This is a rushed presentation collating all major concepts on library management and administration. Created as a quick overview of the theory of management for public library service. ©R.S.S. Necesario School of Library and Information Studies University of the Philippines Diliman roy_necesario@yahoo.com

1. library
management
a presentation by:
group 4

2. the creative problem-solving process of planning, organizing, leading, and controlling an organization’s resources to achieve its mission and objectives. (Higgins, 1991) management

3. Individuals in the organization who are in a position to make the decisions that allow an organization to reach its objectivesmanagers

4. managerial
functions

5. planningorganizing
staffing
leading controlling

6. planningorganizing
staffing
leading
controlling

7. planning
•thinking ahead of the thingsthat need to be done, and the methodsto get them done.
•defines where the organization wants to be in the future.
•transition from point Ato point B

8. planning
organizing
staffing leading controlling

9. organizing
•establishing formal structure of authority
•matching individuals and their talents

10. planningorganizing
staffing
leading
controlling

11. staffing
•also called human resources or personnel
•involves hiring, training, compensating, andretaining people

12. planning
organizing
staffing leading controlling

13. leading
•focuses on the human element such asemployees’ attitudes, personalityattributes and perceptions
•creating shared culture and values, communicating goals to employees, and motivating them

14. planningorganizing
staffing
leading
controlling

15. controlling
•Monitoring the activities of theorganization
•The mirror image of planningIn planning –establishes where theorganization is goingIn controlling –decides whether they areon target to reach their goals

16. managerial
roles

17. interpersonalinformational
decisional

18. interpersonalinformationaldecisional

19. interpersonalFIGUREHEAD–represents their organizations to the outside world; performs ceremonial functions; symbols of the organization itself. LEADERS–perform functions such as motivating, communicating with, and inspiring their employees. LIAISONS–between employees or employees and customers; good networkers

20. interpersonal
informational
decisional

21. informationalMONITORS–always seek information both inside and outside the organization; develop systems that track progress and overall performance of their unit. DISSEMINATORS–gather information and share it with others. SPOKESPERSON–transmit official informationabout the organization thru memos, annualreports, speeches, etc.

22. interpersonal
informational
decisional

23. decisional
DISTURBANCE HANDLERS–conflict resolution and crisis responseRESOURCE ALLOCATORS–making decisions about how resources should be distributedNEGOTIATORS –bargaining for resources
ENTREPRENEURS –work to introduce innovation into the organization; bringing new ideas and ensuring that the organization can keep up
with the changing world

24. manager’sresources

25. humanfinancial
physical
information

26. humanfinancialphysicalinformation

27. •employees who work in the organization
•in libraries, employees are usuallyclassified as professionals, paraprofessionals, clerical workers, technical specialists, part-time workers like student assistants
human

28. humanfinancial
physical
information

29. financial
•profit organization –funds come from the customers who purchased their goods or services
•non-profit organization –funds come from donations, grants, etc.

30. human
financial
physicalinformation

31. •tangible or material parts of the organization
•assets –supplies, PPE (plant, property & equipment)
•management of these include acquisition, maintenance, and eventual replacement
physical

32. humanfinancialphysicalinformation

33. information
•those that relate to the functioning of theorganization itself
•databases manage the records of employees, and others
•these information must be managed as valuable assets and leveraged for strategicadvantage

34. managerialskills

35. political
problem-solving
analytical peoplefinancialsystem

36. politicalproblem-solvinganalytical peoplefinancial
system

37. •libraries and information agencies are intensely political organizations
•managers need to create a vision and inspire others to believe in it
•managers need to create a conducive climate for strategic thinking and action
•flexibility and risk-taking
political

38. political
problem-solving
analytical
peoplefinancialsystem

39. •managers are change agents, therefore, they must be good at analysis
•lucid, rational, well-argued analysis is what managers need
•critical thinking is key to effective management
analytical

40. politicalproblem-solvinganalytical
people
financialsystem

41. •the most important day-to-day activity of a manager
problem-solving

42. political
problem-solvinganalytical peoplefinancialsystem

43. •people are the heart of any organization
•managers must see things through the eyes of others
•managers deal with communication, conflict resolution,
•coordination of team-based initiatives, etc.
people

44. political
problem-solving
analytical peoplefinancialsystem

45. •managers need a sound grounding in financialmatters
financial

46. politicalproblem-solvinganalytical peoplefinancialsystem

47. •managers need to be familiar with computer- based information systems
•systems are not only technological but also an arrangement of resources and routines
system

48. publiclibrary

49. The public library, the local gateway to knowledge, provides a basic condition for lifelong learning, independent decision- making and cultural development of the individual and social groups (UNESCO Public Library Manifesto)

50. •A clear policy must be formulated, defining objectives, priorities and services in relation to the local community needs. The public library has to be organized effectively and professional standards of operation must be maintained.
•Cooperation with relevant partners –for example, user groups and other professionals at local, regional, national as well as international level-has to be ensured.

51. Management really cannot be taught; the principles can be imparted, but management must also be learned through experience.

52. end