifying and selecting suppliers who offer maximum price
discounts without impairing qualityofservice;(ii) placing orders (iv) receipts of
books;(v)checkingthemwiththesuppliersinvoiceandlibrary’sindent foraccuracy;
(vi) accessioningthem;(vii) passing ofthe bills, etc.
Libraries: Basics and Contexts

20. 53
16) a) Purchase, Exchange and Gift; b) (i) Preparation of indents of documents
(ii) Identifyingandselecting suppliers who offermaximumpricediscounts without
impairing qualityofservice (iii)Placingorders(iv) Receipts ofbooks (v)Checking
themwiththe suppliers invoice and library’s indent for accuracy;c) Unsolicited
gifts create problems ofspace, weeding and maintenance
17) a)Acquisition;b)Technicalprocessing; c) Browsing;d) Open access
18) a) Standard system of classification; b) Standard code of cataloguing; c) Two-
part catalogue ofa library; d) Easylocation and replacement;e) Stock checking
19) 1) v; 2) iv; 3) ii; 4) iii; 5) i
20) Generallyreaders’services include: (i) Generalreading rooms for long hours of
study. (ii)Specialreading room/s for current periodicals. (iii) Microfilming facility.
(iv)Computer facility. (v) Reference service. (vi)DocumentationandInformation
services. (vii) Reprographic services and such others. Large universitylibraries,
researchlibrariesofverybig researchcomplexes and such othersmayhave many
additional services like printing and publications, selective dissemination of
information, computerservices providing facilities usingInternet, etc.
21) a) iii; b) iv; c) v; d) ii; e) i
22) a) Correct;b) Incorrect - Organisationalcharts displaythe verticaland horizontal
relationships; c)Incorrect - SDI isa service available onlyinresearchlibraries;d)
Correct; e) Incorrect. Internet services are available onlyin automated libraries.
23) Hints to theonlyexercise onActivity:Use the organisationalchartgiveninsection
on organisational charts and the chart of the library you visit, prepared by the
library. Take the help of the Unit 2 of Block 1 of IGNOU course material
BLIS-02.
3.7 KEYWORDS
Accountability : Being answerable for the result ofone’s action.
Authority : Theright todecide, todirectothersto takeaction,
or to performduties inachieving organisational
goals.
Browsing : Read casuallyselect pages ofbooks to find out
itscontents.
Collation : Checkingthepages,figures, illustrations, etc. are
in proper order on books.
Coordination : Process of linking several activities to achieve
desired result.
Delegation : Processofassigningresponsibilityalong withthe
neededformalauthority.
Departmentalisation : Groupingrelatedworkactivitiesinto manageable
units.
Hierarchy : A hierarchy represents a series of positions at
verticallevel,someofwhichhavemoreauthority
thanothers.
Functional Units and
Operational Aspects

21. 54
HorizontalPositions : Positions at the same levelinan organisation.
Line Positions : Positions at the hierarchical level of an
organisationforminga chain.
Open Access : Free access to books displayed on shelves.
Organising : It isessentiallyrelatedto dividingandsubdividing
activities ofanorganisationand groupingthem.
Scalar Principle : Aladder-like structurefor anorganisation.
Shelf Rectification : The process ofplacing wronglyshelved books
intheircorrect location.
Span ofControl : Aconvenient andoptimalnumberofsubordinates
to a person having a supervisoryposition in an
organisation.
Staff Position : Person(s) appointed for advising or guiding line
persons any professional work who have no
authorityto control.
StockVerification : Checking the stocks ofbooks periodically.
3.8 REFERENCES AND FURTHER READING
Indira Gandhi National Open University. Library and Society. BLIS-01, Block 1.
Unit 2. New Delhi: IGNOU, 1999. Print.
Mittal, R.L. Library Administration: Theory and Practice. 5th
ed. New Delhi:
Metropolitan Book, 1983. Print.
Ranganathan,S.R. Library Manual for Library Authorities, Librarians and Library
Workers. 2nd
ed. Bangalore: Sarda Ranganathan Endowment for LibraryScience,
1994. Print.
---. Library Administration. Bangalore: SaradaRanganathanEndowment for Library
Science, 1959. Print.
Libraries: Basics and Contexts