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lecture of Fe Angela M. Verzosa for presentation before the Conference on Library Management in the Philippine Setting: Principles and Best Practices, Villa Caceres Hotel, Naga City, August 16-17, 2012
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lecture of Fe Angela M. Verzosa for presentation before the Conference on Library Management in the Philippine Setting: Principles and Best Practices, Villa Caceres Hotel, Naga City, August 16-17, 2012
Best practices in library and information services a case presentation (1)avantiarsh
The document outlines several best practices adopted by academic libraries in India related to library management and administration. It describes 10 specific practices, including observation of other libraries, in-service training programs for staff, transparent promotion policies for staff, maintenance of clean library spaces, special membership programs, generating revenue through internet services, student internship programs, involving students in library upkeep, and employing students part-time in the library. The goal is to identify and share exemplary practices to help strengthen library services at academic institutions.
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The document discusses the changing role of librarians in the 21st century due to the digital information environment. It outlines both traditional and new roles for librarians as information brokers, technology leaders, educators, and collaborators. Librarians need new professional competencies in areas like information resources, technology management, and research skills. They also require personal competencies like communication skills and a commitment to lifelong learning to adapt to the digital age.
This document discusses the soft skills required for 21st century librarians. It identifies key soft skills like listening, communication, interpersonal, customer service, leadership, project management, and presentation skills. It also covers technical skills in areas like information literacy, collections development, research contributions, and information technology. Overall, the document emphasizes that today's librarians require both professional qualifications and a diverse range of soft skills to effectively manage libraries and provide user-oriented services.
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The Requirement For Worthy Attribute of Library Staff in Tertiary Institution...AJHSSR Journal
: This study focuses on the requirement for worthy attribute of library staff in tertiary institutions’
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libraries are set up now to extend services beyond their physical walls, provide materials accessible by
electronic means and at the same time to provide unrestricted access to information. Invariably, to effectively
cope with their changing roles in the library system, Librarians need to avail themselves to training and
retraining programmes local, regional and international so as to keep pace with the development in the
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users/clienteles. The study concludes that individuals must be preparing to make personal sacrifices towards
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people; it has no choice. It either helps them grow or it stunts them. It either forms them or it deforms them as
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Libraries need to better serve local communities by increasing hours, improving collections and environments, embracing technology, and empowering staff. Collaboration between libraries and engagement with users is important to share best practices and make the most of limited resources without closing libraries or wasting money. Councils should be transparent about budgets and performance to build trust.
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The document discusses EnGenius wireless routers for small businesses and homes. It provides details on 5 router models - ESR300, ESR350, ESR600, ESR900, and ESR1750. The routers offer wireless speeds from 300Mbps up to 1300+450Mbps, have 1-3 internal antennas, and include features like storage sharing, parental controls, and guest networks. They are targeted towards providing fast and secure wireless connectivity for homes, SOHOs, and small offices.
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This document proposes a conceptual framework for applying customer relationship management (CRM) perspectives to library reader services. It begins by defining readers/customers and discussing how their needs and expectations have changed with new technologies. It then reviews literature on gaps between library services and customer expectations. The framework adapts a marketing model (4S: scope, site, synergy, system) to establish strategic goals, improve the library website interface, gain customer loyalty through relationships, and ensure technological support for services. The goal is to apply business concepts to enhance reader-centered services and better meet evolving customer needs.
The Requirement For Worthy Attribute of Library Staff in Tertiary Institution...AJHSSR Journal
: This study focuses on the requirement for worthy attribute of library staff in tertiary institutions’
library services so as to be more relevant in the new information age. This is based on the fact that institutions’
libraries are set up now to extend services beyond their physical walls, provide materials accessible by
electronic means and at the same time to provide unrestricted access to information. Invariably, to effectively
cope with their changing roles in the library system, Librarians need to avail themselves to training and
retraining programmes local, regional and international so as to keep pace with the development in the
Information Communication Technologies in the 21st Century to provide optimum services for library
users/clienteles. The study concludes that individuals must be preparing to make personal sacrifices towards
upgrading themselves. Similarly, tertiary institutions/ organisations should as a matter of obligation develop
people; it has no choice. It either helps them grow or it stunts them. It either forms them or it deforms them as
opine by Drucker, Peter F (1990). This training and retraining programmes is imperative in this new Information
Communication Technology dispensation as far as librarianship is concerned
Libraries need to better serve local communities by increasing hours, improving collections and environments, embracing technology, and empowering staff. Collaboration between libraries and engagement with users is important to share best practices and make the most of limited resources without closing libraries or wasting money. Councils should be transparent about budgets and performance to build trust.
Reference philosophy in a rural library districtMary Chance
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Communications and context: strategies for onboarding new e-resources librari...NASIG
Presented by Bonnie Thornton.
This presentation details onboarding strategies institutions can utilize to help acclimate new e-resources librarians with an emphasis on strategies for effectively establishing and perpetuating communications with stakeholders.
The role of librarians has evolved from managing collections to facilitating learning communities. Librarians now focus on connecting users like faculty members to resources to support teaching, learning, and research. They work to advance methods of instruction through collaborations. As part of faculty learning communities, librarians invite faculty to events, participate in activities, and provide services and spaces to achieve common university goals like improving student outcomes. By building relationships between faculty, administrators, and librarians, libraries help universities solve problems through strong triangular relationships between these core groups.
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This document provides an overview of the Midsayap Municipal Public Library and discusses its compliance with standards for Philippine public libraries. It begins with an introduction to the library, noting its role in serving the information needs of clients. The document then outlines the library's statement of the problem, which is to assess whether it meets the standards in several areas, including administration, human resources, collection development, facilities, technology, finances, and partnerships. The significance of studying the library is also discussed. The document provides context through a literature review on public libraries, their developments and changes. It also summarizes the key components of the standards for Philippine public libraries. In closing, the scope, limitations and definitions relevant to the study are defined.
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The document summarizes consultations held by the Literacy & Lifelong Working Group with various Saskatchewan public libraries on defining the role of libraries in supporting literacy and lifelong learning. The consultations included workshops with branch staff and trustees from several regional libraries. Ideas generated included expanding programming for different age groups, partnering with community organizations, and addressing barriers like space limitations. The discussions supported an expanded view of literacy and an active community engagement role for libraries. Next steps may include strategic planning, developing a literacy support position, and considering policy and funding implications.
This document provides tips for job seekers on creating effective resumes, cover letters, and conducting a library job search. It emphasizes highlighting skills and accomplishments over lists of duties in resumes, carefully addressing all qualifications listed in job ads in cover letters, and proofreading all documents for errors. Networking and researching potential employers online are also recommended to tailor application materials for specific opportunities. Useful career resources and websites are listed for additional job searching support.
Gearing Librarians Towards Total Quality Service (with Emphasis on Personal a...PLAI STRLC
1) The document discusses the changing roles of librarians in light of new technologies and an information-driven society. It emphasizes developing competencies and skills to provide quality service.
2) Key competencies for librarians include knowledge of information resources, technology, management, and research. Personal competencies like communication skills, continuous learning, and demonstrating value are also important.
3) To deliver total quality service, librarians must understand customers, package information to meet their needs, promote services effectively, and exceed customer expectations through high performance.
This document provides background information on capacity building and special libraries. It defines key concepts like capacity building, training, development, and special libraries.
Specifically, it discusses how capacity building involves acquiring skills and knowledge to improve performance. It also explains that special libraries serve specialized information needs and require competent staff. Further, it outlines some objectives and research questions for a study on capacity building programs in special libraries in Oyo State, Nigeria.
This document summarizes the role of the Faculty Engagement Team (FET) at the University of Sheffield library in improving internal communication. The FET conducted interviews with all library teams to understand communication needs and identify opportunities. Key findings included the importance of collaboration over just information sharing, and maintaining informal connections. Recommendations included establishing a central knowledge repository, facilitating more cross-team interactions, and defining the FET's role in relationship building within the library. The goal is to improve information flow and better support the work of all library teams through strengthened internal relationships and communication.
The document outlines Elaine Martin's plan to redefine the health sciences librarianship model through the Lamar Soutter Library Fellows Program. The 2-year program provides hands-on training, professional development, and research experience. It involves customer support, training modules, and a research project. Martin establishes 3 task forces to develop a new reference model, curriculum for the fellows, and potential research projects. The goal is to prepare fellows for evolving roles through meaningful real-world experiences and contributions to the library.
This document provides guidance for running junior literacy clubs through EduSpots' EduLit program. It discusses setting up a community- or school-based club, including choosing a name, developing student leadership, and establishing a library. Guidelines are provided for club meetings, such as suggested structures, activities, and goals. Additional tips are offered for resources, competitions, and storytelling to promote the clubs. Monitoring and evaluation strategies emphasize collecting attendance data and sharing feedback.
This online workshop was conducted by Mary Krautter, Head of Reference, and Nancy Ryckman, Assistant Head of Reference at Jackson Library UNCG for LIS students on 10/1/10
1. ntroduction
Communication is a social activity. It is carried out in various ways in everyday life
knowingly and unknowingly. Communication is carried out through verbal and non-verbal
channels. All organisations and institutions have particular goals. Communication is of vital
importance, and failure to communicate will give rise to inefficiency and lack of direction, as
pointed out by Beeby (1966). Communication is the establishment of meaning and understanding
between people (Kpangban, 1995.) Library administration is responsible for the control and
supervision of a library, and cannot function without good communication (Reitz, 2004). The
library as an organisation is geared toward serving the users. The library needs a way to make
meaning and understanding between the clientele and the staff of the library, in order to achieve
desired results. Library administration is the control and supervision of a library or library
system, including planning, budgeting, policymaking, personnel management, public relations
and programme assessment with responsibility for results (Reitz, 2004).
Library Communication
Library communication is carried out within the library and in some cases between
libraries. In communicating, meaning and understanding between the people involved has to be
established. Communication in the library has two distinct levels:
Staff communication
Clientele/staff communication
Staff Communication
Communication among the staff of the library has an effect on the way the library is
managed. Communication must flow upward and horizontally across the organization just as
much as it flows downward. Regular meetings are held to discuss library policies and
implementation. Because the entire library staff cannot be at those meetings, heads of the various
departments, sections or units and other designated representatives will have to meet formally or
informally and resolutions or decisions of such meetings made available to other members of
staff for them to understand and comply with. Some meetings are solely for the members of the
top of the administrative hierarchy, and decisions that affect other staff are made known to them.
Clientele/Staff Communication
The clientele of the library need communication to achieve desired information-seeking
goals. Communication is an exchange of information; it takes two or more to exchange
information. So when a user visits the library in search of information resources, and is helped by
a reference librarian, communication takes place. Information is exchanged and acquired. The
reference librarian is an assistant to information seekers, a translator of different information
sources, who queries users on what they need, and feeds the information seeker with the desired
materials to work with. The circulation desk is another place where significant communication
takes place between library staff and users. Users interact with the staff concerning enquiries,
and borrowing and returning material.
2. Another crucial kind of communication between staff and users is the publicizing
changes in policies and services. Lectures and exhibitions sponsored by the library are
announced in the university gazette and the official newsletters. Suggestion boxes placed at
strategic points around the library may yield useful information that can be supplemented by
occasional user surveys. The library can also hold meetings with designated university officials
when considering a collection building in line with university programmes. The library can also
make connections with other university libraries for services like interlibrary loan.
Importance of Communication
No organizational function can be successfully carried out without successful
communication. Without effective flowing from the top of the administrative hierarchy to the
bottom, i.e., from the university librarian or director to the other managers and to other staff,
things will not work properly. But where communication flows properly, horizontally and
vertically, the library will be well-managed.
Communication facilitates the achievement of organizational goals. In the library, where
the division of labour and departmentalization is well-established, effective communication is of
vital importance since acquired materials go through nearly all departments before appearing on
the shelves, and breakdown in communication can delay this. Good communication gives a sense
of direction and serves as a guide. That includes things like library signage, placed at entrances
to sections of the library and on shelves, which directs or guides library users. Communication
between clientele and librarians can help users a great deal, especially those who are new to the
library, by informing and educating them about collections, rules and policies, and procedures
for borrowing books, and so on.
Problems of Communication in the Library
Communication is reciprocal. Ideas that are not communicated have no effect. A
nonchalant attitude to service and responsibility on the part of some library staff results in failure
to communicate effectively with the clientele and leads to inefficiency and poor service. A
library that is staffed with unqualified librarians, who do not actually know their duties and
responsibilities and who cannot communicate effectively, leads users to lack interest in using the
library.
Many library users are not even aware of the various sections of the library and how and
where to locate information and materials. Some of them do not understand the need to interact
with the librarians when they need information. Some, out of pride or shame, do not want to ask
for help and will leave the library without the information that they need. Some users may not be
able to frame their query in a way that is comprehensible. If staff or librarians are not able to
analyse the query as it is expressed, issues of semantics arise and the librarian might not be able
to satisfy user needs.
Solutions and Recommendation
3. There is always a solution to a problem, whether permanent or temporary. Problems of
communication in the library are inherent, but they can be solved to a degree. To avoid
disruption in the smooth running of the library, the university librarian, chief librarian, or
director should maintain regular contact formally and informally with the staff to keep abreast
with activities of his subordinates and maintain a constant check through deputies on the other
staff to guide them away from irresponsibility and a nonchalant attitude to work. The librarian
can institute regular meetings with the top hierarchy, beginning with a weekly briefing on all
library matters, to facilitate understanding of problems and to formulate the best possible strategy
for resolving them. This demands two-way communication and can lead to consensus and action.
This broader basis for decision-making can result in better planning and more cooperation from
staff (Coing, 1999). The librarian should give incentives to staff to motivate them.
The library can also assign staff to the open shelves, catalog area, and other strategic
locations to offer to help patrons. Such inquiries can help the patrons who do not know what to
do and where to turn. In this way, proud and shy patrons can make good use of the library.
The librarian must recruit and employ qualified and knowledgeable staff, librarians who
can match students' or patrons' intelligence, knowledge, and means of expression. The library
must send its staff on short courses or further studies to update their knowledge, to keep abreast
with current trends, and communicate properly with patrons.
Conclusion
Effective communication is a keystone of any good administration. The goal of proper
communication in the library is to ensure that users make good use of the library's resources
bought with scarce funds, that library staff know what their responsibilities are and perform them
properly, and that the libraries' parent bodies can know and appreciate the problems of the
libraries and offer necessary assistance regularly.
The failure to establish a meaningful and understandable exchange of information
between the staff and the clientele will give rise to inefficiency on the part of the library, and
lack of direction on the part of the clientele.
References
Beeby, C. E. (1966). The quality of education in developing countries. Cambridge, Mass.:
Harvard University Press.
Coing, Marga. (1999). Effective communication: An essential tool to cope with the challenges of
technological change. ERIC ED441423. Available:
http://www.eric.ed.gov/ERICWebPortal/contentdelivery/servlet/ERICServlet?accno=ED441423
Kpangban, E. (1995). Lecture notes on “Communication in the School.” Delta State University,
Abraka, Nigeria.
4. Reitz, J. M. (2004). Dictionary for library and information science. London: Libraries
Unlimited.