Library management (the librarian as a manager)

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Librarians as a Manager in a modern world

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Library management (the librarian as a manager)

  1. 1. Library Management •Managerial roles and functions •Social responsibility and managerial ethics •Decision making •Professional branding
  2. 2. Signs of a successful library •Many people use it •Attractive and welcoming •Sufficient books processed and ready to use •Well organized and administered •An increasing number of books are issued •Users accepts the library
  3. 3. Managerial Roles
  4. 4. • Advocate  Act as lawyer when they deal with the issue relating to law such as copyright law, intellectual property right.  Communicate news about the library through newsletters, web sites and memos to parents and staff  Update users, staff and faculty on what is happening in the library and to promote library activities and special projects
  5. 5. • Consortia Manager  Responsible for coordinating and overseeing consortium operations, including strategic planning, systems development and project management  Facilitating communication among the participating libraries  Consortium's representative with vendors for contracted products and services (technical librarian)
  6. 6. • Consultant  They advice to solve problems  Recommends both the best sources of information and ways in which to access information  This is a consultancy role which deserves recognition  Skills (knowledge on the collection and interpersonal communication skills) need to be developed to a high level in order to achieve the librarian as consultant role
  7. 7. • Content Manager  Knowledgeable about the transformation of the traditional to modernize type of collections • Facilitator  Ensure that user and/or staff knows how to access relevant sources of information
  8. 8. • Guide/Teacher  Provide guidance to their user community with Information literacy program  Information literacy is the ability to access and evaluate information that promotes both independent learning and social responsibility  Users must know how to plan, locate and retrieve information– aim of this role  More specified to teacher-librarians
  9. 9. • Intermediary  "A person or mechanism placed physically between IR (Information Retrieval) systems and actual user with the purpose to transform interactively requests for information to query formulations that suit the retrieval components of one or several IR systems, to model and support the actual user as to his information need and underlying goals and to provide information of potential value to that user from IR systems“– Peter Ingwersen Users Librarian Information
  10. 10. • Knowledge Manager  Effectively participate in the process of knowledge creation which includes mechanisms for knowledge capture, exploitation and protection besides in required infrastructure creation by the virtue of capabilities gained as Information Managers of the organization Librarians, in future, would move from the background to the center of the organization
  11. 11. • Researcher  They are highly skilled in the research process and possess a unique knowledge of both the breadth and depth of information resources in various subject specialties  By facilitating access to nascent information in the way to finding it, analyzing, synthesizing and packaging the LIS professionals would move to the beginning of the information production cycle, playing a more substantial role in the information creation process
  12. 12. • Sifter  "software programs to extract unknown, valid and actionable patterns, associations, changes, anomalies and rules from large databases“– data mining  The term "sifter" may be used for the skilled librarian who helps users make sense and order of the resources Raw Information Librarian Produced Information On this role, it seems that the librarian is the catalyst to produce or extract the unknown information to a valid information.
  13. 13. • Web designer  Librarian create a web page to deliver information about the library and its services like hours of service, location of services, details of library staff, library policies, an interface to the library Online Public Access Catalog (OPAC), etc.
  14. 14. Managerial Functions
  15. 15. Planning • Planning includes articulating clearly the objectives to be achieved/decision making, determining the resources required to reach these objectives, preparing budgets and timelines and prioritizing tasks • Help ensure correct alignment between organizational priorities, staff concerns and clients or user needs
  16. 16. Organizing • Required to ensure resources such as staff, equipment, appropriate training or materials are made available when required in order to achieve the objectives of any plan • Putting plans into effect
  17. 17. Leading • This includes and motivating staff, mentoring individuals, modeling appropriate behaviors and creating the right environment for the development of individual potential • It is also important to organize-well an organization • Consistency of a leader is important to know who’s the one will obey
  18. 18. Controlling • To ensure that progress towards the desired goals proceeds as expected • Requires the establishment of proper procedures, milestones and standards • Applies to areas such as ensuring legislations, procedures and practices are adhered to; quality standards and timelines are monitored and work practices properly documented • Too much controlling will affects the motivation of the staff
  19. 19. Budgeting Types of budget        Line-item budget Lump sum budget Formula budget Program budgeting Performance budgeting Planning, Programming Budgeting System Zero-based Budget
  20. 20. Management levels
  21. 21. Top Management Middle Managers First-line Managers
  22. 22. Social Responsibilities and Managerial Ethics
  23. 23. The responsibility of a library is to provide free and censored information. Libraries should anticipate social needs and try to solve them. Figure above shows the two extremes that a library should demonstrate.
  24. 24. Library’s issues of social responsibility are: • • • • Equal opportunity of service The facility Researcher’s concern Librarians (subordinates) safety and welfare
  25. 25. A manager should know: • Their responsibility toward human rights and information freedom • Codes of conduct     Do not use child or forced labor Provide a safe working environment Respect workers’ right and unionize Do not regularly require more than 48-hour work weeks  Pay wages sufficient to meet workers’ basic needs
  26. 26. Values concerning on the Social Responsibility Wenstop and Myrmel (2006: 679) suggest that three kinds of values exist in organizations: • core values—such as integrity, honesty, respect • protected values—such as health, environment, safety, rights • created values—such as return on investment, quality, image, citizenship.
  27. 27. How Managers Can Improve Ethical Behavior in an Organization • • • • Hire individuals with high ethical standards. Establish codes of ethics and decision rules. Lead by example. Delineate job goals and performance appraisal mechanisms. • Provide ethics training. • Conduct independent social audits. • Provide support for individuals facing ethical dilemmas.
  28. 28. Decision Making
  29. 29. Four main approaches that are relevant to managers • Utilitarian approach  From the word ‘utilitarian’ means useful/practical. It is the ethical concept that moral behaviors produce the greatest good for the greatest number. Organization Individual
  30. 30. • Individualism approach  The ethical concept that acts are moral when they promote the individual’s best long-term interests, which ultimately leads to the greater good. Individual self-direction is paramount or overriding, and external forces that restrict selfdirection should be severely limited. Organization Individual
  31. 31. • Moral rights approach  The ethical concept that moral decisions are those that best maintain the rights of those people affected by them. Organization Individual
  32. 32. Six moral rights should be considered during decision making 1. 2. 3. 4. 5. 6. The right of free consent. The right to privacy. The right of freedom of conscience. The right of free speech. The right to due process. The right to life and safety.
  33. 33. • Justice approach  The ethical concept that moral decisions must be based on standards of equity, fairness, and impartiality. Distributive justice Procedural justice Compensatory justice
  34. 34. • Distributive justice The concept that different treatment of people should not be based on arbitrary characteristics. In the case of substantive differences, people should be treated differently in proportion to the differences among them. • Procedural justice The concept that rules should be clearly stated and consistently and impartially enforced.
  35. 35. • Compensatory justice The concept that individuals should be compensated for the cost of their injuries by the responsible party and that individuals should not be held responsible for matters over which they have no control.
  36. 36. Remember! “Managers bring specific personality and behavioral traits to the job. Personal needs, family influence, and religious background all shape a manager’s value system. Specific personality characteristics, such as ego strength, selfconfidence, and a strong sense of independence, may enable managers to make ethical decisions.”
  37. 37. Decision Making Process 1. 2. 3. 4. 5. 6. 7. Define the problem. Identify limiting factors. Develop potential alternatives. Analyze the alternatives. Select the best alternative. Implement the decision. Establish a control and evaluation system
  38. 38. Professional Branding
  39. 39. Ten ways to brand your profession 1. Become an expert source. 2. Become a great communicator. 3. Draft a marketing plan for yourself annually, and review it quarterly. 4. Develop an ‘elevator speech.” 5. Build your Rolodex. 6. Realize that your boss can be your most powerful ally—or enemy—in building your brand.
  40. 40. 7. Dress for the job you want, not the job you have. 8. Become a class act. 9. Select “significant” significant others. 10.Give something back.
  41. 41. Remember! Your professional brand is one of your asset in your workplace. If a MLIS or DLIS degreed librarian would show a good professional branding, they could create a good subordinates-top managers relationship.
  42. 42. Library Management

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