Special Libraries, October 1982

San Jose State University SJSU ScholarWorks

Special Libraries, 1982 Special Libraries, 1980s

10-1-1982

Special Libraries Association

Follow this and additional works at: https://scholarworks.sjsu.edu/sla_sl_1982

Part of the Cataloging and Metadata Commons, Collection Development and Management Commons, Information Literacy Commons, and the Scholarly Communication Commons

Recommended Citation Special Libraries Association, "Special Libraries, October 1982" (1982). Special Libraries, 1982. 4. https://scholarworks.sjsu.edu/sla_sl_1982/4

This Magazine is brought to you for free and open access by the Special Libraries, 1980s at SJSU ScholarWorks. It has been accepted for inclusion in Special Libraries, 1982 by an authorized administrator of SJSU ScholarWorks. For more information, please contact [email protected].

lnformation on information...

INFORMATION INDUSTRY MARKET PLACE 1983 An International Directory of lnformation Products and Services IlMP 1983 keeps up with the rapldly changing Industry wlth listings of new addresses. new phone numbers, new products,

6ersonnel telephone address and product~servicesInfor- mation worldwide for more than 1000 database publishers online vendors information brokers telecommunications networks l~brarynetworks and consortia terminal manufacturers consultants and many other related flrms and services The slngle place to go for lnformatlon There is no other reference as complete as this -Mass Medfa Book- notes Published as Informat~onTrade Dfrectory outside the

$39 95, paper

Your Own ~ee-~asedService By KELLY WARNKEN The first guide to starting and operat- Ing a fee-based service It answers many questions and takes the librarian editor and buslness person step-by-step through the process of beginning the operation The text provides lnformat~onon the history of information brokerage reauislte skllls of the successful broker setting up the office Also of interest identifying the potent~alclientele, servlces fee establishment management and contlnulng education should provide THE MICROFORM the information entrepreneur with all the important keys to CONNECTION success In the fee-based information industry -The Journal of Academic Librarfanshfp A Basic Guide for Libraries ISBN 0-8352-1347-1. 1981 154 pp $24 95 By RALPH J FOLCARELLI, ARTHUR TAN- NENBAUM, and RALPH C FERRAGAMO FEE-BASED INFORMATION Microform collections in hbrarles are growing at an annual rate three times greater than the SERVICES rate of minted collechons. This essential voC A Studv of a Grawina lndustrv ume IS' an up-to-date qulde on the latest .- ----, -- - * ~~ - a By LORlG MARANJIAN and RICHARD W BOSS "A clear. trends, equipment and -applications In this factual description of current services offered in the Unlted area. particularly as they apply to the small and States and Canada by commercial and free-lance firms that medium-sized library qather data and organlze or analyze them for a fee, uslng the mnrISBN en 0-8352-1475-3 March lga2. *lo pp 333 uu methods- .-. of tradit~onal-- librarlanshi~ su~~lemented wlth tech- nlques such as onl~nel~terature search~ng and telephone interviewing The information In the book will be particularly Prices are appl~cablein the U S and Canada useful to anyone who operates or plans to operate a fee-based 10% higher in other Western Hern~sphere information service It should also be read by public acadern- countries All lnvoices are payable ~n U S IC and special librarians -College & Research Libraries dollars Appl~cablesales tax must be included ISBN 0-8352-1287-4 1980 199 pp $24 95 Shipping and handl~ngwill be added R. R. Bowker Company Order Dept PO Box 1807, Ann Arbor, MI 48106 8613-2 Special Libraries Oct Journal

october 1982 1A SERVING THE OLDER ADULT A Guide to Libram. Proarams- and information Sources-- --- By Betty J. Turock. New in theserving SpecialPopulationsseries. The rise of the aging population in this country means that services and lnformation for the older adult are increasingly important. Here is the first book to offer a comprehensive overview of the information needs of older adults and how librarians BOWKER and allied professionals can meet those needs. Focusing on how to implement information services, this handbook will aid librarians in developing interpersonal communication skills which are sensitive to the social, economic, political, demographic, and motivational factors involved in service delivery to older adults. ISBN 0-8352-1487-7. Approx. 304 pp. November 1982. $29.95

-w SERVING PHYSICALLY DISABLED PEOPLE An lnformation Handbook for Ail Libraries By Ruth A. Velleman. The Rehabilitation Act of 1973, mandating equal rights for disabled people, and the Education for All soecial Handicapped Children Act of 1975, guaranteeing an appropriate education for all disabled children underscore the importance of this pioneering book. This monograph is designed for those ~nvolvedin serving the needs of disabled library patrons. Includ- ing reference sources, information needs and physical accom- modations, it is a guide both for professional librarians working with physically disabled patrons and for the patrons themselves. ISBN 0-8352-1167-3. 392 pp. 1979. $17.50

THE CONSUMER HEALTH INFORMATION SOURCE BOOK By Alan M. Rees and Blanche A. Young. Foreword by Donald M. Vickery, M.D. "Possibly the most difficult aspect of developing collections for the lay public has been the absence of reference materials that not only list items but annotate and evaluate them as well. Rees and Young have created a tool which goes a long way toward meeting this need.. . . An extremely valuable and useful tool. It belongs in all libraries providing information services to consumers."-Bulletin of the Medical Library Associa- tion. ISBN 0-8352-1336-6. 450 pp. 1981. $32.50

DEVELOPING CONSUMER HEALTH INFORMATION SERVICES Edited by Alan M. Rees. A companion volume to THE CON- SUMER HEALTH INFORMATION SOURCE BOOK, this unique book explains the design and implementation of consumer health information services within the library and in library-related community programs. It discusses trends and developments in medical consumerism, outlines the role of libraries to meet that need, gives particular focus to the legal and ethical considera- tions of providing health information for the lay person, outlines model programs in seven major cities in the U.S. and Canada, discusses collection development, networking and inter-library cooperation, and much more. ISBN 0-8352-1473-7. 296 pp. February 1982 $32.50

LARGE TYPE BOOKS IN PRINT 1982 5th Edition This new ed~t~onIS the only current and comprehens~vefinding and order guide to the world of large type books Printed In 18pt type ~tself.thls work lists by broad subject areas more than 5,500 novels, nonfiction books, textbooks, children's books and peri- PW~Sare applkable rn the US and canada 10% hlgner m other Western odicals from some 75 publishers and associations. ISBN 0-8352- Hemisphere countrres All mvo~cesare payable m US aollars Appl~cable sales tax must be ~ncludedShipp8ng and handling will be added 1448-6. Approx. 900 pp. September 1982. $35.00

R.R. BOWKER COiHPANY Order ~ept, P.O ox 1807. Ann Arbor. MI 48106

special libraries -special librariese-

OCTOBER1982 VOLUME73, NUMBER4 ISSN 0038-6723 SPLBAN

Letters 266 The Role of an Academic Librarian in the lnformation Age Janice W. Holladay lnformation Management and Special Librarianship Miriam Drake 270 Determining the Information Needs of Marketing Executives Stanley F. Stasch and Ronald T. Lonsdale Corporate Climate and Its Effect on lnformation Management Karen Feingold Ceppos 280 Management of Proprietary Information Margaret H. Graham

Achieving Failure in the Company Environment 286 The User-Oriented Library in an Mark Baer Industrial Setting Adele Hoskin, Winston C. Lister, and Max M.Marsh Management Looks at the Corporate Library Donald C. Spindler The Law School Library Robert J. Desiderio

Marketing for Special Libraries and lnformation Centers lnformation Management: Arthur Sterngold A Bibliography William F. Wright

Mainstreaming the New Library Elizabeth Keeler ON THE SCENE

Actions of the Board June 4, 5, and 11, 1982 iqublzsher: DAVIDR. BENDER Edrtor: NANCYM. VIGGIANO 1982 Salary Survey ~4sszstantEditor: DORISYOUDELMAN Draft Report (~lrc~lation:FREDERICK BAUM

Special L~brarzes is published by Special Libraries Associa- Reviews tion, 235 Park Avenue South, New York, N.Y. 10003 (2121477-9250). Quarterly: January, April, July, October. Annual index in October Issue. lndex to Advertisers

Second class postage pald at New York, N.Y., and at additional offices. POSTMASTER: Send address changes to Spe- cial Libraries Association, 235 Park Avenue South, New York, New York 10003.

october 7982 PERSONALIZED SUBSCRIPTION SERVICE

Every customer is assigned an experienced "Home Office" representative. You correspond direct; any title needs, changes, cancellations or problems can be handled promptly by letter or phone. This makes your job easier and keeps you abreast of your subscription needs at all times. With over 48 years experience, McGregor has built a reputation of prompt and courteous service on both domestic and international tides. We prepay subscriptions ahead of time Our customers, large and small. like the prompt attention we give them. We think you would too! Ask about McGregor's "Automatic Renewal" plan described in our new brochure. Write today for your free copy.

Library Service Specialists Since 1933 MOUNT MORRIS, ILLINOIS 61054

Subscription Rates: Nonmembers, USA $36.00 Special Libraries Association assumes no respon- vlendar year includes the quarterly journal, sibility for the statements and opinions advanced peclal Llbrarles, and the monthly newsletter, the by the contributors to the Association's publica- SpeciaList; add $5.00 postage for other countries tions. Instructions for Contributors appears in including Canada. S ecial Libraries is $12.00 to Special Libraries 73 (no. 2):163 (Apr 1982). A publi- members, the S eciazst is $3.00 to members, in- cations catalop is yailable from the Association's cluded in memger dues. Single copies of Special New York of ices Ed~torialviews do not neces- Libraries (1981- ) $9.00; single copies of SpeciaList sarily represent the official position of Special $1.00. Membership Directory (not a part of a Libraries Association. Acceptance of an advertise- subscription) is $20.00. ment dues not imply endorsement of the product Back Issues & Hard Cover Reprints (191CL1965): by Special Libraries Association. Inquire Kraus Re rint Corp., 16 East 46th St., New York, N.Y. dcrofilm & Microfiche Editions Indexed in: Book Review Index, Business Periodicals (1910 to date): Inquire University Microfilms, Index, Historical Abstracts, Hospital Literature In- Ann Arbor, Michigan. Microforms of the current dex, International Bibliography of Book Reviews, year are available only to current subscribers to International Bibliography of Periodical Literature, the original. Libra y Literature, Management Index, and Science Changes of Address: Allow six weeks for all Citation Index. chan es to become effective. All communications shoufd include both old and new addresses (with Abstracted in: Cambridge Scientific Abstracts, Inc., ZIP Codes) and should be accompanied by a mail- INSPEC, Library O. Information Science Abstracts, ing label from a recent issue. and Public Affairs Information Service. Members should send their communications to the SLA Membershi Department, 235 Park Avenue Membership South, New ~ori,N.Y. 10003. Nonmember Subscribers should send their communications to the SLA Circulation Department, DUES. Member or Associate Member 235 Park Avenue South, New York, N.Y. 10003. $55; Student Member $12.00; Retired Claims for missing issues will not be allowed if received more than 90 days from date of mailing Member $10; Sustaining Member $250; lus the time normally required for postal de- Sponsor $500; Patron $1,000. Every of the issue and the claim. No claims are allowed because of failure to notify the Member- ship Department or the Circulation Department (see above) of a change of address, or because copy 1s "missing from files."

4A special libraries LETTERS

SLA Student Group On January 22, Jim Dodd, former SLA President, was the guest speaker at the Uni- versity of South Carolina's SLA Student Group's luncheon meeting. Twenty-three SLA members attended including graduate students, faculty, and special librarians from the community. Dodd discussed in depth the inappropriateness of SLA's name and both the advantages and disadvantages of changing it. He provided a forum in which all present could voice their ideas and feelings about the proposed name change. The SLA Student Group of USC wishes to express its appreciation to Jim Dodd for traveling to Columbia on his own time and at this own expense to discuss this important SLA issue with us. This support from the top in the form of a visit from a promi- nent member and former President of SLA has made our new SLA Student Group feel that we are truly an integral part of SLA.

Peter Ballantyne President SLA Student Group, USC ON-LINE TRAINING CENTER School of Library and Information Science University of Pittsburgh REVISED PRICE SCHEDULE Dates - 1982 October 11-14 (ORBIT)* Overdue Policies November 15-18 (DIALOG)* Dates - 1983 This is a plea for help from corporate li- February 7-10 (BRS\* brarians and other library employees re- March 14-17 (DIALOG~ sponsible for overdue materials in large cor- A~ril18-21 (ORBITI porations. Our library sends overdue ~'ay16-19 (D'I ALOG~ notices to employees and employees' secre- July 18-21 (BRS) taries on a monthly basis. However, the re- September 12-15 (DIALOG) sponse to these notices is very low, and the October 10-13 (ORBIT) number of overdue books, periodicals, and November 14-17 (DIALOG) subject files is becoming a major problem. ORBIT, DIALOG cost per session = $200 We are particularly interested in how '* others deal with patrons, especially execu- BRS cost per session = $300 tives, who continually fail to return books, Additional BRS, ORBIT, and DIALOG regardless of the number of telephone calls sessions may be scheduled if and notices they are sent. What are your arrangements are made in advance. policies? What etiquette is involved? Any Direct inquiries to: help would be greatly appreciated. Dr. Elizabeth Duncan On-line Training Center Jo Anne Bastian Room 807 L.I.S. Building University of Pittsburgh PRUPAC Corporate Library Pittsburgh, PA 15260 Holmdel, NJ 412-624-521 8 october 7982 Library Automation? ILlAS Is The Answer To A Total Service

Monographs On-lme MARC II catalog~ng Profess~onalcatalog~ng to your specs On-line, book, COM and card catalogs Journal data On-lme or prmted catalogs of library holding, binding, personal subscription and routmg data Binding and routing slips Union lists for multi-locat~onsystems Private Files On-lme data base management for report or specral collect~ons Simplified input format eas~ly adapted to your needs INFORONICS, INC. 550 Newtown Rd. Littleton, MA 01460 61 7/486-8976

1 -: HOME AD] COMPUTER$.TI. Foreign-Language Research or ? S HOME(W)COMPUTER?/TI ? or accurate and concise USER: SrRS/TI :HOMECOMPUTER: @ Translations from 1 into Any Language te~hnical- legal - financial NARRATIONS - DUBBING - VOICEOVERS Cross-system Database Search Guides For the online searcher faced with multiple command languages. Includes 21 of the most heavily-used INTERCONTINENTAL BUREAU databases OF TRANSLATORS 0 Shows search protocols and formats across three online bibliographic search ser- AND INTERPRETERS, INC. vices: BRS, DIALOG and ORBIT

0 Charts are printed on 11" x 16", heavy 285 Madison Avenue duty, smudge-resistant paper New York, N.Y. 10017 (21 2) 689-8810 Complete set (21 charts) $75.00 Soc. Science Set (13 charts) $60.00 Science Set (13 charts) $60.00 145 Natoma Street San Fran. CA 94105 ISBYS 0-938098 W-4 Shlpplng & Handl~ng$1 50 (415) 495-0265 Deut B 141k Koll Circle, Su~te101 CLASS San lose. CA 95112-4698

special libraries 'fie new Dun's@Business Rankings"' fds a "It would give our sales people what the]; definite need - helping librarians search for need to sell more effectively by pinpointing and identlfy the most important businesses in prospects with sufficient employees to require tne country. our services," said a marketer of medical Here, in a single volume, you'll find more billing services. than 7,500 leading U.S. businesses, both would give us the names of top people in publicly and privately held, ranked by annual a comtlanv. , for our cahnofficers," said a sales and number of employees. banker responsible for cGrporate services. You'll also find these top companies ranked "The rankings are especially important be- urithin each state and within each of 152 sepa- cause we o after big companies," said a market r,ateindustries. In addition, there are the names research d.rrector. and titles of key executives in each company. "It would save me hours of work loolung for We were sure Dun's Business Ranlungs information that is often unavailable in industry would make it easy for researchers to find the and state guides," said an overworked librarian. marketing data they need, but we were inter- The new Dun's Business Rankings is ested in how peo le would use the directory now available. To learn more, call toll-free &wemade it avaS able. 800-526-0665.(In New Jersey, 800-452-9772 .) "The geographical format would be useful," In terms of sitnpldjnng your life, it's a book said an executive recruiter with jobs to fill in that's long overdue. the Midwest. LZ'E TURN INFORMATION INTO INTELLIGENCE

BUSlNFSS REFkRENCE PRODUCTS. NESI'ROSPt(71NC SERVICES. Duns ~arketlng S~~VIC~SUNNINC ANDANAL~CAL S~RVICES. DIRKT MSPUNSE wmum a company of ?he Dun& ~radstreet~orporatmn they appeared-e~~ecially'important when And OATS is surprisingly inexpensive-the you want an article for its illustrations, color price of an article starts at $6.25. If you need plates, or graphs. When tear sheets cannot be large numbers of articles on a regular basis, a sent, OATS provldes clear photocopies-of deposit account or monthly billing arrange- course, if the quality of reproduction does not ment can make OATS even less expensive and meet your needs, we'll refund your money. more convenient for you. Send today for a free flyer on OATS. Find out for youiself how aATS cuts the paperwork, hassle, and expense of document delivery.

I Telf me more about document delivery through OATSa. Send me your free flyer. I I I

special libraries DIALOG

TO BUSINESS INFORMATION THAN STOCK QUOTES AND CURRENT EVENTS. THAT'S WHY DIALOG OFFERS BUSINESS SEARCH- * ERS NORE DIFFERENT DATABASES THAN ANYONE ELSE- ' UITH DIALOG, YOU ARE ABLE TO SEARCH MORE THAN 50 DIFFERENT 'I ARKETRESEARCH OMPANY SPECIF- HISTORICAL MONOGRAPHS OF THE ROYAL STATISTICAL SOCIETY Now microfiche reproductions of the unique works in the Royal Statistical Society's Yule Library will be made available through an exclusive agreement between the Society and Microforms International Marketing Corpora- tion, a subsidiary of Pergamon Press, Inc. The holdings of this library are extremely rare, and include the earliest monographs on demography and statistics dating from 1630. The collection covers little-known writings by the renowned authors William Petty, Johan Peter Siissmilch, John Law and Johann Adolph Behrends. Titles not availabk in any other collection will be made available with priority. In addition to statistical titles, the library contains a comprehensive and fas- cinating range of monographs in mathematics and mathematical probability. Included are such authors as Franciscus Schooten, Christian Huygens, De Moivre, Robert Steell, Groschius, Condorcet, Maseres, Ampere, Corbaux, Simon de la Place, Quetelet and Morgan. Also of interest .. . THE MALTHUS LIBRARY CATALOGUE The Personal Collection of Thomas Robert Malthus at Jesus College, Cambridge University by Thomas Robert Malthus, w~thInvited contrlbutlons by Ryozaburo Mlnaml, Patricia James, William Petersen and John Pullen. Published for the first time, this full listing of the works now at Jesus College from the private library of the controversial author of Essay on Population is an invaluable aid to tracing the scholarly antecedents of the great thinker's theories. The volume, with a list of authorities and annotation, is introduced by the world's leading Malthus scholars, and includes as an additional bonus a microfiche reproduction of the 1891 "Dalton" catalogue. Together, they make an important addition to the collection of economists, demographers, and bibliographers. 200 pd. (ipprox.) 1982 hardcover S19.50 To order either the Malthus Library Catalogue or to get additional information regarding reproductions in microfiche of the Royal Statistical Society monographs or of the microfiche of the Malthus Library already available, contact: a', PIERGAMOH PRESS. lNC. W Dr. Edward Gray, FaIrvlew ~aik,Elmsford, New York 10523

70A special libraries Only With PRE-PSYC It used to take months, even as long as a year, for the latest ~svcholoaicalliterature NEW FROM NOYES Available Fall 1982

BIOLOGICAL ASPECTS OF COPPER-Occurrence, Assay and Znterrelationships by Charles A. Owen, Jr.: ISBN 0-8155-0918-9;$28. cI-BASEDCHEMICALS FROM HYDROGEN AND CARBON MONOXIDE edited by M.T. Gillies: ISBN 0-8155-0901-4;$47. DEPOSITION TECHNOLOGIES FOR FILMS AND COATINGS by Rointan F. Bunshah et al.: ISBN 0-8155-0906-5;$69. ELECTRODEPOSITION PROCESSES, EQUIPMENT AND COMPOSITIONS edited by J.I. Durn: ISBN 0-8155-0898-0;$42. ELECTROSTATIC PRECIPITATOR MANUAL by Jack R. McDonald and Alan H. Dean: ISBN 0-8155-0895-6;$48. ETCHING COMPOSITIONS AND PROCESSES edited by M.J. Collie: ISBN 0-8155-0913-8;$42. FABRIC FORMING SYSTEMS by Peter Schwartz et al.: ISBN 0-8155-0908-1;$24. HANDBOOK FOR FLUE GAS DESULFURIZATION SCRUBBING WITH LIMESTONE by D.S. Henzel et al.: ISBN 0-8155-0912-X;$44. HANDBOOK OF ADHESIVE RAW MATERIALS by Ernest W. Flick: ISBN 0-8155-0897-2;$45. HANDBOOK OF COAL-BASED ELECTRIC POWER GENERATION by Robert H. Shannon: ISBN 0-8155-0907-3;$45. HAZARDOUS WASTE LEACHATE MANAGEMENT MANUAL by Alan J. Shuckrow 6t al.: ISBN 0-8155-0910-3;$36. HEAVY OIL AND TAR SANDS RECOVERY AND UPGRADING edited by M.M. Schumacher: ISBN 0-8155-0893-X;$48. IGUANAS OF THE WORLD-Their Behavior, Ecology, and Conservation edited by Gordon M. Burghardt and A. Stanley Rand: ISBN 0-8155-0917-0;$55. INTERNATIONAL TECHNOLOGY FOR THE NONFERROUS SMELTING INDUSTRY by T.K. Corwin et al.: ISBN 0-8155-0894-8;$36. LOW-RANK COAL TECHNOLOGY-Lignite and Subbituminous by G.H. Gronhovd et al.: ISBN 0-8155-0896-4;$52. METAL SURFACE TREATMENT-Chemical and Electrochemical Surface Conversion edited bv M.H. Gutcho: ISBN 0-8155-0900-6;$48. NUTRITION AND KILLER DISEASES edited by John Rose: ISBN 0-8155-0902-2;$25. PHYSIOLOGICAL ASPECTS OF COPPER-Copper in Organs and Systems by Charles A. Owen, Jr.: ISBN 0-8155-0904-9;$28. PLANT GROWTH REGULATORS AND HERBICIDE ANTAGONISTS edited by J.C. Johnson: ISBN 0-8155-0915-4;$45. POLISHING AND WAXING COMPOSITIONS-Recent Developments edited by M.G. Halpern: ISBN 0-8155-0916-2;$36. PREEMERGENCE HERBICIDES-Recent Advances edited by S. Torrey: ISBN 0-8155-0914-6;$48. PRINCIPLES AND TECHNIQUES IN DIAGNOSTIC HISTOPATHOLOGY by Jules M. Elias: ISBN 0-8155-0903-0;$48. RESOURCE RECOVERY PROCESSING EQUIPMENT by David Bendersky et al. and George M. Savage et al.: ISBN 0-8155-0911-1;$42. SYNTHETIC OILS AND LUBRICANT ADDITIVES-Advances Since 1979 edited by M.J. Satriana: ISBN 0-8155-0899-9;$48. THIN SEAM COAL MINING TECHNOLOGY by J. Clark et a].: ISBN 0-8155-0909-X;$36. TRANSPORTATION ENERGY DATA BOOK-Sixth Edition by G. Kulp and M.C. Holcomb: ISBN 0-8155-0919-7;$36. WOLVES OF THE WORLD-Perspectives of Behavior, Ecology, and Conservation ed~tedby Fred H. Harrington and Paul C. Paquet: ISBN 0-8155-0905-7;$48.

NOYES NOYES DATA NOYES CORPORATION 118 Mill Road, Park Ridge, NJ 07656 PUBLICATIONS

special libraries "Fmnlets me spend my time as a profdonal" All too often, librarians get so bogged down in processing paperwork for serials and continuations that they just do not have enough time for what they need to do. That's why more and more libraries are turning to Faxon for help. Our comprehensive serials and continuations management services will help you with the work of ordering, invoicing and claiming. We will simplify payment procedures and record-keeping. And what's more, we can supply you with the information you need for quality collection management. Best of all, Faxon's fast and reliable serials and continuations services are surprisingly affordable. So if you are spending your time wading through endless paperwork, do not waste another minute. Call Faxon for the full story on our services, including details on our remarkable LINX on-line serials management system.

15 Southwest Park Westwood, MA 02090 Tel: (800)225-6055 Owr~wparrhepmgtmwr~mmmunza~e

plinary scope, the bibliography of sourc

PUBLICATIONS Palait des Nations York, NY 10017 1211 Geneva 10, Switzerland october 1982 13A DIRECTORY OF AMERICAN SCHOLARS AMERICAN LIBRARY DIRECTORY 8th Edition 35th Edition Edlted by Jaques Cattell Press Compded wlth the expert assistance ol Compiled and ed~tedby Jaques Cattell Press Thls geograph~cally the leadlng profess~onalsocletles In ten subject dsc~pllnes,thls four- arranged dlrectory hsts some 35.000 publlc academlc, specla1 govern- volume set IS the only dlrectory of ~tsklnd to brmg together such ment and armed forces l~brar~esIn the US 11s Dossesslons and extensive and comprehensrve blographlcal lnformat~onon human~t~es Canada Key personnel current llbrary revenues book budgets and scholars In one place DIRECTORY OF AMERICAN SCHOLARS profdes salarles projected revenues and expend~turesfor the fonhcommg year the blographles of more than 38000 US and Canadlan men and the number of books, films records and other holdlngs lnclud~ngspeclal women wlth more than 3 500 proflles added slnce the 7th Edltlon collect!ons llbrary systems and networks as well as llbrary branchesare ISBN 0-8352-1476-1 Approx 2 900 pp rsted for each entry November 1982 $295 00 the four-volume set, $90 00 per volume ISBN 0-8352-1497-4 Approx 1 900 pp October 1982 $89 95

THE PUBLISHERS' TRADE LIST ANNUAL INFORMATION INDUSTRY MARKET PLACE 1982 1983 This fwe-volume collection of the complete catalogs and bookl~stsof A;6ternational Directory of lnformation Products some 1 500 publishers-mcludlng hard-to-fmd bookl~stsfrom1 200 small and Services presses-s a vlrtual llbrary of book order~ng lnformatlon enabllng The new edltlon provldes full and up-to-date contact. personnel and verrflcatlon of tltlelauthor names prlces pub dates blndlngs LC and product servtces lnformat~onfor more than 1,000 database publ~shers. ISBNs as well as prov~dingmformat~on on backllst tltles forthcom~ng onllne vendors, lnformat~onbrokers, telecommunlcatlon networks. II- books serles and order~ngand d~scountpollcles brary networksand consortla termlnal manufacturers and much more ISBN 0.8352-1510-5 Approx 10 000 pp August 1982 $85 00 Publlshed as lnforrnatron Trade Drrectory outslde the Western Heml- sphere bv Learned lnformat!on Ltd Besselsle~lhRd Abmadon Oxford OX13 ~EFEngland MAGAZINE INDUSTRY MARKET PLACE ISBN 0-8352-1512-1 Approx 266 pp October 1982 $39 95 paper 82-83 SERVING THE OLDER ADULT A Guide to Library Programs and lnformation Sources By Betty J Turock The rlse of the aglng population In thlscountry means that servlces and ~nformat~onfor the older adult are lncreasmgly Impor- tant Thls IS the flrst book to offer a comprehenslve overwew of the mformatlon needs of older adults and of how lhbrarlans and allled professionals can meet these needs A volume In Bowker s Servrng Specla1 Popvlatrons Senes ISBN 0-8352-1487.7 Approx 304 pp January 1983 $29 95 AMERICAN BOOK TRADE DIRECTORY 28th Edition BRITISH BOOKS IN PRINT 1982 Comp~ledand edlted by Jaques Cattell Press Thls newly rev~seded~t~on Publlshed by J Wh~takerand Sons Ltd and dlstrlbuted In the Western lists updated bookstore lnformatlon lncludlng offlc~alname address. Hemlsphere by R R Bowker Thls twwolume set contalns all the cloth telephone number subject speclalt~es SAN (Standard Address Num- paperback flctlon nonf~ct~onluvenlle and trade tltles In prlnt and for ber) owner, managerlbuyer name(s) year of establishment number of sale In the U K -more than 325 000 tltlesfrom some 10 000 publishers It volumes slze of store and sldellnes llsted tor each IS an nd~pensabletool for teachers and students trymg to locate ISBN 0-8352-1498-2 Approx 1 300 pp October 1982 $89 95 lnformatlon on Brltlsh t~tles for lhbrar~ansacqulrlnq and expanding ~nternatlonal collections and for anyone compiling comprehenslve Engllsh-languageblbllograph~es LITERARY MARKET PLACE 1983 ISBN 0-85021-134-4 Approx 6 000 pp Directory of American Book Publishing November 1982 $150 00 In one convenient volume book profess~onalscan fmd the names addresses telephone numbers speclallzatlons and actlvltles of more Prlces are applicable In the US and Canada 10% hlgher In other than 25 000 md~vldualsand flrms actlve In 79 areas of the publlshlng Western Hemlsphere countr~esAll lnvolces are payable cn U S dollars Industry Applicable sales tax must be ~ncludedShlpplng and handl~ngwlll be ISBN 0-8352-1551-2 Approx 860 pp December 1982 $37 50 added

R.R. Bowker Company Order Dept., PO. BOX 1807,Ann Arbor, MI 48106

special libraries october 7982 75A Focus your search skills with ABIIINFORM's new User Guide

A money-saving, time-saving searching. This comprehensive ref- tool erence tool contains controlled vo- ABIIINFORM, the online source cabulary, search protocols, indus- of bibliographic information for try-specific terms, SIC equivalents business and management, offers a and a system-specific search guide. new easy-to-use guide to online searching. Order today Search INFORM, shipped in a bin- Search INFORM der, is a guide to all searching activ- The new user guide to online ities. This complete user guide is searching lists the precise vocabu- $35. Clip and return coupon and lary you need for economical payment for immediate shipment.

Data Courier, Inc. 620 S. Fifth, Louisville, KY 40202 U.S.A. Call: 8001626-2823 Telex: 204235

Data Courier, Inc. 620 S. Fifth St., Louisville, KY 40202 U.S.A.

Please shipbinder editions of the Search lNFORM User Guide @ $35 each. Total enclosed: $ (U.S. funds)

Name Organization

Address

(In US.. please include full address and zip code.)

special libraries INFO/DOC conquers a world of information.

Write, Phone, Telex or Online Order INFODOC. . .and you're on your way. Light years in advance of most search companies, INFO/DOC offers a range of unique, invaluable services at down-to-earth fees. As our name implies, we research, retrieve and deliver both information and documents. And we do it at speeds you may find close to cosmic. Thanks to our location, computers and expertise, the countless resources of Washington, D.C.are available to us immediately. Additionally, through our satellite communication link, the rest of the world is quickly at our fingertips. We furnish U.S.government publications, documents, Freedom of lnformation items, domestic and foreign patents and literature. We are authorized distributors for National Technical Information Service products and Government Printing Office publications. We can provide military, federal and industrial specifications and standards dating back to 1946. And, needless to say, we enjoy access to the Library of Congress, National Library of Medicine, government agencies, and departments, business organizations, trade associations and professional societies. Call us for further information. We welcome all inquiries and accept VISA, Mastercard and American Express. Investigate the advantages of INFO/DOC. And take a giant step toward a new horizon.

Box 17109 Dulles International Airport Washington, D.C 20041 Tel: (703) 979-5363 or (703) 979-4257 Telex: 90-3042 (INFO DOC) Online: ORDER INFODOC october 7982 2nd Annual Serials Conference 8th Annual

Microform Conference Europe and Asia for easy call-ins. 3rd Annual ORBIT is worldwide-and growing! For ORBIT" Syslem ~nfo I In U S call (800)421-7229 0 SDC Government Documents I Europe UK (0) 734 866811 1 ~Oerelo~merlCarpora~on and Information - Conference (all in conjunction with ASIS)

Columbus, Ohio (1 Service October 22,23, 1982 0RBIT"Action-- Desk calls 1 for addit~onalinformat~on contact: are toll free. Two ways. Free of charge, worldwide. Free of the MECKLER COMMUNICATIONS toll it takes on your patience, 520 R~versideAve., calling others. For helpful, eager Westport, CT 06880 I service, call ORBIT first. (203) 226-6967

I No.1 in the CURRENT ISSUES IN LIBRARIANSHIP Series. I Ed. by Darlene Weingand. Published proceedings of conference. Articles include: Leadership: Myths, Theories and Behaviors .Factors Contributing To a Contin- ued Status Differentiation Between Male and Female Librarians *Politics, People, and Power: Women In Library Associations @.Publishing-How Does It Work? (Or, They Don't Call It "Submission" For Nothinal And. more! $16.95 Clothbound

Another new Series: CURRENT ISSUES IN SERIALS MANAGEMENT. No.1 - Serials Collection Development. No.2 - The Serials Collection. No.3 - Union Lists. The Library Research Guide To Music: Illustrated Search Strategy and Sources. Teaching Library Use Competence: Bridging the Gap from High School to College. Greenhorns: Foreign Filmmakers Interpret America. Collecting The Beatles: An Introduction & Price Guide To Fab Four Collectibles, I Records & Memorabilia. Send for our free catalog today/ I PIERIAN PRESS P.O. BOX 1808 ANN ARBOR. MI 48106 I

special libraries IF IT'S A DlETlONARY YOU NEED... YOU NEED THE DICTIONARY STORE ! for a FrenchlEnglish dictlonar~ THE DICTIONARY STORE has the largest of business? Or, an EnglishISpanish selection of dictionaries in Nodh America, vocabulary of medicine? How about a with works in over 100 fields, including: industrial terms? Or, perhaps a air conditioning architecture RumanianlRussian lexicon of military automotive mechanics biology words? YOU might even consider an English1 .business and commerce .chemistry Serbo-Croatian terminology of cattle-rearing. .data processing education electronics finance and banking Whatever your requirements are, YOU can .ins,rance. language. law now buy almost any dictionary in any manufacturino mathematics medicine language on any subject from one source: mining musk philosophy The Dictionary Store. English, French, photography physics political science Spanish, Italian, German, Russian, psychology publishing religion Japanese, Chinese, Arabic-you name television and radio .textiles, and much, much man. the language or subject, we have it.

The Dictionary Catalogue or a specially- uter printout of dictionaries in the

The Dictionary Store, 115 Fifth Ave., N.Y, N.Y 10003 Telephone dictionary orders accepted Monday through Saturday-(212) 673-7400.

The World's Leadmg Dictionary Specialists

The Dictionarya division of the French & Spanish Book Corporation. Store 11 5 Fifth Avenue/ New York, New York 10003/(212) 673-7400 610 Fifth Avenue/ New York, New York 10020/(212) 581 -8810 652 South Olive Street/Los Angeles, CA 90014/(213) 489-7963

october 7982 19A OSS ONLINE SUBSCRIPTION SERVICE OSS ONLINE CLAIMING ORDERING TITLE INFORMATION PRICE INFORMATION MISSING COPY BANK HARDWARE COMPATIBILITY OSS ONLINE SUBSCRIPTION SERVICE OSS SERIALS CONTROL SYSTEM SCS SERIALS CONTROL SYSTEM COMPLETE AUTOMATION CHECK-IN CLAIMING BINDING FULL RECORD DISPLAY CUSTOMIZED REPORTS REFERENCE DISPLAY HARDWARE COMPATIBILITY SCS SERIALS CONTROL SYSTEM SCS oss ONLINE SUBSCRIPTIONSERVICE~OSS ONLINE CLAIMING ORDERING TITLE INFORMATION PRICE INFORMATION MISSING COPY BANK HARDWARE COMPATIBILITY OSS ONLINE SUBSCRIPTION SERVICE OSS SERIALS CONTROL SYSTEM SCS SERIALS CONTROL SYSTEM COMPLETE AUTOMATION CHECK-IN CLAIMING Bl NDl NG FULL RECORD DISPLAY CUSTOMIZED REPORTS REFERENCE DISPLAY HARDWARE COMPATIBILITY SCS SERIALS CONTROL SYSTEM SCS OSS ONLINE SUBSCRIPTION SERVICE OSS ONLINE CLAIMING ORDERING TITLE INFORMATION PRICE INFORMATION MISSING COPY BANK HARDWARE COMPATIBILITY OSS ONLINE SUBSCRIPTION SERVICE OSS SERIALS CONTROL SYSTEM SCS SERIALS CONTROL SYSTEM

The com~lete~ ~ onl~ne~ data commun~cationsnetwork from EBSCO Subscri~tion 8~ services. For the online~programthat meets the special needs of your library.' EBSCO offers: EBSCOnET ONUNE SUBSCRI- SErmKT : For online claiming, ordering, title and price information. As little as $250 and as quickly as 24 hours. EBSCOnET SEWALS SYSEM : For complete automation, including- check-in, claiming, and binding Sophisticated and versatile. Both systems are compatible with most hardware, and give you access to our vast data base-over 160,000 tltles. You can even locate miss~ngissues online. Flexible. Reliable. Adaptable. EBSCOFIET. For more information at no obligation, contact the EBSCOnEi staff at (205)252-1 212. P.O. Box 1943, Birmingham, Alabama 35201

EBSCO SUBSCRlPTlON SERVICES The Serials Professional

special libraries The most comarehensive bioaranhical directory in the humanities Compiled with the expert assistance of the leading Each entry includes: past and present pro- professional societies in ten subject disciplines, this * full name fessional experience prestigious fourvolume set is the only directory of its birthplace and date concurrent appointments kind to bring together such extensive and compre- citizenship honors and awards hensive biographical information on humanities marriage date and current memberships in scholars in one place. number of children professional societies discipline chief fields of research education major publications DIRECTORY OF AMERICAN SCHOLARS profiles the mailing address biographies of more than 38,000 U.S. and Canadian honorary degrees me6 and women active in ten major subject areas A geographical index lists all entrants by city and including: history, English, speech, drama, foreign state, or province, with a reference to the full bio- languages, linguistics, philology, philosophy, reh- graphical listing in the appropriate subject volume. gion, and law. Included are outstanding teachers on the college and university levels, consultants, recog- ISBN 0-8352-1476-1. November 1982. nized authors, editors, researchers-with more than Approx. 2.900 pp. 3,500 new entrants added to this 8th Edition. $295.00 the 4-volume set; $90.00 per volume

Volume I: History. ISBN 0-8352-1478-8 Volume II: English, Speech & Drama. ISBN 0-8352-1479-6 Volume Ill: Foreign Languages, Linguistics, & Philology. ISBN 0-8352-1481-8 Volume IV: Philosophy, Religion and Law. ISBN 0-8352-1482-6

R.R. BOWKER COMPANY Order Dept.. P.O. BOX 1807, Ann Arbor, MI 48106

october 1982 Announcing A new landmark reference! The easiest. Yours for the asking - most useful and complete source of information on methods, techniques, and from Predicasts. a~plicationsfor anyone using statistical Sign up now to receive the new PTS OnLine News - freel This quarterly 1 newsletter will keep you regularly informed of new Predicasts Terminal System (PTS) features and search techniques.. . PTS applications to your field ... and industry conventions where you can discuss your needs with our representatives. Send for your free pamphlet A Manager's Guide to Online Business 2 Information, a convenient hand-out for members of your organization who aren't yet familiar with online systems. This will give ENCYCLOPEDIA OF them a quick rundown of online STATISTICAL SCIENCES information and explain PTS Ed~tedby Samuel Kotz and applications to their organizational Norman L Johnson Now all users of statistics-experts and roles. Save your breath ... heighten non-experts al~ke-can flnd the your department's visibility. ~nformat~onthey need on speclflc statlstlcal methods and fields of applcatlon wlth thls all-~ncluslve,easy- Request our free booklet to-use reference listing the periodicals Over 2 500 entrles abstracted in Predicasts' Approximately 5.000 pages Over 750 eminent contr~butors services. This two-part 8 volumes Two per year startlng 1982 3 For everyone who uses statlstlcs guide organizes all of our source Exrens ve blolloqraph~es-. publications - except annuals and Fully indexed one-time special editions - Subscriptton savings of 15% alphabetically by full journal title, and Vol. 1: A to Circular Probable Error alphabetically by the publication 512 pp. (1-05546-8) 1982 $75 00 Vol. 2: Classif~cat~onto Eye Estimate abbreviations used in our 624 pp. (1-05547-6) Aug.'82 $75.00 subscription publications and online Vol. 3: F D~stributionto Hypothesis in PTS. Testing (1-05549-2) Sprlng '83 Vol. 4: lc~ngthe Tails to Lyapunov CLIP & MAIL TODAY TO - lnequal~ty (1-05551-4) Summer '83 11111111111111111111 SAVE IS%! Subscribe to the complete 8-volume set Predicasts, Inc. and save 15% off the regular single- Dept MASL 1 1001 Cedar Ave . Cleveland. OH 44 106 volume price! For deta~lsand prospectus Place my name on the mailing list for PTS write to Jules Kazimir OnLine News. FOR BOOK ORDERS ONLY: Rush mecopiesof "A Manager's Guide Call TOLL FREE to Online Business Information.'' (800) 526-5368 Send me the free guide to periodicals In New Jersey, call collect abstracted in Predicasts' services. (201) 797-7809. Order Code #3-8090 Name T~te

-- Organ~zaton Phone WILEY-INTERSCIENCE Address a division of John W~ley& Sons. Inc. 605 Third Avenue. New York. N.Y. 10158 In Canada. 22 Worcester Road. C~ty/State ZIP MASL Rexdale. Ontarlo M9W 1L1 3~8090

special libraries Library Management Miriam A. Drake Issue Editor

NFORMATION MANAGEMENT and achievement of corporate goals is emerging as a major corporate and objectives. activity and is being given greater Librarians, as managers of exter- emphasis in the corporate hierar- nal information resources, have a chy. During the next ten years the unique opportunity to improve trend combining internal and exter- their positions in corporations, as nal information activities into a well as participate more actively in coordinated function will acceler- the work of the corporation or in- ate. This development has been stitution. The expansion of library1 stimulated by the availability of ap- information center activities to in- propriate technology, the needs of clude records management, in- individuals at all levels to have or- house reports, and data processing ganized information rather than is a logical step in the evolution of documents, printouts and data, and special librarianship. the realization that information is a The Library Management Divi- resource. As an economic resource, sion in selecting "Information Man- information must be effectively agement" as the topic of this issue managed just as financial, physical, of Special Libraries recognized the and human resources are managed trend toward and importance of the to enhance productivity, creativity, information management functior

october 1982 Copyright 6 1982 Speual Lbrar~esAssocation 23A The aims of this issue are to de- tions and backgrounds. They offer a scribe the transition from librarian- wide range of views on manage- ship to information management ment, libraries, and information and to present the values, concepts, management. It is hoped that this talents, and skills necessary for ef- issue of Special Libraries will provide fective information management. Special Libraries Association mem- Frank Spaulding, Joe Ann Clifton, bers with new ideas and increase and Valerie Noble, the officers of the awareness of the exciting and the Library Management Division unique opportunities before them. and outstanding leaders in the field, The editor is grateful to all the enthusiastically supported this op- contributors and the officers of the portunity to present the views and Library Management Division for perspectives of corporate and in- their enthusiasm and patient sup- stitutional managers, as well as li- port. brarians and information managers. The authors contributing to this Miriam A. Drake issue come from assorted institu-

special libraries Information Management and Special Librarianship Miriam A. Drake Library Support Services, Purdue University Libraries, West Lafayette, Ind. 47907

Dlnformation management is becoming a separate and critical function in many corporations. Changes in information technology and attitudes of managers and information users are providing the impetus to combine internal and external information activities into a single coordinated function. The basic concepts of information management are a logical outgrowth from the early foundations of special librarianship. Emphasis on information and individuals and the availability of appropriate technology will facilitate the transition from collection-based librarianship to management of information resources.

VER THE YEARS readers of is the iob of the svecial librarian. It is Special Libraries have been this aspect of information delivery in an 0advised and urged by many appropriate form for the user that has writers to focus their activities on their distinguished special librarianship clientele and their information needs. from other branches of the field. Early issues of Special Libraries pre- In 1919 Thomas questioned the use of sented two definition~of special librar- the word "library" Bnd the appropriate- ianship, one focused on specialized and ness of the name "Special Libraries limited collections, the other on people. Association": "To the lavman a librarv Discussing the value of special librar- means shelf upon shelf 'of books, an2 ies, Handy in 1911 stated, ". . . it is the most executives are laymen insofar as power to furnish required and neces- libraries are concerned:I simply leave it sary information where it will do the as a subject of thought and a possible most good at the right time and in the suggestion to the Special Libraries As- right shape, with a minimum expendi- sociation that attention to terminology ture of time and energy on the part of may be worthwhile" (2). those whose business it is to use the These same thoughts were expressed information when furnished" (1 ). by James B. Dodd in his inaugural ad- Clearly, Handy recognized that the job dress to the Association in 1980. Dodd of gathering, synthesizing, and sum- raised the question of a new name for marizing information in accordance the ~ssociaiion,stating: "In most other with the needs of the information user professions the job titles clearly indi-

october 1982 Copyr~ghtQ 1982 Spec~alL~brar~es Assoc~at~on 225 cate that the effectiveness, usefulness, vices, and clipping files. Information power, and respect lie not in the build- specialists relied on the tools available ing but in the people who work there. to them but laid the foundation for the But with librarians the job title identi- transition from specialized collection fies us with the building-a static, pas- builder to information manager- within sive, ineffectual symbol that gives no the corporation. indication of the creative activity that This foundation has permitted pro- goes on inside" (3). It is clear that the active librarians and information man- work of special librarians and the lan- agers to broaden the scope of their work guage used to label that work have been in response to changes in the context incongruent. and content of corporate activity. Davis The basic concepts of information states, "context is created by drawing service rather than collection service of a boundary-the frame. What lies have been central to the work of special within the boundary becomes con- librarianship since the Association was tent. . . . Context creates a reality, and formed. The methods for accomplishing the reality it creates is content" (4). the tasks and responsibilities associated The reality, environment, and boun- with information service have changed daries of both the corporate and infor- dramatically. mation worlds have changed dramatically in the last 35 years. Both worlds have expanded in perspective, activity, Since its early days, the differ- and impact. The expansion of the con- ence between the special li- text and content of cornorate resvonsi- brary and the public or aca- bilities and activities and the over abundant supply of information have demic library has been the work necessitated both more intensive and performed by special librarians. extensive concepts and activities in information vrovision. The progression from special librar- In 1911, implementation of the con- ians relying on limited print sources to cept of information resources manage- chief information officers responsible ment was not possible. The exponential for processing information from all growth of information was not antici- sources is now feasible. Svnnot indi- pated in 1911, and management, as we cates that "The informationJmanager of think of it today, was in its infancy. the future will have varied roles: strate- While the idea of providing the right gic planner, change agent, proactivist, information to the right person at the businessman, politician, integrator, in- right time has been evolving, new fac- formation controller, strategist, staff tors have changed and expanded the professional, manager, futurist. The scope of information activity and our most important of all, however, will be ability to translate concepts into effec- recognition as the firm's chief informa- tive programs. These factors include tion officer" (5). computers, telecommunications, the There are many years and many dif- emeEgence of information as a resource, ferences between the definition of spe- development of management as a func- cial librarianship and the definitions of tion, a more competitive and politicized the functions of chief information of- corporate environment, and the devel- ficer (CIO). Many contemporary librar- opment of marketing. ians may find the idea of a CIO beyond Special librarians of the early 1900s their horizons. The tools and manage- had no choice but to focus on the ment skills are available but attitudes building and maintenance of special- may be lagging. Many librarians tena- ized collections. There were no viable ciously cling to the concept of the li- substitutes for books, journals, printed brary as an end in itself. They have not abstracting and indexing (AM) ser- recognized information as a resource, special libraries the need to manage this resource, or the formation, and submit a concise sum- economic and social benefit resulting mary or report" (7). from effective management of informa- The collection-oriented library de- tion resources. livers a tangible product in the form of This paper will review concepts of in- an article or book but the librarian formation management in today's en- rarely knows if the client derived vironment and factors associated with needed information from the docu- the transition from librarianship to ments or is able to convert the material information resources management. in the document into information. From These factors include values and atti- an economic point of view, the delivery tudes, the corporate environment, and of documents or data is costly to the cor- information technology now and in the poration. The library engaging in the future. document delivery business provides a tangible product with little value added. The person making the conver- Information Management sion from documents and data to information is providing the real value, often The information management pro- at considerable cost. Document delivery cess focuses on the information needs is costly because its output is of ques- of individuals and the delivery of a tionable value relative to the cost of in- product to fulfill those needs. At the put. The corporation incurs additional present time, information manage- cost because the valuable time of infor- ment programs are being initiated mation users is consumed in the pro- and implemented primarily in the cor- cess of converting data into informa- porate sector. The process of supplying tion. The opportunity costs of this information, rather than documents, process, i.e., the cost associated with citations and data, begins with a deter- diverting the user's time away from mination of the scope and type of infor- hislher primary task, is very high. mation needed. Between determination Information management, by com- of need and delivery there is a process bining the gathering function with of gathering, evaluating, synthesizing, analysis, synthesis, and delivery in and packaging. usable form, adds value in two ways. "Information management not only First, the value of library or information deals with the need of individuals and center output increases and is positive organizations to convert data into infor- relative to input costs. Second, the op- mation but it also deals with the prob- portunity cost is saved and productivity lems of getting the right information to is increased. "Problems of informa- the right people at the right time and in tion glut and information scarcity are the right form" (6). Conversion of data aspects of information management. into information, for the most part, has Other aspects of information manage- not been performed by librarians. Li- ment include information redundancy, brary users are expected to perform this unreasonable information collections conversion by themselves. and reporting burdens on those sources Since its early days, the difference be- from which an organization requests tween the special library and the public information, and excessive costs of or academic library has been the work handling information within an organi- performed by special librarians. Bost- zation" (6). wick described this unique aspect of Given the availability of information special librarianship: "We ourselves are in forms other than volumes on the obliged in most cases to perform for our shelf, the current information handling patrons the work that is left to the pub- costs in organizations with traditional lic, in a general library. We ourselves approaches is excessive. Two-thirds of must take these books and this miscel- the costs of traditional library opera- laneous material, extract the desired in- tions are for input, that is, the cost of october 1982 materials, processing and storage (8). The functions of the corporate library, These fixed costs have escalated rapidly records management, data processing, in the last seven years. Such costs, in- and management information will be curred in anticipation of use and paid integrated and coordinated by the CIO whether the library is used or not, are to produce a more cost-effective method not longer justified in many corporate to manage information resources. and academic situations. On the user side, the costs of using Variable costs, have increased less conventional libraries are indeed exces- rapidly in recent years. The total cost sive compared to the costs of obtaining per unit of output in the traditional li- information processed for use. The brary has risen to the point where it is value of the user's time to the organiza- appropriate to study more cost-effective tion and the amount of time needed to alternatives. The availability of alterna- find data from varied sources and to tives to reduce unit costs of library out- convert it to information are very high.

The traditional notion of the library existing for itself and librarians existing for their own professional goals is not appropriate to information management in a corporate setting. put are relatively new. Information Handling problems of information glut technology has made it possible to or information scarcity can be costly to change the inputloutput and fixed1 any organization if the user has to do all variable cost ratios. The quality and the work. Information glut necessitates quanity of information service output that the user sort, evaluate, and synthe- can be increased with relatively small size from many documents. Informa- investments. tion scarcity necessitates time-consum- Brinberg points out: "Assuming that ing searching in many sources. information is a resource, it is com- The organization managing informa- posed of two distinct, but interrelated tion rather than collections can position components-the content and the tech- itself to offer customized services to in- nology. Until recently information con- dividuals. Information content rather tent resources were managed as discreet than information storage devices can be entities related to the form in which the managed to reduce quantity, redun- information was obtained. . . The con- dancy, and poor quality and to produce cept of the information manager explic- the quality of information appropriate itly addresses this dispersion of respon- to the need. sibility, calling for an integration . . . of Information managers recognize the information content in whatever form- necessity and feasibility of tailoring. As text or numeric-and from whatever Brinberg states, "It is also becoming in- source-internal or external" (9). creasingly evident that not all indi- As information management evolves viduals need the same level of informa- and recognition of information as an tion, even those interested in the same economic resource grows, the scope of subject, and not all users require it in information management will expand the same time frame" (10). The ability to and result in the appointment of a chief respond to the needs of individuals information officer in many firms. The within their time constraints and at a job of CIO will include responsibility level appropriate to their need dis- for internal and external information tinguishes the information manager and the integration of this information. from the traditional librarian.

special libraries Values and Attitudes bility to their parent organizations is vague, at best. The early members of SLA recognized that their roles were Information managers recognize the different and that their positions were diversity and varying levels or urgency not directly comparable to librarians associated with information needs. Pro- in public libraries or academic institu- viding necessary information within tions. the limits of time precludes treating In a 1975 speech to the Association of every user alike. Traditionally trained College and Research Libraries, librarians often are uncomfortable with Drucker noted, ". . . professional peo- the idea of providing different levels of ple tend to be more interested in their service to different users because they profession than the institutions in have been trained to provide equal ser- which they practice it. The purpose of a vice for all users. An information man- hospital, however, is not to practice agement program is not based on egali- medicine, but to help patients" (12). tarianism but on the assumption that The question to be solved by librarians individuals will be given more or less and the organizations employing them service as needed. is why the library or information center Information management requires exists? Is it to practice librarianship? setting aside many attitudes and values Collect books? Or provide information conveyed in library schools. The tradi- services to people? tional notion of the library existing for Many traditional librarians believe itself and librarians existing for their they are helping people by providing own professional goals is not appro- access to information, engaging in bib- priate to information management in a liographic instruction, and leaving the corporate setting. user alone to do the real work. In most Both the librarylinformation center organizations, these traditional activi- and the librarianlinformation manager ties are ineffective and counterproduc- must subordinate their goals to those of tive. The cost to the user and the the organization. The function of infor- employer is high. The process may mation management is to support the be efficient for the library but not effec- organization and its staff in achieving tive in terms of user and corporate goals corporate goals. To paraphrase Charles and productivity. In making the tran- Wilson, what's good for the organiza- sition to information management, li- tion is good for the information service, brarians have to integrate their profes- not the reverse. sional goals into corporate goals. They Successful transition to information must concentrate on doing the right management will require librarians to things rather than doing things right. identify with the work of the corpora- Information management's focus is on tion and to be accountable for the value effectiveness, not on library efficiency. of their activity. "Organizations have This notion of reaching beyond ef- lives, values, and purposes of their own ficiency to effectiveness was the theme which may not be in congruence with of SLA's 1981 Conference. the values and objectives of the profes- The information management func- sionals who work in organizations" tion, with its emphasis on delivery of (11). The professional often is schooled substantive information, places respon- to accept the values and standards of the sibility for gathering, evaluating, inte- profession and to eschew corporate grating, and packaging information in values, such as working for the benefit the hands of the information specialist of the company, its stockholders, and or librarian, not the information user. employees. The values and standards of Fairchild, in 1915, saw this activity as the library profession have been formu- an opportunity, not a burden. In writ- lated, for the most part, by academic ing about "the need for a new profes- and public librarians whose accounta- sion" he stated: "This need is not for

october 1982 --- cation of erroneous information carries Successful transition to infor- risk. The accountability of the informa- mation management will re- tion manager to the corporation is far quire librarians to identify with greater than the accountability of a pub- the work of the corporation and lic or academic librarian. The effectiveness of an information to be accountable for the value activity is measured by the satisfaction of their activity. level of clients and the provision of information appropriate to the needs of individuals. The information manage- librarians who can supply a given date ment process begins with people and or find sensible answers to the million content. The traditional library is pas- fool questions that are asked every day. sive and measures its success as an In truth, it has little to do with the li- institution by document use. Libraries brary, as such, but a great deal to do reach their users by selling document with the individual man or woman who use, in contrast to information man- has the analyzing knack; that is to say, agers who do not sell an institution but the ability to dig up all the factors in- market a service. volved in the special problem in hand, to sevarate the essential from the non- essential and to present in the last de- Marketing gree of condensation all the facts pertinent thereto" (13). The role of marketing in its broadest Although Fairchild did not give this sense is a major activity of the informa- process a name, his "analyzing knack, tion manager. The necessity of "selling" . . . ability to summarize are essential the library to corporate management skills for the information manager. Li- is not new to special librarianship. brarians desirous of becoming informa- Thomas in 1919 observed: "A Library tion managers will have to set aside into which no advertising ever is put their fears-of making judgments and may be a nice quiet comer with row commitments and sharpen their analyt- upon row of neatly arranged books . . . ical skills. They will have to develop and that the library is there will be evi- knowledge and confidence in their own denced each month on the cost figures abilities and be willing to take risks. As of the company . . . But how many in- the library moves toward information quiries will be answered . . . How management, it carries greater respon- many people in the organization will be sibility and liability. leaning upon the library as a source of In the past, library schools trained li- information necessary to their work?" brarians to avoid risk and liability by (2, p. 168). emphasizing that the librarian's job was Since 1919, corporate executives, to provide access to collections. It is business school professors, politicians, easy for public and academic librarians clergy, and many others have learned to hide behind the concepts of access that advertising and selling are not suf- and collection building because their ficient, especially in the service indus- varent institutions exvect that be- tries. Organizations-both for-profit havior. In a corporate information and not-for-profit, service producing management setting, the information and goods producing-have learned manager is responsible for the appro- that the consumer or customer is the be- priateness and accuracy of content and ginning, not the end, of the marketing accountable for results. process. "A selling orientation equates The information manager in a corpo- the marketing task with persuading tar- ration must be aware of the risks to the get audiences that they ought to accept company of failure to find or communi- the offering . . . These marketers start cate pertinent information. Communi- with what they wish others to know special libraries about their organizations and only later think about customers' needs and The information management wants" (14). A typical library tells process focuses on the informa- potential users about its collections and tion needs . . . and the delivery reference services and waits for the users to use the library. The implicit of a product. . . Between deter- assumption is that if they are told about mination of need and delivery the collections and services they will there is a process of gathering, obviously want to use them. These sell- evaluating, synthesizing, and ing messages. may be promulgated through brochures, letters to staff, or packaging. advertising. Regardless of the medium the message is, "Here is a wonderful the past and for what they think is rea- service. You should want to use it." sonable in the future. In short, we have A marketing approach assumes noth- taught them to play the game by our ing about the "goodness" of a service own rules" (15). and is not based on implicit assump- In many libraries "our own rules" tions about customers. Marketing be- will suffice because people are reluctant gins with an investigation of consumer to challenge the "goodness" of the li- wants, needs, expectations, and infor- brary. Librarians can justify the level of mation behavior. Services are devel- service bv size of collection, number of oped to fulfill customers' wants, priced referenclquestions answerdd and body appropriately, and delivered or distrib- counts at the door in a patronage envi- uted in a manner appropriate to cus- ronment. In a marketing environment tomer need. Analysis of customers' these measures are meaningless and do needs usually results in selecting seg- not provide justification for corporate ments of the market and targeting spe- or institutional support of the library or cific segments. The service offering may information service. be different for different target groups. Since information management" be- In a marketing oriented organization, gins with the needs, wants, and expec- assumptions about the goodness of li- tations of customers, a marketing ap- braries are not used as the raison d' Gtre proach is essential and appropriate. for the library. Old assumptions about Success in information management is users' information needs and informa- measured bv customer satisfaction and tion gathering behavior also are aban- in some instances, by the revenue doned and replaced by data derived earned by the information management from marketing research and analysis. department or group. What is customer A marketing approach also respects the satisfaction for an information manage- intelligence of the consumer rather than ment service? How can satisfaction be assuming that the potential library user measured? Satisfaction derived from is ignorant but wants to guard, protect, the purchase of a product or service is or support a good thing, namely the li- closely linked with met needs, unmet brary. Customer satisfaction is not need;, expectations, surprise, regret, equated with a visit to the library or relief, and other factors. Oliver states, providing an answer to a reference ". . . all performance is subjective, question. Attitudinal surveys or user even objective, quantifiable perform- studies do not constitute measures of ance is perceived subjectively . . . customer satisfaction. As Herbert perceived performance is evaluated by White has pointed out, ". . . user stud- the consumer relative to a reference ies that simply ask patrons what they point determined by the consumer's want or how well they like what has expectations" (16). Performance exceed- been provided evoke only a self- ing the level of expectation is likely to fulfilling prophecy. People state an ex- produce excitement, surprise and posi- pectation for what they have gotten in tive perceptions. Performance below

october 1982 the level of expectation is likely to result time of consumption as possible. In- in regret, disappointment and negative formation managers should be captur- perceptions. ing evaluative data on an on-going The information manager should be basis and should be looking for the aware not only of the content desired by longer range evaluations and-attitudes the customer but also of hislher expec- of users, as well as the immediate tations of the results. When dealing evaluation. with customers on a one-to-one basis, Since the value of information is information managers can determine judged on a subjective basis, the infor- the individual's expectations of the re- mation manager must plan evaluation sult. Delivery of too much or too little programs to capture subjective com- information relative to the individual's ments and assessments. The evaluation expectation can produce negative per- system can be both formal and in- ceptions. Exceeding the user's expecta- formal. Formal evaluation is likely to be tion quantitatively or qualitatively can in the context of the immediate need produce positive perceptions of service. while informal evaluation will include Delivery of information in an inappro- longer term assessment, impact and at- priate format or beyond the time limit titudes. specified also can result in negative per- cevtions. Corporate Environment In information delivery, the customer's perceptions about the quality of Most libraries are not independent service need to be cavtured and meas- organizations with their own markets ured after the individual has evaluated and sources of revenue. They exist the information delivered. The timing within larger organizations, a munici- of follow-up data gathering is critical pality, academic institution, not-for- but difficult because the customer may profit organization or for-profit corpor- not use the information immediately ation. As a support service, information upon delivery. In most instances, the center goals should fit the framework of request for information will be in rela- corporate goals. The library cannot exist tion to a specific project, program, or meaningfully as an island. It must relate event. The customer's evaluation of the to its immediate surroundings, as well information package within the frame- as to the broader world of the parent work of the specific project or program organization. The information manager should be elicited within several days or librarian should be fully informed or weeks. The information manager about the parent organization's busi- needs feedback at the time of evaluation ness, activities, financial situation, reg- and use, not several months later. "If ulatory environment, competition, feelings of satisfaction are permitted to products, markets, and business plans. decay into attitudes, much of the diag- Environmental analysis is necessary nostic data is lost" (16, p. 41). not only to understand the business of Since information is never used up or the corporation but also to tailor ser- fully consumed, it is available for future vices to ,support the goals of the corpo- use. The conversion of information into ration. Information about the external working knowledge and the integration world is essential to corporate strategic of information into thinking processes planning, marketing, finance and the may take many months. A common oc- viability of the business. Information currence in information delivery opera- managers can clearly demonstrate their tions is client recognition of the value of value to the organization by conveying an information package many months both information and understanding of after its delivery. When products such the corporation's internal and external as toothpaste, food, and other consum- environments. ables are consumed, it is important to Information managers need environ- capture evaluative data as close to the mental information at three levels. First

special libraries there is need to understand the internal Research and develovment exvendi- workings of the corporation and the tures are particularly important for in- information needs and behaviors of formation managers serving R&D clientele. The strengths and weaknesses groups. Are expenditures increasing or of the organization, its staff, finances, decreasing? Is the R&D content or focus services or products, marketing, poli- changing? The content of research and tics, and other factors need to be new vroduct develovment is an im- understood in order for the information portant area of knowledge for the infor- manager to provide service appropriate mation manager. to the client's need and circumstances. In recent vears, comorations have The information manager should be been more o;twa;d lo6king and have intimately familiar with corporate or in- become more politicized. The CEO of a stitutionalfinancial statements. In a not- large company deals with many publics for-profit organization, the information or constituencies: the board of direc- manager should know the sources of tors, stockholders, staff, suppliers, revenue and items of expense. government at all levels, community The political environment of the not- groups,- - the financial community, and for-profit organization also is im- consumer groups. The corporation has portant. If the organization is financed become more accountable to groups by donors, who are they? What portion other than stockholders. Communica- of revenues do thev contribute? What tion with each of the corporation's pub- portion of revenues are earned from lics places a burden on the CEO or fees, ticket sales, or sales of services? board chairman in terms of needed in- Who wields the power in the organiza- formation. A speech to a community tion? Who influences top management group will require different quantities and the Board of Directors or Trustees? and levels of information than testi- The for-profit sector is primarily con- mony before a congressional commit- cerned with sales, profits, return on in- tee. Information managers serving top vestment, market share, product and management need to be keenly aware of service development, and competition. the habits, styles, and behaviors of key

Information managers should be capturing evaluative data on an on-going basis and should be looking for the longer range evaluations and attitudes of users, as well as the immediate evaluation.

The information manager should be fa- managers. Does the president or board miliar with the financial and market chairman write hislher speeches? If not, aspects of the company's business. The who does write them? balance sheet will provide a picture of The second level of environmental in- the company's financial health and via- formation concerns the corporation's or bility. The narrative statements accom- parent organization's immediate world. panying financial statements may give Factors in this area include competition, clues to the corporation's measures of regulation, finances, technology, and success. Does the corporation empha- corporate goals, both in the short and size return on investment? Market long term. share? Growth? Earnings per share? The Information managers should learn as information manager also needs to much as possible about the corpora- know about the corporation's profit and tion's products, markets, and channels loss. Which product lines are profit- of distribution. Market share and activi- able? Which lines are losers? ties of competitors are of particular im- october 7982 portance. Many companies have Diet may not be easily predictable, but adopted strategic planning programs to the general direction can be under- review goals, access strengths and stood. Trends in technology also can be weaknesses, explore new products or evaluated. For example, there is a clear markets and evaluate opportunities for trend toward the use of robots in manu- growth and change. In this environ- facturing and text processing in offices. ment, change is a positive process es- More engineering design work will be sential to the growth of a corporation accomplished with computer graphics and the personal growth of its staff. than pencil and paper. Knowledge of All corporations plan and operate in these trends and their likely effect on an environment of uncertainty. The the corporation will provide greater in- economy, interest rates, inflation, sight for the information manager and worker productivity, regulation or enhance hislher effectiveness within deregulation, tax structures and rates the corporation. impact the corporation directly. Interest rates and the availability of capital affect the corporation's ability to provide for Information Technology short term cash needs, as well as for long term investment in plant, equip- There are many and varied predic- ment and new ventures. tions regarding the nature and impact The quality and quantity of the labor of information technology. While the force are major concerns, especially in timetables of forecasters differ, there an era when the composition and age of appears to be general agreement that the labor force are changing. Declining many homes, offices, and schools will productivity is a major problem in be equipped with microcomputers be- many industries. Companies in the fore the end of the decade. Videotex transportation and telecommunications also will be more widely available to in- industries have been or will be signifi-- formation users before the end of the cantly affected by deregulation. decade. These developments, coupled Technology is a critical factor in many with electronic or videodisc publishing industries. Is the comuanv committed and user friendly computer-based I J to state-of-the-art technology? Is the systems, will many information company a leader, or is it likely to users to be independent of the library in stagnate or decline because it has fulfilling their information needs. not adopted the current technology Data currently retrieved from refer- or planned for emerging technological ence books will be retrieved from developments? online, user friendly computers. Ency- The third level is the national or clopedias, handbooks, almanacs, dic- world level. This level of data gathering tionaries, abstracts, periodical indexes, involves trends in the economy, poli- and other fact books will be available in tics, international affairs, technology forms other than the printed page. The and any other factors affecting the integration of computer, telecommuni- future of the corporation. International cations, video, and audio technologies affairs are of particular importance to will accelerate in the next two decades. multinational corporations or compa- This integration will provide greater nies relying on imports of raw materials quantity and variety of information, in- or export markets. World markets are struction, recreation, and entertain- likely to become increasingly competi- ment affecting everyone from nursery tive especially in products dependent school children to their grandparents. upon new or emerging technologies. These developments will not make Long-term political trends should be books obsolete in the near future. The watched for general directions. Specific book will survive but will be used more actions of the U.S. Congress, British selectively. Books produced for recrea- Parliament or the Japanese National tion or intended to be read cover to

special libraries cover will survive indefinitely. Aca- subscriptions and print version of A&I demic and public libraries will continue data will be obviated. Neil1 predicts, to buy books to satisfy the reading "As soon as online services become needs of their clientele. Organizations available through home terminals working toward an information man- (databases managed by cable systems agement function will have more effec- middlemen in conjunction with present tive tools available to implement their distributors), all library online services programs. The boundaries of the cor- will become redundant unless provided porate data processing function will be free of charge (17)." The collection of extended. Computers and expanded service fees and copyright royalties will telecommunications capabilities will be simplified by adding them to the permit the integration of internally and monthly cable bill. These developments externally derived data. The stumbling will enhance the capability of the infor- blocks to this integration are not tech- mation manager to design and imple- nological but relate to marketing by ment customized information systems. database vendors, copyright issues, Developments in telecommunica- numerophobia, and computer illiter- tions and small compact terminals will acy. Librarians, trained in the humani- make it possible for people to access in- ties, often exhibit a strong fear of formation wherever they go. Fewer numbers and reluctance to deal with trips to the office, fewer meetings, and quantitative data. This fear and lack reduced interpersonal contact have of competence prevents them from get- unknown implications for individuals ting involved with information man- and society. agement systems having quantitative Artificial intelligence is another components. development with unknown impact.

Computer illiteracy is a major obstacle to integrating internal and external information. Many librarians do not know the capabilities or limitations of computers, how the hardware works or the software is designed, written, or used. They rely on others to produce a computer-based system and ask only for a recipe book specifying the buttons to be pushed or the keys to be touched.

Computer illiteracy is a major ob- "New technology now moving opt of stacle to integrating internal and ex- the laboratory is starting to change the ternal information. Many librarians do computer from a fantastically fast calcu- not know the capabilities or limitations lating machine to a device that mimics of computers, how the hardware works human thought processes-giving ma- or the software is designed, written or chines the capability to reason, make used. They rely on others to produce a judgments, and even learn (18). " The computer-based system and ask only capabilities of artificial intelligence to for a recipe book specifying the buttons sift through vast quantities of informa- to be pushed or the keys to be touched. tion and to organize, synthesize, and As direct online access to periodical produce the quantity, quality, and level indexes, abstracts, and text become needed by the user are just beginning to readily available, the need for journal be investigated. october 1982 Despite the enthusiasm of artificial computer. When these computer lit- intelligence proponents, "There is . . . erate people enter the labor force, their little agreement, still, on what is meant expectations of libraries and informa- that a comvuter 'thinksf-or whether a tion centers will far exceed those of computer's problem solving methods today's users. The computer phobia ex- should be patterned after human cogni- hibited by many older adults will tive processes (18)." Artificial intelli- gradually disappear and be replaced by gence will provide greater information reliance on the computer for a variety processing capability to the information of needs. users; however, it is doubtful that these super machines will replace people in Conclusion information centers or replace the .judg- - ment of individuals in defining infor- As information users grow in com- mation needs or evaluating results. puter literacy, the information manage- The technological developments dis- ment function must grow with them. cussed to this point have related to the The sophisticated computer user will tools of information managers and demand more self-sufficiency in infor- users. The products of technology re- mation retrieval, elimination of remain only material things until dundancy, greater accuracy, and someone begins to use them. When use systems designed for individual needs. involves behavioral, social, or economic Comvuters. hand held terminals, and change the technological device be- the &ailability of necessary telecom- comes the basis for innovation. Micro- munications will change information computers are the basis for a variety of gathering, processing, and use. Infor- innovations in American society and mation managers will have to recognize changes in the behavior of individuals. and deal with varying levels of need, Nowhere is this innovation more per- changing time frames for satisfaction, vasive than in elementary and second- and changing values. Information will ary schools. Children from nursery continue to increase in value as an eco- school through high school are using nomic resource. The necessity to man- computers for a variety of activities. age that resource effectively will inten- Sales of small computers to schools were sify. Special librarians are uniquely 70,000 units in 1980 and are expected to qualified to broaden their activities and reach 250,000 by 1985. Apple has al- to enhance their value to their em- ready sold more than 50,000 units to ployers by implementing information schools (19). The microcomputer offers management programs. The foundation a variety of new learning tools for for this work was laid in 1911, the tech- students, teachers, and librarians. By nological devices and managerial tools the end of the decade most students are now available or are in the vrocess entering college will have used a micro- of development.

special libraries Literature Cited Resource Management in the 80's." information and Records Management 16:26-27 (Mar 1982). 1. Handy, D. N.1"The Earning Power of 10. Brinberg, Herbert R.l"Content, Not Special Libraries." Special Libraries 2:5 Quantity . . . Tailor Specific Data to (Jan 1911). Specific Needs-New Thrust of 2. Thomas, Leon I. /"Some Whys and Information Management." Man- Whats of our Library and a Few Don'ts." agement Review 70:10 (Dec 1981). Special Libraries 10:167 (Sep 1919). 11. Drake, Miriam A. "The Management of 3. Dodd, James B. I "Strategy for Change." Libraries as Professional Organizations: Special Libraries 71:411 (Sep 1980). Special Libraries 68:182 (May 1 Jun 1977). 4. Davis, Stanley M. I "Transforming 12. Drucker, Peter F. I "Managing the Public Organizations: The Key to Strategy is Service Institution." College and Context." Organizational Dynamics 11:66 Research Libraries. 37: 11 (Jan 1976). (Winter 1982). 13. Fairchild, Charles B. I "The Oppor- 5. Synott, William I "Changing Roles for tunities of a Special Librarian." Special Information Managers." Computenuorld Libraries 6:91 (Apr 1915). 15:20 (Sep 21, 1981). 14. Andreasen, Alan R. I "Nonprofits: 6. National Telecommunications and Check Your Attention to Customers." Information Administration llssues in Harvard Business Review 60:106 Information Policy. NTIA-SP-8-9 (May I Jun 1982). Washington, D.C. Feb 1981. p. 55 15. White, Herbert 1 "Library Effective- 7. Bostwick, Andrew L. /"Some Ad- nessThe Elusive Target." American ministrative Problems of Special Li- Libraries 11:682 (Dec 1980). brarians." Special Libraries 6:99 (Jun 16. Oliver, Richard L. /"What is Customer 1915). Satisfaction?" The Wharton Magazine 8. Wills, Gordon and Oldman, Christine1 5:38-39 (Spring 1981). "An Examination of Cost I Benefit Ap- 17. Neill, S. D. I "Libraries in the Year 2010: proaches to the Evaluation of Library The Information Brokers." The Futurist and Information Services." In Evalua- 15:50 (Oct 1981). tions and Scientific Management of 18. "Artificial Intelligence: The Second Libraries and Information Centers, F. W. Computer Age Begins." Business Week Lancaster and C. W. Cleverdon, eds. 66: (Mar 8, 1982). Leyden, Noordkoff, 1977. p. 174. 19. "School Computers Score at Last." 9. Brinberg, Herbert R. I "Information Business Week 66: (Jul 27, 1981).

october 1982 Corporate Climate and Its Effect on Information Management Karen Feingold Cepp us Los Gatos, Calif. 95030

HCorporations have lives and values of their own. These values are reflected in work environment, decision-making processes, and corporate structure. In addition, values affect the provision and use of information. Case studies show the differences in values among corporations and how these differences result in variations in library and information services.

ECHNICAL libraries are estab- and their corporate management would lished as a result of a perceived then reflect corporate attitudes in their Tneed on the part of administrative decision-making with respect to the ex- management. Often this need has been ternal information function. brought to the attention of management by research scientists who, through experience, have recognized the value of Organizational Climate, Philosophy, timely and effective library services. In and Culture a few rare instances, a chief corporate executive may have promoted the value Before proceeding to case studies de- of good information services as part of a signed to explore how corporate values corporate strategy. affect decision-making at three differ- No matter how the library gets its ent information centers, it would be start, the unique culture, the organiza- useful to define what is meant by tional climate, philosophy, and struc- organizational climate, philosophy and ture of the parent company plays a structure. major role in its growth and develop- According to Schneider, structure ment. Recent work in management refers to the properties and processes theory shows that employees intemal- within the organization that occur with- ize corporate values and apply them in out regard to human components, while response to specific work situations. climate is a reflection of the forms and Librarians or information managers styles of human behavior intemal to the

238 Copyr~ghto 1982 Spec~alL~brar~es Assoc~ation special libraries company (1).It is, therefore, important corporate managers were asked to de- to consider climate in order to gain a scribe their information-use patterns better understanding of how the orga- and how these may or may not have nization's practices and procedures are been altered due to management's in- reflected in human behavior. volvement with the information center. In his attempt to discover the ratio- Corporate managers were then asked to nale behind Japanese productivity and talk about how their management styles quality, theorist William G. Ouchi and philosophies affect the information developed the concept of Theory Z center and how they interpret the infor- management (2). Ouchi's research mation center's needs to higher man- describes differences in corporate cli- agement. Finally, they were queried mate among traditional Japanese and about corporate philosophy and climate American firms (Type J and Type A and were asked to demonstrate how the organizations) and credits these differ- operation of the information center re- ences with affecting success in the flects that culture. marketplace. Ouchi also describes a mixed model (Type Z) evident in some of the most The library managers credited successful firms in American industry. much of their success to going Characteristics of Type Z firms include: beyond what the corporation long-term employment; thinks it wants or needs with individual responsibility; respect to library service. consensual decision-making; slow evaluation and promotion; implicit informal control with ex- Discussions with the librarianslin- plicit performance measures; formation managers were even less mostly specialized career paths; structured than those with their supe- holistic concern. * riors. In each case, the information The case studies presented in this managers were asked about their reac- paper are intended to provide descriptions to corporate mandates in order to tive information about the subjective determine if their thinking conformed attitudes and values of corporate infor- to the corporate mold. Discussions mation managers and their managers in focused on their perceptions and opin- three high-technology firms. Each of ions regarding management's estima- the organizations studied fits loosely tion of the information function. into the Theory Z model. And, in each Information managers also described case, there exists one specific corporate specific feedback mechanisms, user value that greatly affects the informa- surveys and public relations efforts that tion operation. were instrumental in helping them obtain corporate support. While services, per se, were not probed in detail, ef- Methodology forts were made to determine whether the information centers were in the Preliminary research began with traditional access business ("Where is background information on the external the information?"), or were providing information function and its history in information-management services (an- the firm followed by discussions with swering, "What is the information?"). both information managers and their The library managers credited much of corporate management. In each case, their success to going beyond what the corporation thinks it wants or needs "For a description of Type A and J charac- with respect to library service while still teristics, see: Ouchi, William G.ITheory Z, acting under the rubric of corporate Chapter 3. culture. october 1982 Case Studies This manager uses three main criteria to justify resource allocations to the li- The research laboratories of a major brary operation: He looks at the value office-technology company: Company placed on the service by the technical w: staff, the opinion of the technical managers who are in competition for Although the company officially be- the same resources, and his own evalu- came known as Company W in 1961, it ation of the quality of the service. actually had been in business since The technical information center 1906, when it was founded under a manager's philosophy of library service different name. Today it is a high- is to be proactive. She learns early about technology firm, highly decentralized new company interests by attending with many divisions in numerous loca- technical staff meetings and follows up tions worldwide and more than 40 sub- with various kinds of advance informa- sidiaries in many countries in Europe tion services. Users become knowl- and Asia. The company has more than edgeable about what the library can do 120,000 employes worldwide, and sales for them and often request additional have reached the $8 billion mark. support. This has enabled the informa- Since decentralization also is applied tion manager to build a department to information services, all operating with three operating branch libraries. units must make their own decisions For these, funds and headcount are sup- about what is appropriate for the needs plied by neighboring Company W of their employees. The Company W re- manufacturing units, while the tech- search facility is home for about 500 nical information center provides employees. It is one of three primary management and technical services, research facilities for the company. such as acquisition and cataloging. Like all Company W operations, the research facility management is highly independent. The manager's philosophy of li- bout ten years ago, management at brary service is to be proactive. the labs organized resources to provide She learns about new company technical information for the scientists interests by attending technical and managers at the new facility. The resent technical information center staff meetings and follows up manager was hired at that time as the with advance information ser- assistant librarian. Over the years, she vices. has built a small, highly efficient library service and, by seeking to be kept aware of future project plans and allo- As is usual in most library settings, cating informatio; services accord- there is scarcity of resources to meet de- ingly, she has made the information mand. Company W has an interesting center invaluable to the operation of the corporate financial value. Headcount is research community. budgeted separately from dollars. It The library manager began reporting makes sense from the corporate stance: to the manager of research administra- If the facility is flush one year and puts tion and personnel about five years ago. money into added staff, then it is com- This individual relies on the library- mitted to that staff next year when times support system more than is customary may be tougher. Much work is done by for a nontechnical manager. Since contract workers and students. becoming the corporate spokesman for The manager of research information the library, he now feels he knows more and personnel is supportive of the about what information is available to library and information function, help him in making personnel or finan- within the corporate mandate. The cial decisions. technical information center often gets

special libraries the funds to develop new services, and ployees, for example, put emblems on the information manager comes up with their cars emphasizing how much they creative methods to provide the staff. like working for the company. The firm For example, at her instigation, the was looking for an information-center company contributes funds to a local manager who would use the technical community college with a paraprofes- resources of the company to develop a sional library program. In turn, the state-of-the-art information program school pays students to participate in aimed at serving the needs of its en- internships offered at the Company W gineers and managers. library. However, the library manager The engineering services manager to would prefer that the headcount be whom the library function reports budgeted to reflect the activity of her believes that by hiring the best people department. and surrounding them with the resources to do the job, he can concentrate on over-all management of the depart- Company X: A Microcomputer Firm ments reporting to him while feeling confident that the department man- This company is relatively new. agers can effectively handle 99% of the Founded in 1977 to develop and market decision making in their own areas. personal computer systems, its success This philosophy has enabled the engi- has been vhenomenal. Todav the com- neering services manager to expand pany has'more than 2,500 imployees, his own areas of responsibility from and sales have surpassed $334 million. managing five -people - in a lab two-and- While there are sales offices worldwide a-halfyears ago to managing 44 people and manufacturing facilities in Texas, in six departments today. His area was Ireland, and Singapore, as well as in the logical place for the library. He re- California's Santa Clara Valley, the ports to the executive vice-president for firm's research and development activi- operations, and his group interacts with ties are focused in the Santa Clara almost every other-department in the Valley. company. Early in 1981, management decided The technical information service that it would be in the best interest of manager recalls, "All they knew was the firm to set up an internal technical that they wanted a library." Her initial information center for the use of en- intent is to keep the library physically gineers and managers in the Santa Clara small and to develop a basic reference locations. According to the manager collection, utilizing microforms and the of the engineering services group to computer wherever possible. Funds whom the information center reports, have been made available for one year this decision was made at the same time because, according to her manager, "It decisions were formalized to split the is still so new that we don't know how company into divisions. However, like far we want to take it." most companies starting libraries, the This is the fourth time that the tech- problem was how to begin. Conse- nical information service manager has quently, nothing was done until August started a library. Based on past ex- 1981, when the "right" information- perience, she expected that her biggest center management was found. tasks would be to get potential users in- The right manager has to exhibit volved in the planning process and then what the management calls "Company to bring them into the library-as she X values." Company X is a people- aptly put it, "We all know how im- oriented company. An employee portant it is to have candy on your demonstrates "Company X values" by desk." As it turned out, however, users showing enthusiasm for working with began frequenting the library almost computers and by valuing the benefits immediatelv-it was slow for onlv the of computers to society; some em- first three hburs. The users demonitrate october 1982 company values; they are information- oriented. The new technical information center focuses on serving the company and its personnel. The library manager routinely attends engineering staff and planning meetings in order to anticipate future information needs as well as to promote library usage. In addition, she tries to go beyond traditional access services by offering tailored research services in answer to specific queries. Along more traditional lines, after only six months of operation, the center averages more than 50 literature searches each month. Using company technology, the library manager is developing her own catalog. Both she and her management see themselves operating in a particular environment and obviously know how to get things done the company way. of clan management. In addition, the information manager was to be responsible for the internal records program. Company Y: A Semiconductor At this firm, if you do your job right Company and have access to a member of the management team, things get done. In 1978, the author was hired to Eight months after the author was develop a technical information pro- hired, there were three functioning in- gram for Company Y. This firm had formation centers. been in the semiconductor business for Today, there are four technical infor- about 10 years and had been organized mation centers in diverse locations, all into divisions based on vroduct offer- reporting to the manager of technical ings. During this period, sales had information services. She reports to the reached the half-billion dollar mark. vice-president and general counsel of As is common in technical firms, the the company. Prior to 1978, his knowl- charge of developing a library was edge of libraries was as a user of patent given to the head of technology and legal information. He was chosen to development. The library was to be a represent the technical information pro- corporate function reporting within the gram on the executive committee technology development director's because, at the time, he had the time. division. One bonus was that the tech- As far as the company is concerned, it nology development director had the is the quality of the management that ear of the president and the library counts; the amount of time a corporate manager had the direct ear of the executive has available to manage the director. functional area is more important than About six months after the author the particular expertise of the corporate began work on the information pro- manager. Implicit in this philosophy is gram, the executive committee (top cor- the requirement that functional mana- porate management) decided that since gers must demonstrate proven expertise the technical information center was a in their areas. corporate function, it should report to According to the vice-president, the the general counsel and vice president. growth of the technical information This demonstrated the company value program has been nearly parallel to the special libraries growth of the company since the tech- on the value of literature searching nical information centers began. Things alone justify the cost of the operation. have been slower all over the company Additionally, the information center's this year and last, but plans formulated performance is measured against a prior to the slowdown to set up a fourth quarterly set of objectives drawn up center moved ahead in the midst of the jointly by the manager and the vice- recession because both the manager president.

- -- What is most evident from these case studies is that the success of the technical information program is heavily dependent upon communications between the library managers and their respective corporate superiors within the parameters of the corporate culture.

and the vice-president were convinced Well-defined management proce- that the facility was a necessity. dures and open communication go The technical information center hand-in-hand with team management manager talks frankly about the fact that at Company Y. A good working rela- the facility was delayed but feels that tionship between staff members and the delay was justified given the over- their corporate representatives, backed all economic position of the firm. by good relationships between high- Clearly, she is part of the management level management team members, team. She is aware of the economic ups proves to be beneficial for the technical and downs of the firm and recognizes information program. While corporate how and when to push to get the job and information center management done. She believes that her departments don't always see eye-to-eye, they work are fairly treated with respect to the toward the same goals and have respect allocation of resources, yet feels that for each other's roles in the over-all the services of the information center operation. are needed even more during slower periods to prevent duplication of ma- Conclusions terial and to help managers and others make the best use of their time. Corporate decision-makers bring a Efforts are made to measure use and specific, subjective set of attitudes and user satisfaction. Records are kept on values to the task of managing the tech- turn-around time, use of new services, nical information function. In theory, literature searches, and so on. Policies and certainly in practice in each of the have also been developed to define case studies, those subjective criteria operating parameters; for example, are formed by the corporate culture. because this is a technical information For each of the cases discussed, per- center, at least 80% of newly acquired formance measures differ according to materials must be technical; rather than the unique organizational culture. At management-oriented. Company W, for example, the informa- The company operates on the as- tion center manager measures success sumption that the cost of the informa- in budget terms: If the center's budget tion center is more than paid back to the grows while those of other departments firm through individual and group con- decrease or remain the same, the in- tributions of its users. Quarterly reports crease is seen as management's reward

october 7982 for center activities. The information mand simply do not allow that to occur center at Company X still is too new to on a regular basis. It will be interesting have developed criteria for measuring to see if Company X is able to continue success; however, feedback from users these services as the demand for the indicates that services are oriented to information function grows. meeting user needs. What is most evident from these case Of the three, Company Y has the studies is that the success of the tech- most measurable success indicators, nical information program is heavily strictly due to corporate culture. Each dependent upon communication be- department manager, as well as indi- tween the library managers and their vidual contributor, is required to respective corporate superiors within develop objectives against which per- the parameters of the corporate culture. formance is measured on either a Although the three organizations differ monthly or quarterly basis. with respect to age and size, each has a Comorate culture also affects levels of well-defined corporate culture and, service in corporate information cen- through the combined efforts of man- ters. It is interesting to note that, of the agement, succeeds in offering a tech- three company information centers, nical information program tailored to only the youngest and smallest is able the needs of the parent organization. to consistently provide substantive answers to specific research requests. Provision of that type of service is con- Literature Cited sistent with pro;iding the best resources for users at Company X. Serv- ing financial values at Company W or 1. Schneider, Benjamin I "Organizational Climates: An Essay." Personal Psychology process goals at Company Y makes it 28 (no. 4): 447-479 (Winter 1975). difficult for these centers to go beyond 2. Ouchi, William G.ITheory Z: How traditional access services. While the American Business Can Meet the Japanese managers at both of these companies Challenge. Reading, Mass., Addison- would like to do more in the way of Wesley, 1981. gathering, evaluating, and packaging information for individual requestors, Karen Feingold Ceppos is a consultant the available staff resources to meet de- in Los Gatos, Calif.

special libraries Achieving Failure in the Company Environment Mark Baer

Corporate Libraryllnformation Network, Hewlett Packard, Palo Alto, Calif. 94304

Cartoons by Teresa Albert, Purdue University Libraries, West Lafayette, Ind. 47907

.Many professionals share one unfortunate trait-they take themselves too seriously. Library schools have rein- forced this characteristic by glorifying librarianship beyond its support function to the role of saviour of the universe. The issues of concern to the profession are serious; however, the health of the profession and its practitioners will be greatly improved by setting aside a few moments to laugh at ourselves.

T IS BECOMING apparent that while Fitting the Library in many librarians have been able to Don't! If traditional library ideals of Ireduce their libraries to adequate or quiet, remoteness and downright som- even unacceptable status, achieving un- nolence do not fit today's corporate qualified failure has continued to elude modus operandi, it must be made clear them. To assist them in this goal, the that it is the company that must principles evolved through long prac- adjust-not the library. tice bv some of the most outstanding" failures in our profession have been col- with Management lected. It is a virtual certaintv that the assiduous practice of any five or six of Never communicate directly with them in combination will remove from decision-making levels of top or upper any library or information center opera- management. Dealing directly with tion those final vestiges of non-failure management may lead to misunder- which are so difficult to eradicate. standings-they may mistake you for a october 7982 Copyr~ghto 1982 Specla1 L~brar~esAssoc~at~on 245 Management Training Avoid it! Plead lack of time or, if that fails, stay home sick on the days the class is scheduled. If it should transpire that you are unable to avoid attendance, remember: Never, under any circumstances, apply any of the principles taught. Nothing can more insidiously undermine attaining your goal of failure than the unthinking application of sound management practices. After all, everything you need to know was taught you in library school. You need nothing else to achieve the failure you seek. I'm sure your information request is urgent, but New Technology the whole staff is tied up working on plans for "National Library Week." Avoid new technology and the application of new methods. Adhere closely manager or an expert in your field. This to the principles and processes that car- is to be avoided. Communicate through ried the profession so brilliantly as many levels of totally uninterested through the 19th century. One of the and uninformed people as possible. greatest dangers in even the misapplica- tion of computers, electronic mail, and Fiscal Responsibility the like is that no matter how ineptly it is done, it may present an appearance of Avoid all responsibility for the prep- relevance. This can largely undermine aration, administration and, above all, all yxr other efforts. If you find a way comprehension of your annual budget. to eliminate typewriters and inaugurate Having budgetary authority and re- the return of "library hand," by all sponsibility implies decision-making means do so. prerogatives totally inconsistent with the feckless image you wish to foster. You might inadvertently be responsible for an expenditure which visibly increases the value of the library to its users. This can be catastrophic.

Passing the Buck Lose no opportunity to blame management, research, engineers, personnel, users, location, and climate for lack of adequate recognition and support for your library. Just to keep your hand in, also lavish blame on your staff from time to time. Following this simple rule will insure that staff morale remains low at all times and that staff members are routinely surly. It will nourish their feelings of insecurity while reinforcing their distaste for the organization in I don't see what earthly good it is. . . it doesn't which they are employed. even get channel five.

special libraries Problem Solving Professional Prerogatives Don't! If traditional library values are Avoid them! To make the servility of to be maintained you must-eschew the your position clear, always ask permis- shallow and tawdry successes that have sion to attend lectures, conferences, been achieved bv some libraries and seminars, or meetings, particularly if at- information centers posing as aids to tendance would be on your own time problem solving-partners in research and at your own expense. It is not and engineering. on sense! The library enough to passively accept nonprofes- that maintains its purity of purpose and sional status-you must pursue it! vrocess causes vroblems-it does not solve them. Demonstrate this on the job Reporting Level daily. If you are not currently situated Narrow Your Focus appropriately on the organization chart, do your utmost to achieve the Fight the acceptance of any new following: responsibilities for yourself or your staff (you never really got the hang of the old 1) Report to the lowest level super- ones anyway). Not only can additional visor possible. responsibilities lead to more work, they 2) Be sure that the supervisor to could lead to the upgrading of your op- whom you report is one who could eration. This is going the wrong way! not conceivably have any interest A constant narrowing and refining of in your operation. your activities, reducing them to the ultimate dross, may require more 3) If at all possible, report to a com- creative effort on your part, but it can mittee rather than to an indi- bring an operation to its knees in record vidual. The phenomenon of syner- time. gism should guarantee even greater manifestations of indif- ference toward the library. 4) Whether it is to a committee or to an individual, be sure that you report passively. Express no opinions that are relevant and contribute no information that would lead to any interest in your operation.

Aggressive Myopia Have as your daily motto, "I just do my jobr'-and make sure that that "job" is defined as narrowly as possible. Eschew knowledge of the operation of any other departments or divisions. Be ignorant of the company's goals and objectives, as well as of its products. Ignore to the utmost company politics, structure, and organization. Avoid learning the name of the C.E.O. and his immediate staff. Need- I have no idea-you might try the card catalog. less to say, you won't have a clue as to Have a jelly bean! the board of directors. Always operate

october 7982 I don't see what sales have to do with my new furniture and carpeting. Sales are your problem. as though in a vacuum. This way you the most trivial services tedious, par- maintain the purity, as well as the ticularly to your clients. Be sure not to utter uselessness, of your operation. interpret them to staff. This eliminates Remember, it is up to the company to any danger of consistency in their ap- relate to the library, not vice versa. plication and will leave your staff insecure, defensive, and altogether un- Library Services pleasant in their dealings with each other and with users. Services should be as close to non- existent as possible and rendered, if at Staff Relations all, in a condescending manner. The important thing to remember is that In relations with staff members, re- whatever services are offered should be frain from praising them but offer as minimal as possible. blame freely. Do not concern yourself If a user asks for a book, point to the with their development or counsel them card catalog-don't take him to it. After on their career paths. Your job is a dead all you have never been able to find end, why shouldn't theirs be also? anything in it, so it should frustrate the Take appropriate opportunities to user utterly. If a user needs reference imply that other clerks in the company material, merely gesture in the direction at the same level are better paid. If one of the reference collection. Limiting clerk makes more than another, be sure yourself to a passive warehousing that the one with the smaller salary operation can be useful if you can't find knows this. This insures low morale more creative ways of being unhelpful. while providing an outstanding example of your managerial competence. Standards and Procedures The Library's Needs Standards and procedures should be complex, contain as many internal con- Aggressively pushing for improve- tradictions as possible, and be cap- ments in space, staff, and budget, if able of making the provision of even handled creatively, can help achieve

special libraries your goal of failure. Seek added staff cism of your operation in contrast to only when the company is having mas- those with which you are comparing sive layoffs. Fight for substantial should be blamed on lack of manage- budget increases at the height of a re- ment support. This type of circular cession. Push for additional space argument puts you in a no-win situa- when, and only when, you have satis- tion that assures a disastrous outcome. fied your self that absolutely none is available. As you can see, efforts of this Response Time kind will be a sure indication to even Never meet deadlines and ignore the most disinterested management of statements of urgency. The contem- your ability to grasp the realities of the plative nature of our profession must environment within which the com- not be defiled by the crass demands of pany is operating. commercial enterprise.

Justifying Requests The Library's Image In conjunction with the previous ad- Establish a homey and unbusiness- vice, choose carefully how you justify like image for your library. Enhance the your requests. Never justify increases top of the card catalog with an excessive on the basis of services provided or number of large trailing plants. They requested. Attempt to shame your com- can be pushed to one side in the un- pany into giving you more by compar- likely event anyone should want to use ing it unfavorably with neighboring the catalog. companies whose libraries' dedication Exhaust all possibilities for the appli- to quality of service is well-known. This cation of slip covers. Keep a pot of weak makes the comparison totally inap- coffee and lukewarm Hawaiian Punch propriate and doubley infuriating. available. Have plates of homemade The "keeping up with the Joneses" cookies, candy (sticky if possible), and approach is a particularly inspired other goodies strewn about the area. choice since it rarely works. Any criti- Hide the work-oriented materials and

When you finish potting that Begonia, could you tell me where the reference books are? october 7982 display only magazines with multi- Suggested Mantras tudes of pretty pictures. Be sure your stationary is provided with sad and My management doesn't under- happy faces, and imprint "Have a Nice stand me! Day" on all of it. Since it is unlikely that My library is always the first to be anyone will come to the library more cut! than once on business, attract users by Persevere and we will fail-if not making it comfortable and homey-a today, tomorrow! place where bored employees can kill For those who might be interested, time with gossip and refreshments. the following pamphlets are currently This image will have a profound effect in press and may be requested from the on your future. author for a ridiculously modest fee: Statistics The Way to Go-Describes the process of self service to less ser- Properly used, statistics can smooth vice to no service. the way to failure. However, it is essential to be selective in their use and to Random Management -Manage- keev them as trivial as vossible. For ment by objective has had its day. exakple, keep a count of (he number of The Severed Connection -More people coming to, through, and near the library. Make sure that if any staff on communicating with manage- activity statistics are included, they ment cover only peripheral activities like lick- Automating Your Way to ing stamps and envelopes, watering the Oblivion! -More on computers. ubiquitous plants, filling the coffee pot and the vunch bowl, and so on. Be sure to make some allowance for aimless bustling; about. Statistics of this sort Mark Baer is manager, Corporate will hel: to confirm managments' opin- Libraryhnformation Network, ion of the library. Hewlett Packard, Palo Alto, Calif.

special libraries Management Looks at the Corporate Library Donald C. Spindler Ferro Corporation Technical Center, Independence, Ohio 44131

.The expectations of corporate managers and information users are central to information management. In a research organization, the library can provide information to save time and increase the productivity of technical staff. For many companies, the services of a traditional special library will suffice.

HE Ferro Corporation operates a The library is part of a group known corporate library in its corporate as Technical Information Services, T researchltechnical center organi- which includes a statistician and a tech- zation. It is appropriate to ask "why", nical coordinator whose job relates and to consider the Corporation's ex- closely to many library functions. The pectations for the library. staff is small, but diligent. There are Ferro Corporation is a fairly large three professionals and a clerk with operation with extensive facilities over- library schooling. The clerk alternates seas. It is best known for the production between the company's two locations, of porcelain enamels and glazes and located six miles apart. There is a close inorganic pigments. Other specialty coordination between the two loca- businesses: colors, coatings, ceramics, tions, and the library materials are not chemicals, and thermoplastics. The cor- extensively duplicated. porate special library has holdings con- centrated in the fields of ceramics and polymer additives. The library provides Library Purpose primarily technical information and some items of general business interest. While the library exists to serve the Books, technical reports and periodicals technical needs of Ferro Corporation, it are purchased, cataloged, and circu- is also the agent for fulfilling broader lated upon request. corporate needs in the business, patent, A current awareness bulletin is pre- personnel, and safety areas. In a larger, pared each month, covering research more structured company, there might areas of interest for Ferro. It is dis- be separate technical and business tributed by the library upon request. library organizations. Literature searches may be requested The library has been organized as a from the library and will be fur- vital service for research. In addition, nished based on in-house abstract and the library has to provide materials on document searches. Online databases business and marketing, management searches are also furnished routinely. and personal development, safety and october 7982 Copyr~ghtQ 1982 Spec~alL~brar~es Assoc~at~on 25 7 toxic chemicals. Not only does the li- Library Materials brary serve the local organization but it is available to help numerous scattered division locations, including those Users expect the library to be well- overseas. stocked with ceramic information, in- The library exists to help research per- formation on organic synthesis and sonnel develop basic knowledge; to polymer additives, technical and busi- determine the state-of-the-art on what ness periodicals, government docu- research has been done elsewhere; and ments and indexes, Federal Register, to prevent research personnel from em- Commerce Business Daily, books barking on research that might turn out (in-house or by loan), and a variety of to repeat the laboratory struggles of reference books. Users also expect staff others. Also, the library exists to be to exercise technical competence in onon the lookout for important books, pe- line information retrieval, as well as riodicals, patents, and articles. With a manual searching and the ability to ac- corporation library, information require documents from other sources. quests can be handled by persons knowledgeable about information sources. Expected Response

Management Expectations The library is often judged by what is on hand and what can be obtained Company management has various promptly. Management and other users expectations of the library staff which are likely to become disgruntled if an include: information request does not receive a To have knowledge of the avail- prompt acknowledgement or a prompt able literature relating to the com- answer. If users have higher expecta- pany's interests. tions of library response time than is To have a working knowledge of reasonable, the library staff should the useful computer databases for make this clear. If the user asks for in- online information retrieval. formation to help plan a business trip To develop a close rapport with abroad, the library is not doing its job if Ferro employees so that their it supplies the information three or four needs can be anticipated and months later. filled promptly. Librarians should be aware of the To develop contacts outside the variety of ways they can get patents, company with sources for order- 10-Ks, or books, and know the relative ing information, with persons speed and cost of such orders. Often a who can share insights on effec- librarian in a nearby library can be the tive library operations, and with fastest source. The librarian should also those who can help by sharing be aware of outside resources in a close documents or other resources not geographic area. universally held. Management ex- Another expected response to the pects the library staff to partic- user is good judgment. Don't "stick" ipate in meetings and seminars, the user with an expensive translation if whether they are for librarians or he or she is not willing to pay. Perhaps in areas of the company's research all that is needed is an abstract or a interests. Local and national foreign equivalent in a more translat- meetings are important, too, for able language. The good librarian re- developing professional contacts. sponds to requests for information by Local online users groups have supplying what is needed rather than been especially helpful in devel- what is asked for. Requests for informa- oping skills conveniently and at tion that filter down from the executive little cost. suite often arrive in a garbled form. The

special libraries information specialist must ascertain ment should not expect all donated what is wanted before engaging in a books and magazines to be treated as poorly defined assignment. Every at- sacred; the librarian should be free to tempt should be made to deal directly accept and keep only materials of value. with the information request or, though, admittedly, some rigid organization structures do not permit this. Public Relations

Management is often not aware of Library Service: For the some hidden library assets. New book Librarian or for the User? and veriodical lists. book reviews. circulition of information; A library staff proud of its abilities search capabilities, and so on, should will strive to anticipate users' needs. be publicized. This can mean making the library con- In searching for answers outside the comvanv. the librarian has to decide veniently available for the users. It L ,. might also mean making the library whether merely asking the questions convenient for the staff. Are all the good tips off competitors. Management ex- reference books behind the librarian's vects that information handled for the desk? Are library purchases based on company should not leak out. This is a the librarian's needs or the users' situation secretaries have had to deal needs? An imbalance can be frustrating. with for a long time. To accommodate the user, there should be convenient reading areas and Financial Responsibility work areas. Copying and microfilm equipment should be kept in good re- pair and stocked with needed supplies. In a research laboratory, the librarian The users should not be relegated to the generally controls more expenditures poorer equipment. than any single researcher. He or she New books and periodicals should be needs to be careful about expenditures processed promptly. A library with the and to continually review historical user in mind will weigh circulating needs. Do the frequency of information periodicals vs. displaying current is- requests and the urgency of these re- sues and tables of contents. It is a real quests justify more expenditures? convenience for many users to be able Special librarians are an important to peruse magazines at their desks or to asset of Ferro Corporation. They pro- take them home rather than to visit the vide data on research, background library. On the other hand, it is less materials for a speech, or business in- work for a library if materials do not formation. They can save us a lot of circulate and the whereabouts of the time, and help us do our job better. The new issues are known. library's professionals and support staff are people who are proud of their abilities and who need encouragement and Other Problems thanks. They anticipate the organization's needs and provide prompt, cost- Probably no two special libraries do effective service in a manner that meets things the same way. Some of the the expectations of corporate manage- library school doctrines do not apply. ment and users. Each library should strive for consistent practices over the years, but testing the validity of those practices is important. Donald C. Spindler is Associate Space is always a problem. Can the Director of Research, Administration junk be weeded out so that needed and Services, Ferro Corporation items are more readily found? Manage- Technical Center. october 1982 Marketing for Special Libraries and Information Centers The Positioning Process Arthur Sterngold Sterngold & Associates, College Park, Md. 20740

Marketing is essential to information management. Selection. of user groups to be served and determination of their information needs are among the most important steps in marketing internal information services. Informa- tion centers should position their programs to support corporate goals, objectives, and priorities.

OST special libraries and in their organizations without having information centers (SLICs) direct authority over the clients they M are professional staff support serve. units-their primary purpose is to pro- Internal marketing can help overcome vide information, services, and advice these problems. From the standpoint of to client groups inside their organiza- SLICs, marketing is a planned approach tions. Other examples of professional to identifying, attracting, serving, and staff support units may include person- gaining the support of specific user neI, public relations, data processing, groups in a manner that furthers the employee development, and govern- goals of both the SLIC and the organiza- ment affairs. Staff units often suffer tion.* These functions are successfully from a host of common problems, including: low user awareness and un- "This defin~tionof marketmg, as well as the derstanding of what services the staff subsequent discussion of marketing activit~es unit provides, and how these services and techniques, varies considerably from benefit both users and the organization more traditional descriptions of the field. This as a whole; low staff awareness and is because the internal marketing of profes- understanding of the real needs, priori- sional staff services requires concepts and ties, and functions of different user techniques unique to ~tsown problems and circumstances. For more traditional discus- groups and the organization as a whole; sions of marketing, see Ph~lipKotler, Market- and consequently, low credibility, ing for Nonprofit Organizations 2d ed. (Engle- status, and support for the professional wood Cliffs, N.J., Prentce-Hall, 1981), or Wil- staff support unit within the organiza- liam Nickels, Marketing Communication and tion. In general, professional staff units Promotion (Columbus, Ohio, Grid Publishing, face the challenge of exerting influence Inc., 1980).

254 Copyr~ght 1982 Spec~alL~brar~es Assoc~at~on special libraries performed through a wide variety of ac- Since these activities can be under- tivities, including: 1) selecting specific taken only after the selection process is user groups to whom the SLIC's mar- completed and because it is not possible keting efforts primarily will be directed, to discuss all of these points in one as well as selecting of services to satisfy paper, the remainder of this article will user's information needs; 2) planning, deal with the selection process. This developing, and organizing SLIC ser- process is often referred to as "position- vices and resources in order to meet ing" or "target marketing." these information needs; 3) communicating and publicizing these offerings to inform, educate, interest and attract The Positioning Process SLIC users; 4) cultivating strong professional relations with users, as well as In order to be effective, the SLIC must building larger support networks align itself with the goals and activities throughout the organization; and 5) of the organization it serves. In other conducting marketing research and in- words, it must constantly strive to max- formal intelligence-gathering in order imize its contribution to the organi- to gain better insights into the specific zation (and by so doing, to gain the information needs and other important credibility, influence and support it characteristics of current and potential needs to make that contribution). users (user analysis), and the effective- A major tenet of modern marketing is ness of the SLIC's current marketing ef- that an organization can operate most forts (marketing effectiveness analysis). effectively by concentrating its efforts Figure 1 presents one way of conceptu- and resources on meeting the selected alizing the process of internal market- needs of specific groups of users (or ing. customers, clients, members), rather than trying to be all things to all people. Figure 1. Stages in the Internal An organization should consciously Marketing Process choose how it positions itself in its marketplace. As applied to SLIC's, positioning is the process of making two gathering: user analysis key decisions from which all other marketing decisions are derived: 1) To which user groups the SLIC will pri- Positioning marily direct its marketing programs and services (referred to as target markets); and 2) which information needs Planning, developing & the SLIC will concentrate on serving. organizing SLIC resources and These decisions should be based on services an accurate understanding of the priority goals and activities of the organization, as well as the objectives and Communicating & publicizing capabilities of the SLIC, itself. This is not to say that other user groups and $- information needs should be ignored, Cultivating professional relations but rather, that they simply are not the & support networks targets for active marketing efforts. Some SLIC managers and professionals may object to this focused approach; Marketing research & intelligence however, if not made consciously, these gathering: marketing positioning decisions will be made any- effectiveness analysis way but in a haphazard and unplanned fashion. october 7982 Every time decisions are made about how to acquire quickly. Frustrated, how to allocate SLIC resources, e.g., ac- these managers were increasingly turn- quisitions, budgets, information sys- ing to their own staffs and outside tems, implicit choices are being made sources to gather the information the about primary user groups to be served, library seemed unable to provide. and the information needs the SLIC will The new groups of specialists in satisfy. By making these decisions in a computer-related fields were also dis- planned manner, the SLIC can concen- satisfied with the library. They wanted trate its resources and efforts to achieve to use their desk computer terminals to maximum efficiency, and to most ef- interact directly with the library and fectively serve the priority needs of the its databases, rather than having to sub- organization. mit information requests and conduct The following case studies, drawn searches in the usual ways. Because from my experiences, will illustrate their fields were developing so rapidly, these concepts. these specialists depended on information that often did not exist in any organized form the library could even Repositioning Library Services in a identify, let alone acquire. Major R&D Firm As a result of these changes, the management of the corporate library Over the years, a large corporate li- system perceived that it was losing brary for a major R&D firm had devel- credibility and influence in the com- oped close working relationships with pany, even though its relationships its users. These users had backgrounds with traditional users remained good. in traditional science and engineering Through an intensive process of soul disciplines, and most of their requests searching, the library confronted and were for technical information the li- answered the two positioning ques- brary either possessed or knew how to tions posed earlier. In addition to meet- acquire. As a result, the library's posi- ings and assessment of the situation, tion in the company as a competent and the library's plans were based on exten- useful source of information had always sive marketing research, intelligence been secure. gathering, user interviews, and re- However, due to changes in its tech- search conducted by an outside consul- nological, competitive, and regulatory ta~t,as well as on informal user re- environments, the firm's goals and search conducted by the library's priorities had changed considerably. It professional staff. was being forced to become more com- It was decided that the library would petitive in fields it had historically realign ("reposition" in marketing dominated at the same time as it was terms) its services to better match the moving rapidly into computer-related current goals and priorities of the com- fields that offered attractive profit op- pany. In particular, corporate managers portunities to those firms that had the in need of competitive information and necessary expertise to capitalize on specialists in computer-related fields as them. Over the past several months, the key target markets would receive more company had hired a large number of servtces and resources. To the extent specialists in these fields, whom cor- possible, the library would develop porate management considered to be capabilities to satisfy its user's untradi- the future of the company. tional information needs. These changes had created serious In particular, the library would problems for the library system. Middle devote more resources to building a col- and upper level corporate managers lection of timely information on com- were requesting up-to-date information petitive products and firms, and to on competitive firms and products that purchasing services from outside ven- the library neither possessed nor knew dors supplying this type of information. special libraries In addition, selected members of the necessarily result in a decrease of ser- library's professional staff would be as- vices to its more traditional users. These signed to conduct searches for competi- changes would be introduced incre- tive information not available from mentally over time through the ongoing these other sources. Their activities processes of acquisitions, decision- would include collecting competitors' making, and resource allocation. While sales and promotional materials from the library would continue to serve its the company's customers and sup- traditional users within the limits of its pliers, interviewing industry experts, resources and capabilities, it would and other acceptable forms of "indus- make a special effort to attract, satisfy, trial espionage." and gain the support of managers seeking competitive information, as well as specialists in computer-related fields. An underlying assumption of By implementing its positioning de- the positioning process is that cisions, the corporate library system hoped to regain its credibility, influ- SLIC managers understand the ence, and support within the company. priorities and concerns of their Because these decisions were based on organizations and that they are a realistic assessment of the true goals and priorities of the company, the li- knowledgeable about and ac- brary was confident that it could with- tively involved in organizational stand any opposition to its new course life. of action. Rather than just responding to any and all user needs, the library had consciously positioned itself to con- Similarly, the library would expand tribute to the major goals of the firm. its resources in computer-related fields. A new reference librarian with advanced training and experience in one The Consequences of Avoiding or more of these fields would be hired. Positioning Decisions in a Large This person would work exclusively Hos~itai with the new group of specialists, especially in helping them locate and ac- An underlying assumption of the quire current information. The new positioning process is that SLIC man- reference librarian would be located in agers truly understand the priorities an office close to the computer-related and concerns of their organizations. specialists to further make it clear that This usually requires that SLIC man- he or she was "their" reference person. agers not only be knowledgeable about Finally, the library would accelerate but also activelv involved in the lives of its development of a computer-based their organizations. As is true of most system allowing users to directly in- staff departments, the SLIC must ac- teract with the library and its data- tively seek out ways to remain abreast bases through their desk terminals. of important developments in the orga- This project, which had been on the nization that will eventually have an back burner for years, would now be impact on the SLIC, itself. given priority attention to satisfy the Consider the case of a large medical computer-related specialists who con- center that had alwavs remained com- sidered all other forms of interaction as mitted to the three ioals of providing prehistoric. quality patient care, conducting state- These positioning decisions were not of-the-art medical research, and serving easy to make, nor would they be easy to as an educational center of national implement. Since the library's budget prominence. Over the years, the hos- was limited, devoting extra resources to pital's information center had devel- serve its new target markets would oped competence in gathering and dis- october 1982 seminating information related to these spond to the current priorities of the goals. organization. Consequently, the infor- In practice, most of the medical mation center was viewed as expend- center's managers were preoccupied able and was more vulnerable than with two very different priorities- other staff departments that had posi- containing hospital costs and attracting tioned themselves to help solve the more private patients who could pay for current financial problems. the full cost of services (either directly or through their insurance policies). As a result of "Reagonomics" and current Conclusions economic conditions, the hospital was facing a full-scale financial crisis. SLICs suffer from problems of credi- Private contributions and government bility, influence, and support common support for patient care, research, and to many professional staff support teaching activities were all shrinking, units. Internal marketing programs can while the costs of new medical equip- help overcome these problems. For the ment and materials continued to soar. SLIC, marketing is a planned process of After several rounds of across-the- identifying, attracting, satisfying, and board budget cuts, it was evident gaining the support of specific user that the medical center would have to groups in a manner that furthers the eliminate some of its services and goals of both the SLIC and the organiza- departments. tion it serves. Effective marketing pro- This financial crisis could have been grams depend on selection of user perceived by the managers of the infor- groups to be served and the information mation center as an opportunity to help services to be provided in response to the hospital deal with its priority issues the needs of those groups. By making and at the same time, guarantee the sur- these positioning decisions, the SLIC vival of the information center. From a can align itself with the priority needs positioning standpoint, the center and goals of the organization, thus max- could have identified those groups of imizing its overall contribution. administrators most directly involved Once these positioning decisions in efforts to contain costs or attract more have been made, they are implemented private patients, and then have concen- and given substance by other marketing trated its efforts on providing infor- decisions. These include choices about mation to help them succeed in their the services and resources to be offered efforts. Instead, the center's managers in order to meet the information needs attended to "business as usual." They of the SLIC's target markets, communi- continued to spend most of their time in cation programs to educate users, pub- the information center, running their licity, and promotion. These marketing departments as efficiently as possible. activities will be most effective when Although these managers were cer- tailored to meet the specific information tainly aware that the hospital was facing needs and other characteristics of the tough financial problems, they did not user groups selected by the SLIC as its understand the scope of the problems, target markets. nor what the hospital was doing to Although it is the central strategy solve them. component of business marketing, the When the medical center's top ad- positioning process has rarely been ap- ministrators finally produced a list of plied to professional staff support units departments slated for severe budget that primarily serve users inside the or- reductions or elimination, the informa- ganization. Yet, the positioning process tion center was near the top. Although is as crucial to internal marketing as it the center had done an excellent job of is to the more traditional marketing of meeting the information needs of its products and services to outside clients users, it had failed to recognize or re- and customers. special libraries Bibliography Maas, Jane and Kenneth Roman I How to Advertise. New York, N.Y., St. Martin's Press, 1976. Ballard, Thomas, H. I "More books, Not Massey, Morris E. I "Market Analysis and Market Surveys!" American Libraries 12 Audience Research for Libraries." Library (no. 2):76-78 (Feb 1981). Trends 24:473-481 (Jan 1976). Bellardo, Trudi and Thomas J. Waldhart I Montana, Patrick J. I Marketing in Non-Profit "Marketing Products and Services in Aca- Organizations. New York, AMACOM, demic Libraries." Libri 27:181-194 (Sep 1978. 1977). Myers, Joh, et al. 1 "Characteristics of Brand Breen, George Edward I Do-lt-Yourself Mar- Names Used in Marketing Information keting Research. New York, N.Y., Products and Services." Aslib Proceedings McGraw-Hill, 1977. 21:551560 (Dec 1979). Cowley, J. and D. A. Yorke I "Marketing Li- Nickels, William I Marketing Communication brary Service." Journal of Librarianship and Promotion Columbus, Ohio, Grid 10:145-146 (1978). Publishing, Inc., 1980. Dragon, Andrea C. I "Marketing the Li- Oldman, Christine 1 "Marketing Library brary." Wilson Library Bulletin 53:498-502 and Information Services." European (Mar 1979). Journal of Marketing 11:460-474 (1977). Elias, A. I "Marketing for Online Biblio- Schmidt, Janet A. I "How to Promote On- graphic Services." Online Review 3:107- line Services to the People Who Count the 117 (1979). Most . . . Management . . . End Users." Ferguson, Douglas I "Marketing Online Online 1:32-38 (Jan 1977). Services in the University." Online 1:15- Shapiro, Benson P. I "Marketing for Non- 23 (Jul 1977). profit Organizations." Harvard Business Freeman, James E. and Ruth M. Katz 1 Review 51:123-132 (Sept-Oct 1973). "Information Marketing." In Annual Re- Shapiro, Stanley J. I "Marketing and the In- view of lnformation Science and Technology, formation Professional; Odd Couple or V. 13. Martha E. Williams ed. Washing- Meaningful Relationship?" Special Librar- ton, D.C., American Society for Informa- ies 71 (no. 11):469-474 (Nov 1980). tion Science, 1978. Smith, J. I. I "Marketing Information Prod- French, Sonia I "Marketing the Art Li- ucts." In Humanization of Knowledge in the brary." Art Libraries Journal2:ll-19 (Sum- Social Sciences. Pauline Atherton, ed. mer 1977). Syracuse, N.Y., School of Library Science, Gwynn, M. Beth 1 "Marketing the Law 1972. School Library." Law Library Journal 71: Wish, John R. and Mary Ann Wish 1 234-246 (May 1978). "Marketing and Pricing of On-Line Ser- Klement, Susan I "Marketing Library- vices." In American Society for lnformation Related Expertise." Canadian Library Science. Proceedings of the 4th Mid-Year Journal 3497-101 (Apr 1977). Meeting. Frances G. Spigai et al., eds. Kotler, Philip I Marketing for Nonprofit Or- Washington, D.C., 1975. ganizations 2d ed. Englewood Cliffs, N.J., Yorke, D. A. I Marketing the Library Service. Prentice-Hall, 1981. (Library Association Pamphlets, 3) Lon- The Marketing of lnformation Services; Pro- don, Library Association, 1977. ceedings of a Seminar Held by the Aslib In- formation Industry Group on 11 May 1977. Margaret Raffin, ed. London, Aslib, 1978. Marketing of Professional Services; a Bibliog- raphy. Brian E. McLaughlin, comp. Syra- Arthur Stemgold is president, cuse, N.Y., Information Services and Re- Stemgold & Associates, College Park, search, 1979. Md.

october 1982 Mainstreaming the New Library Elizabeth Kee/er Engineering Library, Purdue University, West Lafayette, Ind. 47907

.New special libraries present challenges and opportunities for their librarians. In order to succeed and flourish, the new library must prove its worth to the parent organization. Methods of integrating the new library into the organization are discussed. A three-tier approach is suggested: marketing, production, and advertising.

IBRARIES have long been a tradi- Is it possible to prevent the failure tion in large corporations. Smaller of a new library? In many cases, it L organizations, too, have begun to probably is not, particularly when there develop libraries to help them cope are economic pressures in a time of with the mass of information confront- intermittent recession, but there are ing them. A successful library, in the steps to be taken which may increase mainstream of corporate affairs, can be- the library's chances of survival. A come an important part of the organiza- library that is considered an integral tional structure. The librarian is in a part of the corporation is likely to position to help ensure that the library be successful. For this to occur, the achieves that success by moving away library should be mainstreamed. Main- from the traditional "warehouse" streaming consists of three major aspects of librarianship and into true elements: marketing, production, and information management. advertising. In the period from 1973 to 1978, 56 new special libraries were identified in the Illinois area by the Christianson Marketing study (1). At the time of the survey in 1978, 10 of the 46 responding libraries, Marketing the new library begins or 21.7'/0, were considered only margi- with posing several questions: What nally healthy. The study also investi- does the corporation expect of the gated the causes for the demise of 4 library? What is the business of the defunct libraries. Among the factors corporation? What is its product? stated were economic pressure, lack of What are the information needs of the goals, lack of widespread use of the corporation? What is needed to meet library, and/or lack of acceptance of the those needs? How will the library fit librarian as a professional. in with long-term corporate goals?

260 Copyright o 1982 Specla1 Librar~esAssoclation special libraries Answers to these questions may be Observation of the organization will found by contacting employees at all involve identifying sources of power levels, either formally in a meeting, and influence. The organization chart or informally over coffee. Finding may not always pinpoint the influential answers to the first question is essen- individuals. For example, a middle tial; corporate expectations must be met manager may have the ear of the vice- or exceeded if the library is to flourish. president. Perhaps they have had a pro- This examination of the corporate en- fessional relationship going back over vironment may take several months. Bit many years and several companies. Each department will have as its mainstay a reliable, knowledgeable in- Gatekeepers are gurus of infor- dividual. This person will not neces- mation. They are most often sarily occupy a middle or top-level position; he or she is valuable by virtue of found in scientific and technical years of service. Each department will organizations but they may also have its center of power, typically, also be in nontechnical fields. the department head. It is worthwhile to try to cultivate these individuals. By chatting with them informally, you will by bit, a clear picture of the organiza- discover their information needs; by tion's wants and needs will emerge. providing data to meet those needs, you The business of the corporation will determine the contents and function of will be building a broad base of support the library. The blueprints present in for yourself and for the library. the library of an engineering firm will not be present in the library of a law Gatekeepers firm. The information needs of the organization will be unique to each During the observation period, it corporate entity, as will the require- may be interesting to study the ments of the library to meet them. There information-seeking behavior of your are no set formulas for determining the colleagues. You may find that, when universal information needs of organi- confronted with a problem, they follow zations. They need the right informa- a sequence of steps similar to those de- tion at the right time and in the right scribed by Shuchman (3): format; for specifics, the librarian must Personal store of information; "wing it" based on careful observation. private library, knowledge based Unlike information needs which vary on experience. from organization to organization, the Informal discussion with col- long-term goals of most corporations leagues. are alike: make money. If a company Discussion of problem with super- establishes a library, it must believe visor. that, in some way, the library can help achieve that goal. The librarian can then In-house information: internal tailor marketing and production toward technical reports. Gatekeeper. the aim of becoming part of the profit- Outside consultants. making team. Databases. Marketing the new small library will 8) Librarian. of necessity include observing and par- ticipating in the politics of the organiza- The librarian, as might be expected, is tion. This may be anathema to some an information source of last resort; in- librarians, but, as Kok has observed, formal sources are consulted before ". . . special librarians should recognize formal sources. the structural and political realities of An interesting source of informa- the organizations they work for (2)," tion noted by Shuchman and earlier, october 1982 by Allen (4), is the gatekeeper. Gate- person in the immediate organization: keepers are gurus of information; the president, divisional vice-presi- people often turn to them for assistance dent, director of research. Unlike other and problem-solving. They are most sources of influence, this one is easily often found in scientific and technical identified. It is essential that this per- organizations, but they may be present son be aware of what the library can do. in nontechnical fields as well. Allen It is not petty or unethical to take special found three common characteristics care in providing this individual with among gatekeepers: high technical per- information-it just makes good sense. formance, first-line supervisory re- For example, the president may read sponsibilities, and high visibility to The Wall Street Journal every day but technical management as information may not have time to go through the brokers. They typically have voracious New York Times. The librarian can scan reading habits and include sophisti- the Times and send photocopies of cated technical and theoretical journals articles of interest to the president. By in their fare. doing this, the president will come Gatekeepers also tend to publish in to depend upon the librarian for infor- refereed journals and have reputations mation. for being high achievers (3). The most striking characteristic of gatekeepers is a reputation for technical competence. Professionalism When you hear someone referred to as "our resident genius" or "our resident Part of the marketing effort will in- problem-solver," chances are that the clude enhancing the librarian's aura of person in question is a gatekeeper. professionalism. In a corporate setting, Gatekeepers, because of their store of people may not realize that the field of knowledge, wield considerable power librarianship requires a master's degree and influence. It is wise to become ac- and more than a modicum of intelli- quainted with and to coordinate the gence. Say "librarian" and your col- gatekeeper's information with the in- leagues may immediately put a blue formation contained in the library. The rinse in your hair and orthopedic shoes gatekeeper will have information the on your feet. This is not their fault. For library does not; the library will have many of them, their only memorable information the gatekeeper does not. By contact with a librarian may have been working together with the gatekeeper, in the sixth grade on a Reader's Guide the librarian will become part of the in- assignment. formal information network. Your colleagues must be gently re- As time goes on, the librarian will educated. This can only be accom- become a secondary gatekeeper. Sec- plished over a relatively long period of ondary gatekeepers are individuals time; 100 years of negative stereotypes who move freely among all departments cannot be annihilated in a day. When because of the nature of their positions. discussing education, emphasize that Some other examples of secondary gate- you attended graduate school, rather keepers are the personnel representa- than library school, and that you were tive and the office manager. The li- educated, not trained. When discussing brarian who coordinates work with attendance at conferences, refer to them the primary gatekeepers and becomes as professional meetings, not conven- a secondary gatekeeper will receive tions. Gradually, your colleagues will greater recognition because of contacts begin to see parallels between their pro- made in all sectors of the organization. fessional activities and yours. The support for the library is broadened In order for the position of librarian and strengthened. to be considered professional, the in- Of course, the number one source of cumbent must look professional, act power and influence is the number one professionally, and do professional

special libraries work. Much has been written concern- MBA graduates seem to understand ing dress appropriate to one's position; the intricacies of corporate politics the concept is as valid for the special instinctively; MLS graduates do not. librarian as it is for the financial analyst MBA's have the advantage of hav- or sales engineer. The objective is to ing learned political skills indirectly look like part of the professional/ through the case study method of teach- management team of the organization. ing and through classroom discussions. The librarian's office should also re- Some MBA programs offer courses with flect the professionalism of the position titles such as "Organizational Behav- he or she holds. If it is standard cor- ior" which deal directly with the poli- porate practice to display diplomas, cer- tics, psychology, and interpersonal re- tificates, and licenses, the librarian lationships within corporations. Many should do so. In some organizations, librarians have not had the advantage any connection with a typewriter im- of taking courses such as these; their mediately tags the individual as a clerk. political educations take place on the Where this is the case, a typewriter job. should be avoided if at all possible. In time, try to have your title changed Production from "librarian" to almost anything else, e.g., information specialist, infor- Well-honed political skills will do lit- mation manager, research specialist. tle good if the library does not have a The idea is to get away from the nega- firm direction and a solid product. The tive connotations inherent in the word day-to-day objectives of the library will "librarian." change as the demand for information In addition to the obvious questions changes, but the overall goal or mission of dress and offices, other seemingly in- of the library should remain the same: consequential on-the-job behavior may to serve the information needs of the undermine the librarian's profes- organization. This goal is broad enough sionalism. Taking regularly scheduled to encompass the possibility that the "breaks" and going out to lunch with organization and the librarian may have the clerical staff may identify the different ideas as to the purpose of the librarian as a clerk in the minds of library.

Unlike information needs which vary from organization to organization, the long-term goals of most corporations are alike: make money. If a company establishes a library, it must believe that the libary can help achieve that goal.

management, particularly if the librar- Management may not be aware of all ian is a woman. If you lunch out, lunch of the capabilities of a library. Its expec- with other members of the professional tations may be low: a repository for and management staff; these people are books and journals, or a place to keep your colleagues. This may seem unfair, corporate records and product samples. and it is; support staff can be brighter To go beyond these rudimentary expec- and more interesting than some of your tations requires an extra lobbying and professional colleagues. But you will be marketing effort on the part of the better off by playing the game than by librarian. Attend every upper-level trying to change its rules. meeting you are invited to and ask to october 7982 attend others. Spending 90 minutes in a seminar on dredging or portfolio management may not appear to be the best use of your time, but you will achieve several advantages:

0 You will increase your knowledge of the business of the organization. 0 You will learn more about the type of work your colleagues do. This will help you to anticipate their information needs and will enhance your ability to "talk shop" with them. You will learn how your colleagues Figure 1. Make people want the li- work and how they like their brary: Look Professional. Act Profes- information-raw data or pack- sionally. Do Professional Work. aged. 0 Your professional aura will be en- prospective clients or customers. By hanced. providing the information, the li- Your colleagues will most likely want brarian can enhance the reputation the actual information they seek, not of the company. a list of sources. Do not restrict your By enhancing the reputation of the quest for information to printed company, the professional reputa- sources; use the phone, call primary tion of the librarian is strengthened. sources. After about four call transfers, As corporate expectations are ex- you will likely be talking to the person ceeded, the library begins to shed its directly involved with the data you are passive qualities and moves into the interested in. mainstream of the organization. The As vou become more successful in librarian becomes a true part of the cor- providing needed information, it is porate team, and the work involved be- likely that more intricate requests will comes exhilarating. come your way. This is an opportunity to show management what a librarian can do. It may be possible to prepare a Advertising relatively short, readable report surveying current research in a field. Your Advertising has been described as report may serve to take a manager "up- "the business of selling goods, services to-speed" in an area with which he or and ideas by making people want she is unfamiliar. This ability can make them" (5). Make people want the the librarv worth its cost. The librarian library. Arrange to have library bro- can achieve several objectives in per- chures included in the orientation forming these types of projects: packet for new employees. Visit the Managerial manhours are saved; new people to become familiar with managers are freer to pursue other their areas of interest. Take them on a tasks. tour of the library emphasizing those Since a librarian can often gather parts of the collection most closely information more effectively and related to their work. When corporate efficiently than a manager, dollars officials give tours of the company to are saved. outsiders, have the library included. Information and facts serve to in- Encourage the use of the library for crease the effectiveness of presenta- small conferences but not for lunch. tions made by corporate personnel to Arrange to speak to individual depart-

special libraries Figure 2. Deliver a solid product. Figure 3. Advertise: The right informa- tionlthe right peoplelat the right time.

ments on how the library can assist Conclusion them in their work. In addition to the usual monthly bulletins citing new Librarians have a great many tools at acquisitions and other aspects of the their disposal to help ensure the success library, have an article included in the of their new libraries. The use of these house journal. tools, properly executed, has a three- For these ideas to work. the librarv fold benefit: the parent organization must be accessible and attractive. gains a productive, useful source of in- Ideally, the library will be located at a formation; the librarian's career is en- crossroads of activity within the main hanced, and the field of librarianship section of the building. A location gains another member who is thought within or near the technicallprofes- of as a professional by colleagues in sional departments is more desirable other fields. than one next to the cafeteria or boiler room. The appearance of the library should reflect the professionalism of the Literature Cited endeavor. Try to have the best furniture available; it should blend in with the 1. Christianson, Elin B. New Special rest of the office decor. Solid walnut Libraries: A Summary of Research. New shelving and upholstered chairs on York, Special Libraries Association, Illi- nois Chapter, 1980. 63p. thick carpeting will do more for the 2. Kok, John. "Now That I'm in Charge, library's image than metal shelving on What Do I Do?'Special Libraries 71 (no. linoleum. Try to create a pleasant, at- 12): 523-528 (Dec 1980). tractive environment. 3. Shuchman, Hedvah L. Information In-house seminars to individual Transfer in Engineering, Glastonbury, departments, photocopies of articles Conn., The Futures Group, 1981. 343p. sent to colleagues, and bulletins all help 4. Allen, Thomas J. Managing the Flow of the library maintain its visibility, Technoloav. Cambridge, Mass., MIT, but the best advertising tool is the 1977. 326;. librarians' own work. Every time the 5. Haygarth Jackson, A. R. "Publicity or Selling the Information Service." Aslib librarian supplies a crucial bit of infor- Proceedings 25 (no. 10): 385-389 (Oct mation or prepares a needed report, the 1973). worth of the library is being advertised. Get the right information to the right people at the right time. This is the es- Elizabeth Keeler is Assistant Profes- sence of information management and sor of Library Science, Engineering good advertising. Library, Purdue University. october 1982 The Role of an Academic Librarian in the Information Age Janice W. Holladay Rush Rhees Library, University of Rochester, Rochester, N.Y. 14627

.Academic libraries, in general, do not provide information; they provide access to sources of information. The shift to provision of information in an academic institution requires the librarian to be proactive and involved in the substantive work of the institutions.

HE CONCEPT of college or uni- abstracts in Physics Abstracts, while in versity librarians as "information 1980 there were over 100,000. Informa- managers" is, to many, a startl- tion recorded in this subject area has ing one. The academic library often increased 10 times! seems steeped in tradition, the very es- If we and our users are to cope with sence of the ivory tower. Hopefully, it this ever increasing volume of informa- will alwavs retaiimuch of this tradition tion, we must use traditional tools more for it is an important library function to effectively, as well as new techniques provide a place for scholars, for quiet and technologies. As if this were not browsing and reflection. However, an challenge enough, there is also a grow- equally important responsibility is to ing need for proficiency in inter- provide efficient access to information. personal communication. The more a This has often been neglected, but the librarian begins to act as mediator be- need to do so is growing more urgent tween the library user and the growing each year. pool of recorded knowledge, the more We are living in a society based on important communication skills be- accumulated knowledge and kept func- come-for who can provide the answer tioning by the production and use of when the question is not understood? information. The number and cost of In an era of changing technology and published materials is growing rapidly, methods there is also the need for re- more rapidly than traditional methods assuring users and explaining new can successfully handle. A physicist in methods. This again calls for skill in 1950 would have found less than 10,000 interpersonal communications.

266 Copyright 0 1982 Spec~alL~braries Assoc~at~on special libraries In the face of such complex demands, main campus (2 miles away) and from academic librarians may understand- rapid document delivery services. On- ably be reluctant to confront these new line bibliographic search services are challenges and, instead, long to take re- used frequently to: fuge in the past. However, as E. Taylor Enable researchers to be aware of expressed it, "When librarians cannot the most recent technological ad- keep pace with research, with technol- vances; ogy, and with artistic endeavor, they Provide comprehensive subject bib- allow the study of knowledge to degen- liographies; erate into a hopeless activity, into a Perform patent searches which pre- privilege and a cultural irrelevance" (I). cede laboratory patent applications; Compile bibliographies submitted with grant proposals; Library Involvement 0 Provide verification of cited literature (in 1981, 70 articles were pub- There is no real alternative; librarians lished in scientific journals by labo- will not and cannot have a role in the ratory employees for which the future if they are shackled by the past. library provided background infor- Fortunately, embracing new possibili- mation and verification of cited ties can be an exhilarating, positive sources); Identify funding sources, potential experience. At the ~niversitv of sponsors; Rochester, steps in new directions and patterns of service have been rewarding Place orders for document delivery. and productive. A variety of agencies are used; see One example of these steps involves the Guide to DlALOG Searching for possibilities (2). library service to the university's Laboratory for Laser Energetics (LLE), In short, the library has become an the site of an energy research project to active, valued participant in the ongo- accomplish nuclear fusion using lasers. ing work of the laboratory. Researchers The Laboratory has been designated a and administrators at LLE are strong li- "users facility." The National Laser brary supporters. Provision of this kind User Facility extends use of its facilities of service did not proceed from an to the entire national scientific com- abundance of staff and funds in the uni- munity. Scientists from academic insti- versity library; indeed, far from it. The tutions, industrial research estab- interaction between the library and the lishments and government laboratories laboratory had meager beginnings. By carry out a broad range of experiments responding capably and beyond tradi- in fields such as energy, applied phys- tional service levels to the information ics, and chemistry using the OMEGA needs of a researcher, a single librarian laser system and its supporting facili- ignited the first spark. The researcher ties. OMEGA is the only high peak learned firsthand the value of informa- power laser facility available to users in tion service. As he orchestrated the the United States. growth of a small research group into a This user group exemplifies that sec- research laboratory the importance of tor of the university community which getting appropriate information in a requires more than traditional library timely way was established over and service. Working at the forefront of over. their discipline and on a tight time- Beginning with this important level table, researchers at LLE have come to of support, a science librarian assigned depend on responsive, imaginative to the laser project began to establish library service. The collection of ma- library service specifically for this group terials on-site is small, requiring effi- (in addition to several other areas of re- cient information delivery from the sponsibility.) Resources at that time october 7982 consisted of materials from a small read- mini-library on site, a computer ter- ing room and a shared desk in a three- minal for online searching, supporting person office occupied by two labora- the costs of online searching, travel ex- tory personnel. penses for meetings directly related to Working from this desk less than two laboratory interests, and so on. hours a day, the librarian began by The librarian was included in general identifying those with leadership roles staff meetings, research seminars, and in the organization. Appointments other aspects of the daily life of the were made with each of these people, laboratory. One of the weekly research some 10 or 11 in number. The purpose seminars was devoted to information of these meetings was to identify the resources and was presented by the li- information needs of these individuals brarian to a large, receptive group of and their staffs, and to describe library researchers. A full-time library assistant service possibilities and information was assigned to the program. resources available. These discussions It is important to provide examples of were adapted to meet individual re- needed service without fearing over- sponses; topics were contracted or ex- extension of resources; otherwise, a panded to suit the amount of interest beginning can never be made (3). In the shown. event that library resources do become Responses among those interviewed overextended and not enough support varied a great deal. Some found little is offered, the trial will provide the relevance for their work in the library's benefit of showing users what they are services; others were enthusiastic. missing. From each, however, the librarian gained a sense of the particular research group's mission, primary subject areas Extension of Service of interest, type of effort involved (theoretical, experimental, etc.), and a In-depth information service is avail- sense of the group leader's library1 able not only to LLE Library users but information awareness quotient. Work- also to other groups on campus where ing from this basis, relevant materials efficient flow of information is essential were selected, packaged, and sent to for reaching desired goals. For example, individuals judged to have needs that the Chemistry Department depends could be met in this way. This included heavily on these same services. The both those who were enthusiastic and library also serves individual members those who were disinterested. The re- of the university community who have sponse to this effort was very positive; special needs. On one occasion, the it took information service from theory Dean of the College of Engineering and to reality. Applied Sciences was asked to be a panelist at a conference on improving productivity. With limited time to pre- Laboratory Response pare, he needed pertinent information quickly. Material on this topic was The value of effective information selected from a variety of sources, in- management became clear. Access to cluding congressional hearings and the right information at the right time periodical literature, and sent to his made research and experimental work office. Again, the right information at more effective and less time-consum- the right time brought about a new ing. This message was spread by word awareness of the benefits and possi- of mouth and the number of users bilities of library service, and a new steadily increased. Within a year, the library supporter. laboratory began to lend support by In this way, the University of providing office space for library per- Rochester Library System, working sonnel, shelving, library supplies for a through the science libraries, made special libraries significant progress toward developing departments following the presenta- a clientele supportive of the library, tion. For example, a vice president interested in the new technologies, and asked if the introduction of a bill to ready to support the library's move into Congress could be located. Following the information age. The library has an online search of the Congressional recently received the University's ap- Record, the document was quickly sent proval for development of an online cir- to the requestor by the Government culation system with eventual online Documents Section. A small step had catalog capability. Faculty and re- been taken in beginning to provide searchers are looking forward to access- university administrators with the kind ing library collections from their offices. of support many corporate officials have This degree of access with accompany- come to expect. In so doing, the ing data-gathering capabilities will library's credibility was also increased. allow a higher level of information management to occur on campus. To extend the reach of the library to Conclusion include the highest level university administration, a presentation on the Information management using all possibilities of online searching was currently available resources and tech- included in an Executive Computing nologies is essential for effective library Seminar (4). This session highlighted service. Interpersonal communications the support the library could provide and improved public relations skills administrators and committee mem- are corollaries in this effort. This is an bers. Sample questions were carefully era of challenge for college and univer- developed which would capture the sity librarians. The talent and ability attention of the audience, i.e. using to answer this challenge is readily names of local interest and svecific available. We have no need to linger in topics and questions known to be of the past; the future is too inviting. current interest to members of the administrative group. For example:

0 What recent popular journal arti- Literature Cited cles mention the University of Rochester? 1. Taylor, Earl R. "Cataloguing and Com- 0 How many entries in AMWS hold puters: Librarians and Cyberphobia." Ph.D1s in physics from the Univer- The Papers of the Ribliographical Society of sity of Rochester? America 15 (no. 4): 392-393 (1981). What grants are held by the 2. "DIALORDER Suppliers, January 1982." University's History Department, In Guide to DIALOG Searching, DIALOG Biology Department, etc.? Information Retrieval Service, 1982. What are the foreign language p.y-1. 3. Holladay, Janice W. "Small Libraries: requirements of the liberal arts Keeping the Professional Position Profes- curriculum? sional." Special Libraries 72 (no. 1): 63-66. 0 Provide a mailing list of entries in (January 1981). Rochester, N.Y., doing research in 4. Somerville, Arleen and Holladay, Janice laser technology. W. "COMSEARCH, Computing in the Questions were also selected to show University Environment." Executive Computing Seminar, Session 4, Sep 1981, the range and versatility of online unpublished. searching and available databases in areas most useful to the university administrators. The seminar was well received and Janice W. Holladay is head, Reference many requests for information were Department, Rush Rhees Library, submitted by various administrative University of Rochester. october 7982 Determining the Information Needs of Marketing Executives Stan/ey f. Stasch and Rona/d 7. Lonsdale

College of Business Administration, Loyola University, Chicago, 111. 6061 1

.The marketing process involves several phases, each requiring different types of information. An effective information system for marketing management should provide the appropriate quantities and levels of information needed in each phase of the process. The information manager needs to be familiar with critical marketing questions, information needs, and the channels of distribution used by the company for its products or services.

ORPORATE MANAGEMENT tend to be external to the firm, as well can be broken down into a as geographically distant. Marketing C number of areas of responsi- executives are often separated from bility, including accounting, finance, their final customers by the presence of marketing, personnel, production, and one or more levels of middlemen in the purchasing. Some of these, such as ac- distribution channels used by the firm. counting and production, use mostly In addition, using final customers as in- internally generated information. Fi- formation sources is made more diffi- nance, and personnel to some extent, cult because of their large numbers, use internally generated information their geographic dispersion, their dif- but also have ready access to the other ferent needs and motivations, and by information sources which are needed their tendency to be noncommunicative to perform those functions. In the areas as far as the company is concerned of purchasing and personnel, good data (unless they are extremely dissatisfied). can be obtained because suppliers and If corporate librarians and information prospective employees seek out the specialists (hereafter termed CIS) are purchasing and personnel executives to to help marketing-oriented business provide them with information. managers, they must have some under- Compared with these other areas of standing of how marketers think and of corporate responsibility, marketing is the kinds of information they are likely different in that its information sources to want.

270 Copyright O 1982 Special Libraries Assouatlon special libraries Scope of Information Sources not been clearly defined, evidence suggests that both parties lack a good understanding of the role and needs of Marketers are likely to use informa- the other party. Such management com- tion from many sources, all of which fall plaints as the following are common: into the following five categories: Research is not problem-oriented; it tends to provide a plethora of facts, not 1) Internally generated information actionable results 0 Researchers are too such as sales revenues, sales involved with techniques, and they ap- volumes, production rates, and pear to be reluctant to get involved with various costs and profits. management "problems." 0 Research 2) General business publications. is slow, vague, and of questionable 3) Public secondary data of the validity. Researchers cannot commu- kind made available by federal nicate; they do not understand; and and state governments and by they do not talk the language of trade associations. management. 4) Commercial secondary data Researchers also have their com- which have been collected for plaints about management: Manage- specific purposes and are avail- ment does not include researchers in able for a fee. Some examples in- discussions of basic problems; include a) Sales Areas-Market- stead it tends to ask only for specific ing, Inc. (SAMI), which reports information about parts of problems the amount of product shipped Management pays no more than lip from warehouses during a four- service to research and does not really week period to food stores in the understand or appreciate its value. market area served by the ware- Management does not allow enough houses, b) the A. C. Nielsen time for research. It draws prelimi- Company's measure of sales nary conclusions based on early or in- made to consumers through complete results. 0 Management relies chain and indevendent food more on intuition and judgment than stores during a sixty-day period, on research. and c) the National Purchase There is enough evidence to suggest Diary, Inc., record of food store that these are not isolated complaints. purchases made by families dur- CIS should be forewarned that the task ing monthly periods. of satisfying marketing management's 5) Primary data which have been information needs is not an easy one. custom-designed for a specific Success requires careful consideration purpose and-company, often for and planning, and a close working rela- a specific problem or decision. tionship between CIS and managers.

A Word of Caution The Administrative Process

Marketing researchers are a group of The administrative process can be professional specialists who have had viewed as consisting of three separate experience with the task of providing phases: setting goals and establish- marketing managers with information. ing strategies; developing a marketing CIS are advised to be aware that rela- plan; and putting the plan into action tionships between marketing managers and establishing control procedures. and marketing researchers are not Because a marketing manager's infor- always smooth ones. There have been mation needs are different in these misunderstandings, and these have different phases, the administrative caused a certain amount of friction. process can serve as a useful frame- While the causes of this friction have work for identifying those needs. october 1982 CIS should be aware that the admin- environments, and if those changes istrative process can be applied to each might signal the opportunity for the product market (e.g., dog food or firm to undertake a new strategy. CIS bedsheets) or service market (e.g., car should be familiar with these ques- rental or packaged vacation tours) tions, to the point where they feel which is of interest to the firm's market- totally comfortable discussing the ques- ing management.* Furthermore, these tions with their firm's marketing can be markets in which the firm has management. Such discussions are long competed, or they can be ones absolutely necessary, because it is in which the firm has entered only re- such discussions that the CIS will be cently. They can even be markets which able to identify which of these ques- the firm is considering entering at some tions---or variations of them-are the time in the near or distant future. ones which marketing managers want CIS should be familiar with the major answered in this first phase of the ad- questions marketing managers would ministrative mocess. These auestions like answered during the three phases then become ;he basis of the \nforma- of the administrative process. These tion system which the CIS will design. questions reflect the kinds of informa- The following six questions are likely tion marketing managers need in order to be among those asked in this begin- to determine whether certain decisions ning phase of the administrative pro- should be made or certain actions cess. They should be asked for each should be taken. Consequently, CIS specific market of interest to the firm's must have an intimate understanding of management. them if they are to establish good work- 1) How large is the total demand in ing relationships with the manage- the market. and is the trend of de- ments they serve. mand increasing or decreasing?

Phase 1: Setting Goals and Establish- 2) Are there different segments of ing Strategies the market and, if so, what are each segment's size and trend? Marketing management will enter [Example: Canned dog food is a de- this phase of the administrative process clining segment of the dog food when contemplating entrance into a market, but dry dog food is a new market, or when considering a growing segment.] change in strategy for a market in which 3) What are the important character- the firm already competes. Such a situa- istics (i.e., needs, wants, dissatis- tion can arise if certain changes occur in factions, and so on) in the rele- the market or competitive environ- vant market segments? [Example: ment-changes which in some way are Canned dog food completely satis- likely to suggest the existence of a situa- fies a dog's daily nutritional re- tion which represents a new oppor- quirements, but is smelly, incon- tunity or which requires a different re- venient to store after having been sponse than that used in the past. opened, and expensive. On the Shown below are the kinds of ques- other hand, dry dog food is more tions which marketing managers use to convenient to store after having determine if certain changes are occur- been opened, does not smell bad, ring in specified market or competitive and is less expensive than canned food, but typically do not provide *To avoid being excessively redundant, the all of a dog's daily nutritional re- word "market" will henceforth be used in quirements.] place of the phrase "product market or service market." Additionally, the word "prod- 4) Who are the competitors in the uct" will be used to mean either a product or market, and what are their market a service. share and profitability trends?

special libraries phe firm's marketing manage- publications and public secondary data. ment may not wish to enter a Depending upon the market, some use market dominated by a few large may also be made of commercial secon- and aggressive competitors (e.g., dary data sources. Coca-Cola and Pepsi Cola in the cola market). On the other hand, it Phase 2: Developing the may give serious consideration to Marketing Plan entering a market which is not dominated by any one competitor Once the firm's management has but rather is characterized by a established a new strategy, it will enter large number of competitors, all of the second phase of the administrative whom have fairly small market process-developing the marketing shares e.g., the U.S. wine market plan. The marketing plan is basically an in the early 1970s.I integrated program of marketing activi- 5) Are there distribution, legal, or ties to be carried out within a specific other environmental develop- time period. The desired end result of ments and changes which may all these activities is the achievement suggest the possible existence of a of a certain level of participation and new opportunity, and thereby cooperation among both the members stimulate management's thinking of the target market and the company's about a new strategy? [Example:In sales force and independent agents, the late 1960s, the Hanes Company wholesalers, dealers and retailers who noticed that women were begin- are involved in the distribution of the ning to buy store-brand pantyhose product or service in question. Some of in supermarkets. This develop- the information needs in this phase are ment led the company to design similar to those in the first phase (e.g., and introduce its successful line of information about the market), but L'eggs pantyhose. More recently, much of the information is different in airline deregulation has provided the sense that it is likely to be more de- new opportunities for regional tailed regarding specific market seg- and small commuter airlines.] ments, product features, promotional programs, and channel of distribution 6) Are there certain technological members. andlor materials innovations The following are representative of which may lead to market or com- the kinds of questions which a firm's petitive changes? [Example: The marketing management would like advent of the electronic micro- answered when it is about to undertake processor "chip" has already the development of a marketing plan f$r changed the character of the office a specific product or service. CIS should and home calculator industry and study these questions prior to d'iscuss- is likely to continue to make in- ing them with their firm's marketing roads in the automobile, appli- management. During such discussions, ance, and entertainment markets. they can identify the specific questions Other innovations may be affect- which the managers need answered, ing other markets in important, and these can form the basis of the in- but less dramatic, fashion. Man- formation system which the CIS will de- agement should be aware of such sign. As before, a set of such questions changes, as they may signal the should be developed for each of the need for a new strategy.] markets of current or future interest to the firm's management: Of the five information source categories listed earlier, the most important 1) What are the important character- in this phase of the administrative pro- istics of the target market? This cess are likely to be general business question can be broken down into october 7982 such questions as: Are they men or A new strategy is likely to in- women? If women, are they mem- volve a new or modified product bers of a specific age group and/or or service, or a new target market. occupational or other social-class The purpose of these questions group? Does the target market in- is to help marketing managers clude all such women in the coun- gauge the superiority, parity, or try, or only women in the top 50 or inferiority of the product in ques- 100 major metropolitan areas? tion, as viewed by the target market. How many such women are there, Since the strategy's chance of suc- both totally and by major metro- cess increases as more of the pro- politan area? What actual or po- posed product's features and tential dollar volume or unit benefits are superior to those of volume do these women represent competitors', marketing managers relative to the product or service in will need such information when question? making decisions about the devel- A similar series of questions opment of the marketing plan. would apply if the target market consisted of hospitals, motels, banks, or travel agencies. These questions are designed to identify Be aware that relationships be- the specific target market, its size, location, and the market potential tween marketing managers and it represents. marketing researchers are not 2) What attitudes do members of the always smooth ones. There target markets have toward similar have been misunderstandings, prgducts or services currently and these have caused a certain available? This question can be amount of friction. asked as a number of sub- questions: What features, benefits, and so on, do members of the target market look for in the pro- 4) Regarding the proposed product duct or service? How well are they being satisfied with the currently or service, what are the attitudes and needs of company sales people available products or services? In and the other members (e.g., what way or ways are they dis- distributors, dealers, and so on) satisfied with current offerings? of the channels of distribution to Questions such as these can help be used for the proposed product a firm's marketing management or service? What incentives are gain a better understanding of the currently being used by the parent needs, motivations, attitudes, and firm and by competitors to gain desires of the members of the tar- the level of cooperation needed to get market, especially with regard assure the success of the new to those areas in which they are marketing strategy? dissatisfied. It is not uncommon for a market- How do the features and benefits ing plan to fail because proper of the firm's proposed product or consideration was not given to the service satisfy the needs, desires, parties involved in the distribu- and motivations of the target tion of the product or service. The market? In what ways does this purpose of questions such as these market find the firm's offering to is to identify those factors which be more appealing than the com- marketing managers feel are im- petitive offerings? In what ways is portant to members of the distri- it less appealing? bution system, and to identify the special libraries kinds of information marketing plan and the monitoring procedures managers need in order to include may be updated annually. This is the in the marketing plan the incen- third phase of the administrative tives and other rewards which will vrocess. gain the cooperation of all mem- In this phase, marketing managers bers of the distribution system. will need information which tells them how well the plan is being carried out 5) What advertising and promotional and how effective it is.* The following programs are being used by firms are representative of the kinds of ques- offering similar products and ser- tions marketing managers would like vices? Other useful questions answered during this phase of the could include: What media are administrative process: being used for advertising, and

how is it scheduled- - over time? 1) What are total industry sales of the How much money is being spent product class in question? What on advertising? Regarding pro- are industry sales in each major motions, what types of consumer market? promotion are being used, and 2) What are the firm's sales of the how often are they being used? product, both totally and by major What types of trade promotions market? are being used, and how often? Answers to questions 1 and 2 How large is the promotional will help management estimate budget? its overall market share and its A marketing plan has little share within individual markets. chance of success if it's advertising Management can use this informa- and promotional activities are not tion to evaluate the plan's achieve- better or bigger than those used by ments and to pinpoint markets in the competition. Therefore, mar- which the firm's progress has keting managers need answers to been noticeably above or below questions such as these before average. they can determine which advertising and promotional activities 3) What distribution coverage has are in fact better andlor bigger. been achieved for the firm's product, that is, in what percentage of The two information source cate- the appropriate retail outlets in gories likely to be the most useful in this each market is the firm's product second phase of the administrative currently available? What support process are commercial secondary data do retailers in each market give sources and primary data sources. Some to the product in terms of carry- use would also be made of public secon- ing thefull line, giving it adequate dary data sources and general business shelf display, and pricing it publications. properly? Answers to such questions are useful because they can help Phase 3: Putting the Plan into Action, managers determine if the plan Controlling the Plan has been successful in obtaining the desired degree of distribution After the marketing plan has been developed, management will put the plan into action. It will also establish *For a good illustration of information that monitoring procedures which will can help managers measure the effective- evaluate the effectiveness of the plan ness of marketing plans, see Richard A. and assure that it is being carried out in Federl "How To Measure Marketing Per- the intended manner. If the plan is to be formance," Haward Business Review 43: in operation for a number of years, the 132-142 (May-Jun 1965).

october 7982 coverage and support. Such infor- 5) How much did the firm spend on mation is absolutely essential for marketing the product? What troubleshooting purposes. If the percentage of these expenditures firm's market share objectives are was allocated to consumer adver- not being attained, management tising, to consumer promotion, to will have to know if the cause of trade advertising, to trade promo- the problem is poor consumer re- tion, or to other marketing activi- sponse or inadequate distribution ties? How were these expenditures coverage and support. Answers to allocated to different markets? the above questions will indicate if Answers to these questions can the problem lies with the product's be used in conjunction with infor- distribution. mation regarding market share,

Most marketing activity uses a channel of distributors. When distributing a product or service, a firm may be able to consider the use of several different channels of distribution, some of which may be simple and some complex.

distribution performance, and What percentage of the target consumer response. If market market is aware of the firm's prod- share objectives are not being uct? What do they know about the achieved in a certain market product, and what is their attitude (known from questions 1 and 2), toward it? What percentage of the the problem is likely to be due to target market has tried the prod- poor distribution coverage (known uct? Of those who have tried the from question 3), and i or poor con- product, what are their attitudes sumer response (known from toward it, and what percentage question 4). Management should has repurchased it? What are the first determine which of these is repurchase rates? the probable cause of the lower- The answers to these questions than-expected market share. Then, can help managers determine if by comparing the pattern of mar- the plan's advertising and promo- keting expenditures in the prob- tions have been successful in lem market (known from question achieving the desired levels of 5) with the distribution perform- awareness, trial, and repurchase ance and consumer response infor- among target market members. mation associated with the market, This can be useful troubleshooting managers may be able to pinpoint information, especially if market those parts of the marketing plan share objectives are not being met. that have not been given sufficient In such a situation, management budget, or are not being carried will want to know if the poor sales out as intended, or are not as effec- record is due to low consumer tive as intended. awareness of the product, or to unfavorable attitudes toward the 6) How much did competitors spend product, or to low acceptance of on their marketing of competing the product's benefits and fea- products? How were those expen- tures. The above questions will ditures allocated to different mar- provide management with this keting activities? How were they information. allocated to different markets?

special libraries The usefulness of this informa- Just what information should be in- tion is similar to that obtained cluded in the system should be deter- from question 5. If the firm's mar- mined through discussions with the ket share in a certain market is firm's marketing management. How- below average, possibly it may be ever, it is to be expected that questions due to more or better marketing quite similar to those discussed earlier expenditures on the part of a com- will also be applicable here. Of particu- petitor. By using the information lar interest are questions that concern from question 6 in conjunction whether the participants are selling or with that available from questions carrying the full line, their volume of 3, 4, and 5, management may be each item handled, if they are promot- able to determine if the below- ing it properly and effectively, the ap- average market share is due more propriate costs or prices associated with to aggressive or superior competi- each item carried, and so forth. tive activity than to an inherent weakness in the firm's own mar- A Simple Channel for lndustrial keting efforts. Materials Much of the information needed in Perhaps the most simple channel of this phase of the administrative process distribution is one used by many would come from commercial secondary data sources and primary data manufacturers whose products are used sources, as well as from sources internal up, that is, consumed during the pro- to the firm. In some industries, infor- duction of some other product. For mation regarding competitive market- example, steel producers sell to office furniture manufacturers and chemical ing expenditures may be obtained from general business publications. processing firms sell to detergent manufacturers. Often, this selling function is performed by the seller's own sales- Channels of Distribution force. The only participants in such a channel of distribution, other than the CIS should be aware that most mar- buyer and the seller, are members of the keting activity uses a channel of distri- selling company's salesforce. If a firm bution. When distributing a product or uses this kind of channel of distribu- service, a firm may be able to consider tion, CIS will want to incorporate into the use of several different channels of the information system certain data distribution, some of which may be simple and some complex. In order to do an effective job of designing an information system for their firm's mar- CIS should take it upon them- keting management, CIS must have an selves to identify all the partici- accurate description of the channel of pants, and the roles they play, distribution used for the product or in the channels of distribution service in question. Three different channels of distribu- used by their firms. tion will be described to illustrate this aspect of marketing and to demonstrate that different channels of distribution which will indicate how well these par- can involve one or more different types ticipants (i.e., members of the com- of participants. In order to complete the pany's salesforce) are performing. The information system they are designing, exact nature of this data should be CIS should include information regard- determined through discussions being the performance of each type of par- tween the CIS and the firm's marketing ticipant in the channel of distribution. managers. october 7982 A Lengthier Channel for Major channel has three participants: the com- Appliances pany's salesforce, the wholesalers, and the retailers. A firm using this type of A more complex channel of distribu- distribution system would like to have tion is one used by some manufacturers verformance information for all three of major electrical appliances. These types of participants. manufacturers have their own sales- The company's salesforce may be able people call on large, independent retail to obtain data regarding the perform- department stores which sell the appli- ance of wholesalers, but it will find it ances to consumers. Such a channel of more difficult to obtain information distribution includes two types of par- regarding the retailers' performance un- ticipants other than the manufacturer less it first gains the cooperation of and the final consumer: the members of wholesalers. If the wholesalers refuse to the company's salesforce, and the inde- cooperate (which is often the case), CIS pendent retail department stores. A may have to turn to trade associations firm that uses such a channel of distri- or government secondary data sources bution would want its information for the necessary information." If these system to include performance data on sources fail to provide the necessary in- both of these two different types of par- formation, primary data may have to be ticipants. Since the company's sales- gathered. force is in direct contact with the The three distribution systems de- department stores, the required per- scribed are but a few of the many chan- formance data on the latter may be ob- nels used throughout the business tainable by the company's salesforce. world. CIS should be aware of these systems and take it upon themselves to identify all of the participants, and the roles they play, in the channels of distri- More Complex Channels for bution used by their firm. After dis- Consumer Products cussing the channel participants and their roles with marketing manage- An even more complex channel of ment, CIS should be able to determine distribution is one typically used by the data that is needed for the informa- manufacturers of various products, in- tion system being designed. cluding packaged foods, household items, and hardware. Many of these *A useful publ~cationregarding the use of manufacturers use their own salesforce secondary sources is Measuring Markets: A to call on independent wholesalers, Guide to the Use of Federal and State Statis- who in turn call on retailers in their tical Data (Superintendent of Documents, market area. The retailers then sell the U.S. Government Printing Office, August, products to the final consumers. Such a 1974)

special libraries Conclusion Bibliography

Two guidelines have been presented Adler, L. "Systems Approach to Market- which CIS can use when designing an ing." Harvard Business Review 45:105-118 information system for their firm's (May-Jun 1967). marketing management. The first is Cox, D. and R. Good "How to Build a Mar- based upon the different phases of the keting Information System." Harvard Business Review 45:145-154 (May-Jun administrative process, which can help 1967). CIS identify the different kinds of infor- Feder, R.A. "How to Measure Marketing mation marketing managers need a) Performance." Harvard Business Review when setting goals and establishing 43:132-142 (May-Jun1965). strategies, b) when developing market- Measuring Markets: A Guide to the Use of ing plans, and c) when putting plans Federal and State Statistical Data Superin- into action and providing for proper tendent of Documents, U.S. Government control of those plans. The second Printing Office, Aug 1974. guideline is based upon the channels of Sevin, C.H. Marketing Productivity Analysis. New York, McGraw-Hill Book Company, distribution used by the firm. This 1965. guideline can help CIS identify the dif- Smith, S.V., R.H. Brien, and J.E. Stafford, ferent participants in a firm's distribu- eds. Readings in Marketing Information tion system, especially those whose Systems. Boston, Houghton Mifflin Com- performance should be monitored in pany, 1968. some way through the collection of cer- Stasch, S.F. Systems Analysis for Marketing tain information. The firm's marketing Planning and Control. Glenview, Ill, Scott, managers and CIS can then identify the Foreman and Company, 1972. information that is needed to monitor Stem, M.E. Marketing Planning: A Systems the performance of those participants. Approach. New York, McGraw-Hill Book Company, 1966.

Stanley F. Stasch is Charles H. Kellstadt Professor of Marketing and Ronald T. Lonsdale is Assistant Professor of Marketing at the College of Business Administration, Loyola University of Chicago.

october 1982

t Management of Proprietary Information The Trials and the Treasures

Margaret H. Graham Information Services, Exxon Research and Engineering Company, Linden, N.J. 07036

While information specialists appear to enjoy performing client services involving published information, many resist performing the same services when proprietary materials are involved. An examination of the root causes for this behavior, the benefits and problems of using internal information, the changing attitudes of management toward information problems, and finally a look at where information technology is taking industry is necessary to understand the problems and opportunities.

ISTORICALLY, the handling of needed to be done, it proved to be a proprietary information has problem easier to identify than to solve. been a function performed by As management surveyed its organi- the lowest paid, lowest rated staff-the zation to identify where proprietary file clerk. It required no training, no tal- material could logically be handled, it ent, and no specialized knowledge. In looked to the librarian to take over this contrast, the handler of published ma- activity. However, librarians viewed terial was required to be a profession- this as a downgrading of their opera- ally trained librarian with a master's tion; it was difficult enough getting degree in library science. management to recognize the value of Over time, companies began to rec- libraries without taking on yet another ognize that planned management of in- undervalued and understaffed activity. ternal records can have great value but The handling of proprietary material that access to this information has been may sound simple and easy on the sur- limited-limited by how the files had face, but there are significant differ- been arranged in the first place, limited ences vis a vis published information. by the way revisions were made, and, These differences can be both an ad- in general, limited by the level of atten- vantage and a disadvantage, depending tion given to the problem. While man- on the context in which they are agement recognized that something viewed.

280 Copyr~ghtC 1982 Specla1 L~brariesAssoc~ation special libraries Advantages and Hardships the future, this problem may be eliminated by having all documents produced on a word processor and auto- The following section describes the matically transmitted to a database. perils and the pearls of proprietary document handling. Generally, the advantage (or the disadvantage) is the Selection of an Indexing System other side of the coin. In all cases, the discussion concerns the organization (+) It can be exciting to plan and im- and management of internal informa- plement systems that will create a new tion, i.e., documents that are not avail- information resource. While there are able in the open literature. Since books hazards if you fail to meet expectations, have been written on the intricacies of there can be enormous gains if you indexing, search systems, records man- succeed. agement, microform technology, and so (-) In order to identify or create an on, the specifics involved will not be indexing system for document han- included here. dling, standards will first need to be established for documents processing. Since this is already done for the pub- Document Identification lished literature, e.g., the Library of Congress and Dewey Decimal Systems, (+) The identification of documents and is readily accepted by users, it is an to be handled provides an opportunity area in which everyone considers him- to make many organizational contacts self "expert." While most users realize that can serve you well throughout your that they cannot keep all the documents career. It also gives you the chance they may someday need, they do not to understand the organization and the believe that anyone else can organize way the various units work and their materials in a useful fashion. The interact. issue of customer satisfaction (or the (-) It is necessary to identify each of lack of it) characterizes the handling of the kinds of documents that need to be most proprietary documents. handled. Since this usually has not been done before, there will be no guide posts to the areas that have to be Overcoming Resistance to Change covered. (+) The challenge of creating a center for handling proprietary information Establishing Document Flow that will be used and valued by clients is exciting. To be able to change atti- (+) A mechanism has to be estab- tudes and show users the advantages of lished for directing the flow of docu- storing and retrieving documents in an ments to a central handling area. organized manner is a goal worth striv- Obviously, this must be done with tact ing for, but it will not be easy- and an awareness that there may be perceptions are one of the hardest sensitive issues. things to change. (-) A company policy that calls for all (-) If there is one topic that can turn documents to be sent to a central han- nice friends into foes, it is the sugges- dling area can be difficult to enforce. tion that they do not have to keep their Not all documents requested will be re- own files for every aspect of their work. ceived and skeptics will see this as People are possessive of the documents proof that control processing is a bad they generate and receive. They cling to idea. Sometimes it will not even be their paper as if there is not a system in possible to verify that a document was the world capable of storing and retriev- produced, much less get hold of it. In ing their materials when needed. october 7982 Need for a Retention Policy centralized services, users request the documents and other services required, (+) A Company Retention Policy as- and the central service is responsive to a signs the responsibility and control of broad, as opposed to a targeted, user documents. Unlike published informa- group.) tion that is collected by various libraries all over the world, the archival collection can be the only source of proprie- Document Storage tary company documents. (+) (-) Developing and administering a This again involves the question Retention Policy is not a simple matter. of total control of all aspects of document handling. The unit Eesponsible for All units of an organization must determine which documents should be kept. company proprietary information must not only acquire, catalog, advertise, Vital documents generally include those that record essential work of the organi- shelve, retrieve, and supply both infor- zation and those documents that must mation and copies but also serve as the official archive. These responsibilities be kept for legal purposes. A Retention carry with them the choice of method of Policy sets the retention periods for acquisition, system of cataloging, how each type of document and provides to make it known that the material is in teeth for its implementation. It is fre- hand, in what form you are going to quently as important to destroy docu- store it, whether it will be available at ments after a period of time as it is to other locations, what level of services retain documents over time. will be offered in terms of locating information and supplying copies, and finally how long the material will be Need for Supplying Documents retained. (-) Decisions must be made regard- (+) Knowledge of who is using what ing the best storage mechanism for each allows the efficient structuring of ser- type of document. This includes deter- vices. It also allows customization, mining whether storage will be in the which in turn permits an interaction be- form of paper, microforms, or digital tween the provider and the user that records. A high degree of transportabil- usually results in a high degree of satis- ity is possible with microforms and faction on both sides. digital records. The equipment is im- (-) Any service that requires fast proving for producing quality repro- turn-around and accuracy is subject to ductions from microfilm, but not from complaints; centralized service pro- the traditional reader-printers. While vides an easy target. (Centralized ser- digital records have some advantages, vices are distinct from centralized in- the original record must be produced on formation processing: Decentralized a word-processor to store it efficiently. services imply that the access to infor- There is also the question of whether mation has been moved as close to the this is a good mechanism for archival user as possible, with document supply storage of documents. Whatever the de- as part of that service; in the case of cision, don't expect to please everyone.

special libraries Systems for Alerting and Searching based on the friendliness of the system, how easy is it to get needed answers, (+) Setting up a total, responsive, and the quality of the information proprietary information center involves center staff. many complex elements. The creation of a successful operation not only yields a high degree of personal satisfaction but Defining Tasks and Objectives also earns management's recognition for an activity that is beneficial to the A summary of the pluses and mi- organization as a whole. nuses of proprietary document han- (-) Establishing a system for alerting dling is presented in Table 1. Ob- and searching the proprietary database viously, a great deal of work is is not a trivial matter. One frequent fail- involved. A requisite for assuming the ing is that all effort is directed toward task is to determine the extent of your indexing while utilization is left to the responsibilities. This is frequently done end user. A mechanism has to be by drafting a role or mission statement. established whereby potential users can If you are responsible for archival stor- identify and retrieve available docu- age, or if you provide customer service ments. The success of the proprietary or systems design, define the scope of database will ultimately be determined the job and your objectives. The work to by the users. Their judgement will be be performed should be understood by

Table 1. The Pluses and Minuses of Handling Proprietary Documents.

Activitv Plus Minus Document Broader knowledge of and All the proprietary docu- Identification contacts within your ments must be identified- organization. for the first time. Establish document Set up a mechanism for Centralized processing flow getting and processing means centralized blame- proprietary documents. justified or not. Indexing system Creation of a new and Standards will have to be selection highly valuable infor- devised for the handling, in- mation resource. dexing, and storage. Resistance to Centralized handling can Paper horders will look at you change lead to increased use and as their enemy. value. Creation of retention Responsibility and control Requires agreement between policy of proprietary documents operations and legal as to clearly defined. what to keep and what to destroy. Supply of needed Permits customization of Centralized services provide documents databases and increases an easy target for criticism. interaction with customer. Storage of Control allows choice of Tradeoffs will be required, documents the mechanisms of acqui- which means few will be sition and storage. pleased with the final result. Systems to alert and Management recognizes Requires closer coordination search the broad organization and interaction with each benefits of proprietary user. document handling. october 7982 both the librarian and management. Changing the Attitudes of Considerable effort must be ex- Information Professionals pended in understanding the organization, the types of documents produced, the various forms the records come in, Too many information professionals how the documents andlor data are take an extremely limited view of what used, the terminology of the company, their work should cover. The fact that a the turn-around time needed to fulfill number of professional societies spe- requests, and, in general, the profile of cialize in different aspects of the infor- the organization. Too many people who mation field should not limit how we take on an assignment feel obligated to view ourselves. Many of us belong to plunge in and make changes in order to more than one organization, because make their presence felt. This can be a one alone does not meet all our needs. sure fire way to alienate potential users However, we must not ignore the many before you even have a chance to show facets of our profession. what you can do. In many ways, we have an identity problem. We know that the efficient handling and transfer of information Changing Management's Attitudes requires training, knowledge, and skill. Yet, too often we have failed to commu- The tendency among the staff in large nicate our worth to our management. organizations to cling to the proprietary It is hard to understand how so many documents they have produced, as well service-oriented informatin people, as their innate distrust of in-house stor- who do outstanding work for their clients, can be so reticent in informing age and retrieval systems frequently stems from management's low regard of management about what they do. these activities. The work required to Many, no doubt, feel that the good change the image of these functions and quality of their work and the high re- to educate management and users in the gard in which they are held by clients value of the information resource that should be absorbed through osmosis by their management. Unfortunately, it can be derived from centralized docu- does not work that way! ment handling cannot be underesti- Why has the profile of information mated. Such recognition will take time activities become more visible? The ad- and effort, but it will come. vent of online searching of large databases has, without question, been a Librarians and other informa- driving force. As awareness grew of the tion professionals should em- instant availability of information and bra& the opportunity to the value of this source of intelligence to a company it became more apparent assume responsibility for pro- that an equal amount of proprietary in- prietary information handling. formation was needed in the decision- making process. It also became appar- Librarians and other information ent that in most organizations, informa- professionals should embrace the op- tion was not readily available and could portunity to assume responsibility for not easily be manipulated, and that proprietary information handling. They there was no real management of in- should show management the value of ternal information. using in-house materials. By retrieving However, old habits die hard. It is company documents to find out how difficult to elevate an activity that had something was done in the past or to get been regarded as unimportant to one twice the value out of a study by up- that has real value. So what was the re- dating it, both past mistakes and dupli- sult? Since librarians often do not want cated efforts can be avoided. to get involved with yet another under-

special libraries valued job, they frequently are willing of information in terms of storing and to turn proprietary information man- retrieving. When information is moved agement-over to the computer people. from printed products and manual That concept has led to problems that handling to digital form and computer defy description.* There is expertise manipulation both skills are required. needed to work with computers, there The information field has under- is also expertise needed in the handling gone dramatic changes. Technology has opened a door for accessing informa- *The following incident is an example of the tion, and once through that door, there problems that can occur when a system is is no returning. Perhaps now is the time designed by a computer specialist without infor redefining the meaning of informa- put from a library professional. An online tion handling and what is really in- retrieval system had been designed for a pe- volved in information transfer. What is troleum company. A database of petroleum needed is not a simple upgrading of information was loaded and set up for demonstration. The search strategy included previously defined information func- traditional petroleum products, and all queries tions but a new look at the information yielded nothing. We felt that there must be process and the role of the information something wrong with the program. On anal- professional. ysis, it was found that the program automati- cally eliminated all one-, two-, and three-letter Margaret H. Graham is manager, words in an effort to conserve space and to Information Services, Exxon Research eliminate trivial terms. Unfortunately, in this and Engineering Company, case, ~t eliminated words like oil, gas, and tar. Linden, NJ.

Come down off that ledge, Harry. Everyone makes mistakes. october 7982 The User-Oriented Library in an Industrial Setting Adele Hoskin, Winston C. Lister, and Max M. Marsh Eli Lilly and Company, Indianapolis, Ind. 46285

.Growth and diversification at a leading pharmaceutical firm has been accompanied by growth and decentralization of library and information services. Technology, concerned management, enlightened librarians, and sophisticated users will combine to provide information directly to users at their desks or in the laboratory.

HE LIBRARY SYSTEM at Eli Lilly community at the company's head- and Company began in the re- quarters, but it also provides scientific Tsearch division as one main li- information to the entire corporation. brary serving all of the informational The establishment of the Library Agri- needs of the company. It provided cen- cultural Service in 1958 recognized the tralized librarv services, such as iournal need to have specialized information and book &rchases and inteilibrary service at the same location as the re- loans. The company has always been research or activity being performed search intensive, and the changes in its within the company. Located at the research direction have been reflected company's agricultural research center, in the growth of its library system. it was natural for the library to report to Gradually, as the company grew, the the administration serving agricultural need for information became more seg- research. mented and specialized. This philosophy carried over into the The segmentation and specialization establishment of the Business Library, of information delivery resulted in the in 1962, which is located at the cor- establishment of formal libraries, read- porate headquarters and reports to the ing rooms, and the assignment of litera- Industrial Relations Division. The Legal ture searching to subject specialists. Division Library, formed in 1968, The parent library, the Scientific reports to the Legal Division. The estab- Library, primarily serves the research lishment of these four libraries satisfied

286 Copyright o 1982 Specla1 L~brar~esAssoc~at~on Special libraries the need to have information centers purchase requests, catalog materials, containing specialized information in coordinate the current alerting service, close proximity to the user. maintain a product file, and conduct User-oriented library services have patent searches. The clerical staff is re- been the driving force behind the sponsible for preparing purchase development of these four libraries. In orders, authorizing payments, posting present-day operations, the user com- receipt of material, claiming missing munity continues to evaluate the ser- material, processing interlibrary loans, vices and recommends new programs. producing catalog cards and labels, In addition to these formal libraries, providing copies of requested articles, several departments located in other binding journals, and performing buildings have begun to coordinate general office functions. their journal and book selections to The trend toward decentralization establish informal reading rooms. and segmentation is apparent also in literature searching. Four departments have subject information specialists or The Scientific Library: literature searchers. The qualifications Administration for these positions are a degree in chemistry or science and an interest in The Scientific Library is a full service the literature. Literature searchers pro- library. This can best be illustrated on vide information to users within their three levels. At the first level, the library departments. With the exception of the answers reference questions ranging Legal Division Law Library, the li- from quick checks on such things as braries are independent of a specific addresses or book titles to in-depth user group and report to a service divi- searches on chemical compounds or sion within the company. This in- complete bibliographies on a product. dependence permits greater freedom in At the second level, the library fur- serving library clientele and in provid- nishes the material to the requestor, ing a wider range of services. either within its current journal and Each library provides service to users book holdings, on interlibrary loan, or within the entire corporation. Support through a specific purchase. At the from primary users is necessary every third level, the Scientific Library pro- year to justify capital expenditures, new vides the same kinds of services-t; the programs, and expense budgeting. other Lilly libraries. Each library has its own budget, service The Scientific Library personnel con- policy, and functional business opera- sists of a chief librarian, three reference tions. The organization within each librarians, and eight clerical staff library also differs with respect to the members. The librarians have a scien- needs of its specific user community. tific as well as a library background. The Scientific Library reports to The chief librarian reports to the depart- the Scientific Information Services ment head, Scientific Information Ser- Division, which includes other research vices and is responsible for annual service groups such as research rec- budget preparation, justifying capital ords, statistical support, and systems expenditures for new equipment, and analysis. conducting progress reviews of the The Scientific Library has one central staff, and acting as the purchasing agent location at corporate headquarters, for books and journals. The chief librar- where the main collection is housed, ian interacts with the librarv committee and one branch housed in a neighbor- to respond to user needs and to imple- ing research building. Many journals ment their suggestions. have been purchased on microfilm to In addition to answering scientific save space; however, some of the space and medical reference auestions. the savings is used for microfilm reader- librarians also initiate book and journal printers in both libraries. With an in- october 1982 ventory of 15,000 reels of microfilm, the library presently has four microfilm reader-printers. With online database searching a necessity for good library service, the library has two DECwriter III's for literature searching. Other electronic equipment includes a Tektronix 4114 to search CAS Online and the in- house database, the OCLC terminal for cataloging and interlibrary loans, a word processing work station, and a Lilly Data Center terminal. This equipment causes more of a space problem than the journal and book storage . One projected task for the library committee will be to help formulate new require- Medicine and Chemical Abstracts. The ments for the physical layout of the product of an online database search is library. a printed bibliography from which the scientist may obtain copies of needed articles or patents (limited to one copy Services of any document). The emphasis here is on outside databases. Information The library seeks to provide the right from in-house databases is handled information at the right time to the right by different departments within the user. Prior to 1970, the Scientific organization. Library had extensive indexing and In addition to answering specific abstracting services and acquisitions requests, the library offers a current and holdings of books and journals. The alerting service based on information in librarians were mainly consultants, in- the Institute for Scientific Information structing users where to begin the source tapes. Key words from user pro- search and showing them where to find files are matched against words in materials. The library attempted to be article titles. Approximately 500 user self-sufficient; most of the material was profiles are run against these tapes available in house and the larger weekly, and appropriate references are medical school libraries were used as a printed and disseminated. Scientists back-up. may request copies of relevant articles. Beginning in 1973, the use of online Because of this alerting service, journals databases enabled the library to in- covered in the service are not routed so crease its productivity. The librarians that they will be available for use with- could respond faster and more com- in the library after the references are pletely to the scientists' requests for in- distributed. formation. Since the new databases To obtain articles that are not avail- could provide accurate references, the able in-house, the library provides an library could provide better document interlibrary loan service. To obtain the delivery. Online database searching book or article, it either cooperates with today accounts for about 60% of the other libraries in an interlibrary loan reference questions, using an average of network, accessed through the OCLC two databases per search. Interlibrary Loan subsystem, or uses The library reference service is open the services of an information broker. to anyone within the company or its Another service provided to users is subsidiaries who has a need for scien- the purchase of books, journals, and tific, medical, or patent information. Lilly-authored reprints. In-house com- The databases most frequently used are puter systems have been developed to those supplied by National Library of track journal subscriptions for renewals

special libraries and for holdings information. The pur- strain of the enormous expansion of chasing expertise for library materials scientific literature. There is simply too has been developed internally rather much to scan and too little time in than within the corporate purchasing which to read noted items of interest; group. most active researchers confine their nonpredetermined scientific reading to User's Perspective a few favorite publications. In addition to these publications, many scientists The scientific staff consists of many rely on alerting services or abstracting kinds of information users whose needs services to stay current. range from the accumulation of biblio- Today, direct use of library facilities graphic background or historical infor- by senior staff members is less frequent mation necessary to start a new research than in past years. Some minor, specific project to the development of science items may be located through a per- teaching aids to be used in seminar or sonal visit to the reference stacks. On lecture presentations. The scientists request, more general searches are may require materials for the prepara- made by the library specialist or by the tion or defense of patents or to comply divisional literature searcher. Under with the regulations of government these circumstances, it is most impor- agencies- such as FDA, EPA, or OSHA. tant to formulate the right questions in The operation of a research laboratory a manner that is clear to the interme- also calls for frequent reference to pub- diary. Optimally, the search criteria lished specifications for laboratory pro- should be drawn up with the collabora- cedures and to compendia listing tion of the information specialist. Most quantitative data on atomic and mo- laboratory scientists are not familiar lecular properties. The scientific staff with the procedures for accessing the recommend materials the library should several databases currently available.

The time-honored prerogative of the scientist to browse at leisure through current issues of journals available either in the library or on circulation to the laboratory is showing the strain of the enormous expansion of scientific literature. purchase and where they should be As a starting point for information in housed. Because of the volume and a new project area, the scientist almost complexity of scientific literature and its always seeks pertinent and up-to-date relevant databases, these scientists reviews. The company's holdings have often need knowledge about the search always been strong in this area, and and retrieval systems themselves. considerable emphasis is placed on Current approaches to the problem of locating secondary information sources acquiring necessary scientific informa- early in the course of a project search. tion are a mixture of established tradi- This is again a reflection of the struggle tional and evolving computerized tech- to deal with the enormous volume of niques. The time-honored prerogative published information existing in any of the scientist to browse at leisure scientific field. Because original articles through current issues of journals avail- are well-indexed, scientists can find able either in the library or on circula- information relevant to their projects tion to the laboratory is showing the from this primary source. However, october 1982 many review titles are inadequate to chases include productivity enhance- describe the actual coverage of the ments or cost sa;ings. ~ooks,journals, article, and online databases do not supplies, online databases, and so on, provide good access because of insuffi- are treated as exvense items and are cient indexing from the supplier. planned within the annual expense There are some severe limitations on budgets. the gathering of today's information by The Scientific Library expense yesterday's methods. Reading (hence, budget is part of the Research Labora- presumably knowing) all the scientific tories budget. Each year, budgeting ser- literature on any but the narrowest of vices for the Scientific Library's users is subjects is a practical impossibility. Al- planned by the library management in though the information specialist has consultation with representatives from expertise in search logic and knowledge the user community. The decision was of database usage, the joy of serendipity made years ago to centralize the book is gone. Considering the amount of and journal purchasing function; how- time available to read identified ever, departmental expenditures still articles, individual interest profiles require appropriate functional manage- developed by the scientist tend to be ment approval. too general. This "broad-brush" appli- When the online database era began, cation of search logic has been thought the library management decided to necessary to be more certain that a centralize that expense within research significant publication was not missed. to trv to evaluate the demand and its In practice, however, a frequent result growth. Consequently, the library's is a request for copies of all articles of budgets for all online database usage by interest and an accumulation of a file of the Scientific Library, the Library Agri- unread paper. The library's users look cultural Service, and the literature forward to the day when the library's searchers distributed among the holdings will be accessible online from departments. This centralizatTon of a terminal in the lab. costs provides useful information about the use of these services. Since resource sharing is so im- Funding portant, Eli Lilly participates in two library networks: The Midwest Health Library funding consists of two cate- Science Library Network for coopera- gories: capital items and operating ex- tive interlibrary loans, and INCOLSA, penses. Purchase of major equipment the state network. for access to a biblio- for the library must be justified and graphic utility and to database vendors. processed through a Capital Appropria- The services provided through net- tions Committee, consisting of repre- working time and cost savings, sentatives from research and financial particularly in the cataloging of ma- management. Criteria for capital pur- terials and the verification for inter-

special libraries library loans. The time saved has been trend toward cheaper, more versatile redirected into more reference service hardware coupled with more user- to users while cost savings have friendly software will allow delivery of enabled the library to locate and borrow library service to converge on a display small demand items and purchase terminal in the scientist's laboratory. higher usage materials. Today's graduates have been trained to be more conversant with technology, and many want to perform their own Summarv searches. When com~atiblein-house systems become available, scientists All of the libraries have been able to will be able to access almost all informa- provide good service to their users tion services from their work stations as a result of technological change. and there will be little need for them to Presently, the library is the central loca- visit the librarv. tion for obtaining information. As the The company recognizes the need to company grows, the library needs to keep pace with technological change continue to adapt to decentralization. and is surveying its user community to Significant progress has been made try to anticipate its needs. A library in the delivery of library services to the committee is being formed to help co- scientist. The library has been able to ordinate the requirements and the solu- take advantage of technological ad- tions, and the library staff has been vancements ti increase its internal pro- given a mandate to continually look for ductivity, as well as to respond to the ways to improve the services provided. user's needs in a timelv manner. The trend toward decentralization of some library services continues, and in- house and external library systems will Adele Hoskin is chief librarian, make this efficient and cost effective. Winston C. Lister is director, Scientific Scientific users' auest for information Information Services, and Max M. is unending and their expectations for Marsh is research advisor, Research service continue to grow. Future tech- Laboratories at Eli Lilly and Company, nology will help meet this demand. The Indianapolis, Ind.

october 1982 The Law School Library Its Function, Structure, and Management Robert J. Desiderio University of New Mexico Law School, Albuquerque, N. Mex. 87131

.The law library has a special and unique importance because of the nature of our legal system and its role as a laboratory for anyone involved in a legal proceeding. Stu- dents, faculty, lawyers, judges, and lay persons cannot accomplish legal work without the library. Law libraries, in the process of transition, are planning or implementing computer-based retrieval systems and video devices for training and instruction. Law librarians have significant responsibilities for accurate information retrieval and teaching legal research techniques.

E LAW LIBRARY has many found in a basic law library. There are users. It not only serves the law official state case reporters, statutes, T"faculty and students but is also and various secondary materials. used by the practicing lawyer on a daily Of the approximately 175 accredited basis. In addition, lay people use the law schools in this country, only 15 law library to find answers or explana- have libraries with less than 100,000 tions to their questions. Without the volumes. Most of those have around law library, the legal system could not 100,000 volumes, and many are rela- function; a system grounded on prece- tively new schools. A large number of dent must, at a minimum, provide state and county law libraries have col- access to those precedents. lections of more than 100,000 volumes. The special nature of the law library is It is estimated that a minimm of 225 law highlighted by noting that there are libraries in this country have holdings more books about law than any other of more than 100,000 volumes. A large single subject. The National Reporter percentage of those exceed 200,000, System, published by the West Publish- with a few exceeding 500,000 volumes.* ing Company, which includes all reported appellate cases and many trial *The purpose of this comment is to sketch court cases, now comprises 7,500 the role and structure of the law school li- volumes and is growing at approxi- brary. The basis of the following presentation mately 200 volumes each year. The will be drawn from the author's extensive ex- National Reporter System represents perience with the University of New Mex~co only a fraction of the primary materials Law School library.

292 Copyrtght D 1982 Specla L~brariesAssoc~atlon special libraries Role and Function of the ries contain at least a minimal collection Law Library of secondary material. Indeed, all libraries have as their In addition to law sections of general primary objective housing and making libraries, there are at least four institu- available the information lawyers and students of law need in their work. tions that have law libraries. First, most law firms have libraries. The size of However, few county, state, and law these libraries relates directly to the size office libraries are large enough to of the law firm. Some are as large as, supply lawyers with all needed re- if not larger than, most county law sources. Physical space and costs are too libraries. Others are quite small con- prohibitive for these libraries to be full- taining mainly local or regional re- service libraries. As a result, in many porters and local statutes. Second, many states the law school libraries have counties or county courts have libraries. come to serve this purpose. For ex- These vary in size, ranging from a few ample, in New Mexico, the Supreme thousand to 700,000 volumes in the Court has a fine library; however, the case of the Los Angeles County Law primary law library for the state is the Library.* Third, most states have state library at the University of New Mexico or supreme court libraries. These libra- (UNM) Law School. Recognizing that ries are used primarily by government UNM is the only law school in the state officials. Finally, all law schools have and that New Mexico is the fifth largest libraries for the benefit of students, state geographically gives some idea of faculty, judiciary, bar and, in many the responsibility that the library has accepted. cases, the general public. These four libraries do have a common denomina- tor; they contain the necessary materials The Law School Library and information through which the lawyer acts. Service to the bar is only one, and the A goal of our legal system is conflict least important, of the law school resolution. To develop the principles library's obligations. The library's pri- which become the standards for re- mary responsibility is to the educa- solving disputes, legislation and case tional and research programs of the law precedent are the essential ingredients. school. In the educational area, the Analysis and synthesis of theses library must complement the classroom sources are the lawyer's methodology. and clinical instruction. This means that Without access to the information, the the library must have the particular lawyer cannot function. The law library source materials, as well as adequate (in essence) is the lawyer's laboratory. copies and sufficient facilities for stu- In addition to cases and statutes, dents and faculty. Moreover, the staff there are many secondary materials- must help in the teaching of legal re- treatises, monologs, journals, and form search and bibliography. books-which aid the lawyer in under- With respect to research, the library standing issues, gaining ideas for re- must have the information, or be able solving them, and providing forms to to acquire it quickly, that faculty and carry out any plan. These secondary student researchers require. Faculty materials are essential tools for the research is as varied as the faculty. lawyer serving a client. Most law libra- Generally, a law school faculty reflects interest in all areas of the law; thus, the library must be able to respond to all *The data on state and county libraries is legal - subject matters. ~lt-bough the taken from Volume 74, No. I, Winter 1981 of library may concentrate in one area (for the Law Library Journal, pp. 121-151, example, UNM has a large Indian Law 160-196. collection and is developing a Latin

october 7982 American collection), access to all areas free research." The staff will prepare a is essential. Because of law journals, bibliography for the lawyer and photo- moot court programs, and independent copy and mail relevant information to research projects, students are also in- the lawyer. The staff also serves the volved in legal research. Their demands judiciary on occasion and responds to must be accommodated. questions posed by inmates at the state As this brief description illustrates, prison. the law school library is multifaceted. It Obviously, these people must under- must serve the practicing lawyer, the stand the nature of legal questions, the law professor, the law student, and the library, and the faculty, student, and public. Often, the needs of these groups lawyer population with whom they overlap. The library resources that deal. The library has accepted the students and faculty need are generally substantial costs involved because of the same as lawyers require, but the re- the importance it places on the notion search and teaching requests of the law that, as a state law library, it must serve school are generally broader than the the varied needs of different users. bar desires. Therefore, law school libra- Since the lawyers in New Mexico are ries must be research as well as service dispersed over a large geographical area libraries. This bears on the size and with little access to a complete law training of the library staff and on the library, the library must respond to budgetary demands of the law school their needs. The quality of legal repre- library. sentation is dependent upon it.

Facility

The staff of law school libraries A spacious and comfortable law usuallv consist of a law librarian. tech- school library facility is essential. The nical gervice librarians, and refkrence facility's function is not merely to store and research librarians. The law libra- books and other materials--obviously, rian normally is trained in library the library is a work place for the science and must be a member of the user-but it must also serve as the law facultv. The other librarians mav lawyer's laboratory. Lawyers normally or may not have legal training and do not select one book and read all or generally are not members of the law most of it; they continuously search for faculty. At UNM, the library has its own and select additional legislative ma- faculty which consists of all the profes- terial, cases, and interpretive informa- sional librarians. tion to analyze and synthesize. It is not It is imperative that the library have a unusual to find stacks of books with competent reference and research staff. notices, "Please do not shelve." To help ~heselibrarians perform research and the lawyer with extensive research proj- reference work for faculty, students, ects, the UNM law library has four of- lawyers, state agencies, and the public. fices for members of the bar. Lawyers For example, the research and reference can reserve these offices for a week at a department at UNM includes a lawyer1 time. This allows them to work on their librarian, a lawyer, and three staff pro- projects without removing their re- fessionals who handle reference ques- search materials and work product at tions from students, faculty, lawyers, the end of each day. and the public; are assigned substantial Law students quickly learn that they research projects by the faculty; and will spend hours in the library research- provide preliminary research for ing a problem or simply preparing for lawyers throughout the state. Lawyers classes. For this reason, law school ac- understand that they can call in a ques- creditation rules require that a law tion and be provided with "an hour's school library be able to seat at least

294 special libraries 50% of the schools' student body at any time. Most libraries have more than the minimum; for example, the UNM library has seating space for all its law students.

Introducing New Technologies

Law libraries are facing a new facility need: computer and video libraries. As in the case of libraries in general, law libraries are introducing data retrieval systems into their collections. It is unusual to find a law school library that exposed to these technological advances does not have either LEXIS or WEST- and is not as apprehensive about them LAW. These are national computer re- as is the faculty. These information search databases, the former offered by specialists are the "frontline" educators Mead Data Company, and the latter by who will instruct the faculty and stu- West Publishing Company. Moreover, dents in the use of technology. state computer systems which access state cases, statutes, attorney general opinions, and similar legal material are Budget being developed. Finally, law libraries are beginning to establish video librar- With the increase in the cost of ies. Local and national continuing printed materials, the need for addi- legal education tapes, video tapes pre- tional and more qualified staff, the in- pared by faculty to supplement a class, troduction of computer and other elec- and tapes of classes which allow stu- tronic equipment, and the additional dents to complete a course without ever need for library space, the budgetary visiting a classroom are beginning to be demands of the UNM library are esca- introduced into libraries. Law schools lating at an astounding rate. The library and libraries are asking themselves how budget is presently 30% of the law does the video and computer explosion school's total instructional budget. The fit within their library and educational questions raised by the large financial plans. The more specific concerns in- needs of the librarv are: Can admini- volve acquisition of the equipment and strators continue to allocate larger per- databases, and providing adequate centages of their total budget to the li- space and security within the library. brary? If so, how? Book shelves, tables, and chairs are only In addressing these questions, it a part of the library's facilities. Micro must first be noted that most law school tape devices, computer equipment and libraries are not part of the university space, audiovisual carrels, and the like library system, they are a division of the are emerging as the new facility needs. law school. Law school accrediting rules Not only are these new technologies state: forcing libraries to reconsider their use of space, they are also causing rethink- The law school library must be a ing in education. Electronic research responsive and active force within the educational life of the law and teaching devices must be inte- school. Its effective support of the grated into the curriculum. Should they school's teaching and research pro- complement or even replace traditional grams requires a direct, continuing courses, and how? How do we teach and informed relationship with the students to use these devices? The faculty and administration of the library staff is essential here. It has been law school. The law school library

october 1982 shall have sufficient administrative of the law library is essential to the law autonomy to direct its growth, school and the legal profession. The development and utilization to obligation of the law school, in general, afford the best possible senrice to and the dean, in particular, is to raise the law school. the funds needed by sustained growth (a) The dean, law librarian, and faculty of the law school shall be of the library. responsible for determining Persuading, arguing, and cajoling the library policy, including the central administration has been the selection and retention of per- traditional method of funding the sonnel, the selection of acquisi- library, especially with state affiliated tions, arrangement of materials schools. But more long-range planning and provision of reader ser- is required. University budgets are vices. finite, and in today's economy, cannot (b) The budget for the law library be stretched further. shall be determined as part of, Outside funding is called for. Endow- and administered in the same manner as, the law school ment programs and charges for library budget. use by lawyers are not unusual. However, they have not been available This autonomy creates a basic con- for many state law school libraries flict, usually with the general university because it is believed that taxes support administration. Because the UNM law the institution. Thus, the library should library budget is so large, questions are be open without further charge. constantly being raised as to whether a A new method to attain additional library of such size is needed. Univer- financial support for the law school sity administrators ask this question on library is being explored in New principle; law faculty, consciously or Mexico, and probably in other states, as unconsciously, sometimes question the well. The method involves clients' trust need to collect so heavily in their col- funds. Pursuant to the Code of Profes- leagues' subject areas. The library must sional Responsibility, a lawyer is re- defend itself from these lines of attack quired to maintain a client's funds in a while remaining fair to all parties. trust account. These monies, which in-

- With the increase in the cost of printed materials, the need for additional and more qualified staff, the introduction of computer and other electronic equipment, and the additional need for library space, the budgetary demands of the library are escalating at an astounding rate.

A second criticism from university clude awards won for the client which administrators who try to compare the have. not been disbursed, are not law library to other types of libraries is banked in separate accounts for each that staffing is unnecessarily large. The client. Rather, one trust account is library is in the uncomfortable position opened in which are deposited monies of having to justify the need forits rela- attributed to all clients. Interest is gen- tively large staff in comparsion to other erally not earned on these trust accounts university libraries. because of uncertainty as to who is en- The question, "Can we continue to titled to the interest. The banks are the fund the law library" should be ans- only ones who benefit from this system. wered by stating, "We must." The The proposal is that lawyers bank development, growth, and innovation trust funds with state or local bar asso- special libraries ciations. These associations would plan-an accreditation requirement-is maintain the funds in a banking institu- involved, the library is continuously tion and would earn interest on these evaluated. The librarian speaks to all funds. The bar would then allocate that the faculty about collection develop- interest to ongoing bar projects. One of ment; a regular list of book purchases is those projects is support of the law circulated among the faculty; and a school library. Since the law library is a member of the law faculty sits on the resource available to and used by all law library faculty meetings. Last year, lawyers in the state, allocating at least a in addition, a nationally recognized law part of the interest allows the bar to par- librarian was commissioned to evaluate ticipate in the continued development the library. That evaluation will become of the library. the basis of a review of the library plan. Evaluation of the library also comes, directly or indirectly, from outside Evaluation sources. Since the library is used by lawyers, they are also concerned about Law schools, including their li- its growth and development and the braries, are formally evaluated periodi- services that directlv affect them. Since cally by the American Bar Association the library is committed to serving and, for those schools which are its users, their suggestions are en- members, the Association of American couraged. Law Schools. Although these accrediting agencies are interested in the quality of the libraries, they normally Conclusion measure them through quantifiable data. They are interested in the size and The law library is the paradigm composition of the collection, the size special library; its users cannot practice and arrangement of the facility, the their profession without it. In fact, our number, qualifications and salaries of justice system cannot function without the staff, and the efficiency of the pro- it. The challenge is to continue the cessing and cataloging function. The development of the library so that logic is that a quality library requires a students, faculty, and lawyers will have minimum commitment, defined by the the means to resolve human conflict in accrediting associations in terms of an orderly fashion. It is the obligation of books, equipment and people; and that library administrator's to assure that the there is assurance that at least a basic library continuously responds and minimum is maintained. Standards serves its users and to provide the above that minimum are the concern of financial resources that this obligation the law school. demands. Self-evaluations of law schools vary. Some schools have faculty committees which formulate library plans and monitor them. Other schools, such as Robert J. Desiderio is Dean of the the UNM law school, use informal pro- University of New Mexico Law School, cesses. Although a general library Albuquerque, N. Mex.

october 1982 INFORMATION MANAGEMENT A BIBLIOGRAPHY William F. Wright

Bell Laboratories, Murray Hill, New Jersey 07974

This is a selective annotated bibliography of 72 references on information management, executive information needs and marketing library services. It generally covers references appearing in the late 1970's through 1982. There are undoubtedly other publications which could have been included; the author has been highly selective because of space limitations. Within each section, entries are arranged alphabetically by author.

Marketing Libraries and Information Services

0. Gene Norman has written an excellent review of the literature on marketing libraries and information services [Marketing Libraries and Information Ser- vices: An Annotated Guide to the Literature in RSR, Reference Services Review 10 (1): 69-80 (Spring 1982)l It covers marketing in academic, church, public, school and special libraries from 1970 into 1981. Of the 94 annotated references in his bibliography, 14 are of particular interest to the special librarian. These 14 references are listed below followed by annotated references to other recent relevant articles.

Marketing the Library. Marketing Library Services: Strategy Dragon, Andrea C. for Survival. Wilson Libr. Bull. 53 (7): 498-502 Edinger, Joyce A. (March 1979) Coll. Res. Libr. 41 (4): 328-32 (July 1980) Managing the Public Service Institu- tion. Marketing Online Services in the Drucker, Peter F. University. Coll. Res. Libr. 37 (1): 4-14 (Janu- Ferguson, Douglas ary 1976) Online 1 (3): 15-23 (July 1977)

298 Copyr~ghto 1982 Specla1 L~brar~esAssoc~at~on special libraries Information Marketing. Oldman, Christine Freeman, James E. and European J. Marketing 11 (6): 460-74 Katz, Ruth M. (1977) p. 37-59 of Annual Review of Znforma- tion Science and Technology Volume How to Promote Online Services to 13, Williams, Martha E. (Ed.), the People Who Count the Most ... Knowledge Industry Publications, Management ...End Users. White Plains, NY, 1980. (A review Schmidt, Janet A. with 57 references.) Online, 1, (1): 32-8 (January 1977)

Publicity or Selling the Information Marketing for Nonprofit Organiza- Service. tions. Jackson, A. R. Haygarth Shapiro, Benson P. Aslib Proc. 25 (10): 385-9 (October Harvard Bus. Rev. 51 (5): 123-32 1973) (September-October 1973)

Strategies for Introducing Marketing Marketing and Marketing Research: into Nonprofit Organizations. What the Library Manager Should Kotler, Philip Learn. J. Marketing 43 (1): 37-44 (January Wassetman, Paul and 1979) Ford, Gary T. J. Libr. Admin. 1 (1): 19-29 (Spring Marketing Viewpoints for User Need 1980) Studies. Kuehl, Philip G. Marketing the Library Service. p. 49-67 of Economics of Information Yorke, David A. Dissemination: A Symposium, Syracuse Library Association Management University, Syracuse, NY, 1973. Pamphlets Number 3, Library Asso- ciation, London, England, 1977, 8 1 Marketing and Library Cooperatives. P. Moulton, Bethe Wilson Libr. BUN. 55 (5): 347-52 (January 1981)

Marketing Library and Information Services: the Strengths and Weaknesses of a Marketing Approach.

Marketing Libraries in General

Advanced Library Marketing. Champaign-Urbana, suggests ways of Andreasen, Alan R. improving the applications of market- J. Libr. Admin. 1 (3): 17-32 (Fall ing to libraries based on his consult- 1980) ing experience with libraries. Highly Andreasen, Professor of Marketing at recommended. the University of Illinois in october 7982 Nonprofits: Check Your Attention to Beyond PR: Marketing for Libraries. Customers. Eisner, Joseph Andreasen, Alan R. L J Special Report # 18, Librav Jour- Harvard Bus. Rev. 60 (3): 105-10 nal, R. R. Bowker, NY, 1981, 56p. (May-June 1982) This special report contains a series Andreasen contends that nonprofit of eleven papers. Although devoted organizations should direct more to marketing of public libraries, attention to the needs and wants of much can be learned by analogy. their customers in the future rather There are papers on the marketing than focusing too closely on products audit, marketing strategy and market- or services as they have in the past. ing segmentation. According to Andreasen this should result in increased client satisfaction. Marketing Audit Applied to Techni- cal Information Service. Eyles, Heberle H. From Paradigm to Practice: the Logic Abstract p. 36-7 (microfiche number of Promotion. 5) of Management of Information Sys- Cronin, Blaise tems, Proceedings of the mid-year Aslib Proc. 33 (10): 383-92 (October meeting of ASIS, Rice University, 198 1) Houston, (May 21-24, 1978) Cronin focuses on the promotion Describes why and how a marketing part of the "four Ps" of the marketing audit was done at the Technical mix (the others being product, price Information Service of Procter & and place). Promotion is also dis- Gamble. The marketing audit helps cussed in other papers in this issue of the organization focus on objectives Aslib Proceedings devoted to the and plans to achieve those objectives. March 1981 Aslib conference on The first edition of Kotler's Market- "Promoting and publicizing library ing for Nonprofit Organizations (the and information services." second edition is annotated below) was used as a guide. Marketing Information Services. Easter, Lenna Marketing Information: A Professional Abstract p. 9-10 (microfiche p. 144- Reference Guide 156) of Using Information, Proceed- Goldstucker, Jac L. (Ed.) and ings of the tenth mid-year meeting of Goodwin, Dennis W. (Compiler) ASIS, Fort Lewis College, Durango, Business Publishing Division, Col- CO, May 14-16, 1981. lege of Business Administration, Applies the analysis, planning, imple- Georgia State University, Atlanta, mentation and control elements of GA, 1982, 369 p. marketing management to the infor- The most recent reference guide in mation business. Thomas's spectrum marketing for both the librarian and of types of business services customer. It is divided into two (people-based or equipment-based) is main parts: I.) Guide to Associations applied to information service, (D. and Organizations (over 1600) 11.) R. E. Thomas, Strategy is Different Guide to Sources of Marketing Infor- in Service Businesses, Harvard Bus. mation (over 2,400 items). Nearly Rev. 56 (4): 158-65 (July-August all the books, directories, journals, 1978) newsletters and nonp~intmaterials as

300 special libraries well as associations and organizations Marketing the Library are annotated. Leerburger, Benedict A. Knowledge Industry Publications, Marketing the Information Analysis Inc., White Plains, NY, 1982, 124 p. Function in a Changing Industrial An introduction with the emphasis Corporation. on public libraries and their promo- Gross, John W. tion (publicity) and fund raising. p. 141-5 of The Information Age in Seven pages are devoted specifically Perspective, Brenner, Everett H., to special libraries of which two pages Knowledge Industry Publications, contain a bank's usage questionnaire. White Plains, NY, 1978, 381 p. The special librarian would still need (Proceedings of the 41st ASIS to read Kotler's book cited above. Annual ~eetin~,New York, NY, November 13-17, 1978). Relates how information services Marketing Yourself in Your Organiza- must change as the corporation tion (Gould, Inc.) changes. Gives exam- Meltzer, Morton F. ples of how the marketing strategy AIM, Associated Information for information services was changed Managers, Washington, D.C., 1981, to accommodate these changes. 19 p. This is the first in a series of AIM publications aimed at the professional Market Segmentation for Information development of information Services. managers. Contains an excellent, Halperin, Michael annotated bibliography with emphasis Drexel Library Quarterly, 17 (2): 77- on the business literature. 87 (Spring 1981) Market segmentation divides the market into distinct and meaningful Marketing and the Information Pro- groups of customers. Halperin shows fessional: Odd Couple or Meaningful how this is done for information ser- Relationship? vices and gives examples of success- Shapiro, Stanley J. ful commercial information services Spec. Libr. 71 (11): 469-74 using this approach. (November 1980) It is refreshing to see Shapiro, Pro- Marketing for Nonprofit Organizations fessor of Marketing at McGill Kotler, Philip University recommend that "it is far Prentice Hall, Englewood Cliffs, NJ. easier for professionals from ... Second edition, 1982, 528 p. library science sectors to learn what The first edition published in 1975 they must about marketing than it is was included in Norman's bibliogra- for marketers from the. private sector phy. He calls it "the 'Bible' for to overcome the many barriers to marketing nonprofit institutions." their becoming effective in a new and Ten of the other twelve references in strange environment. He also this section cite Kotler's works (eight discusses making marketing plans for cite the 1st edition), no doubt the every product-market segment and second edition will be as popular. suggests that librarians be trained as This is an excellent introduction. corporate information officers. october 7982 Marketing Online Services

Promotion of Online Services. the active promotion of database Bahr, Alice H. searching, in the absence of a mark- p. 16 1-79 of The Library and Informa- eting program for the repertoire of tion Manager's Guide to Online Ser- information services offered by vice, libraries, has created an imbalance. Hoover, Ryan E. (Ed.), The active promotion of one service Knowledge Industry Publications, at the expense or neglect of other White Plains, NY, 1980, 270 p. services offered by the profession has The emphasis here is on promotion resulted in a high degree of visibility or advertising of online services. among the public for that one ser- The section entitled "Marketing Stra- vice." A thought-provoking paper. tegies" contains only three para- Also contains critical comments on graphs. Examples of promotional the literature. brochures from different libraries and a commercial vendor are reproduced. Online Services - Marketing. Markee, Katherine M. Online Information Retrieval: Users' p. 329-34 of Proceedings of the Third Needs and Wants. National Online Meeting 1982, New Hawkins, Donald T. York, NY, March 30-April 1, 1982, p. 163-9 of Proceedings of the Third Williams, Martha E. and Hogan, National Online Meeting 1982, New Thomas H. (Eds.), Learned Informa- York, NY, March 30-April 1, 1982, tion, Medford, NJ, 1982, 590 p. Williams, Martha E. and Hogan, Discusses the current marketing stra- Thomas H. (Eds.), Learned Informa- tegy for online services at Purdue tion, Medford, NJ, 1982, 590 p. University. Also briefly describes the Discusses the results from a Bell results of a survey of other Big Ten Laboratories Library Network Mark- University Libraries. The emphasis eting Survey that pertain to online is on promotion and pricing. searching. Applicable sections of the original survey pertaining to online Marketing and Promotion of Online searching are reproduced. Services for Intermediaries. Raitt, David I. "Would You Buy a Used Database p. 265-74 of Proceedings of the Fourth Search from That Library?": The Pro- International Online Information Meet- motion of Database Searching vs. the ing, London, England, December 9- Marketing of Information. 11, 1980, Learned Information, Med- Maloney, James J. ford, NJ, 198 1, 527 p. p. 321-7 of Proceedings of the Third Discusses the marketing plan with National Online Meeting 1982, New emphasis on finding out who their York, NY, March 30-April 1, 1982, potential customers are and what Williams, Martha E. and Hogan, their needs and requirements are. Thomas H. (Eds.), Promotion of the service is also Learned Information, Medford, NJ, treated. Three appendices, Some 1982, 590 p. Features and Selling Points of On- The most important paper in this sec- Line Services, Profile of an Informa- tion. Maloney contends, "However, tion Service or Product, and Creating

special libraries a Product or Service -- Bibliographic This good overview is a two-part Printouts, may be of help to those series from the "Management Out- starting from scratch. post" column of the Journal Online. According to Smith, "By opening up and maintaining a two-way dialogue Marketing Online Services. between the seller of the product Smith, Patricia K. (online service salesperson) and the Part 1 Online 4 (I), 60-2 (January user of the product, the marketer can 1980) understand the needs to be satisfied Part 2 Online 4 (2), 68-9 (April and how to meet them. That, sim- 1980) ply, is what marketing is all about."

Information Industry Marketing to Libraries

Information professionals can learn much about how to market to their users by studying how the information industry itself markets to them.

Marketing for Online Bibliographic house in Mitchener's Chesapeake, Services. i.e., "the marketing strategy can and Elias, A. must employ an ,architecture, which Online Rev. 3 (I), 107-17 (March always builds on the past in an evolu- 1979) tionary manner. This approach must An excellent example of the use of allow new and old customers alike to the technique of market segmenta- benefit, at each stage, from the latest tion by BioScience's Information Ser- available technological advance." vice (BIOSIS) to study how their database is used. Marketing Scientific and Technical Znfonnation. Marketing Online Systems to the King, William R. and Library Profession. Zaltman, Gerald (Eds.) Hatvany, Bela R. p. 27 1-4 of Proceedings of the Second Westview Press, Boulder, CO, 1979, National Online Meeting 1981, New 234 p. York, NY, March 24-26, 1981, Willi- Contains 13 papers presented at a ams, Martha E. and Hogan, Thomas conference on the marketing of H. (Eds.) , Learned Information, scientific and technical information. Medford, NJ, 1981, 554 p. The conference, sponsored by the Discusses how online systems should National Science Foundation, was be marketed to libraries by using an held at the Graduate School of Busi- analogy to Paxmore's telescope ness, University of Pittsburgh. october 7982 Information Management

Needed: Executive Awareness of Managing Management. Information Resources. Bauer, Charles K. Auerbach, Isaac L. and Spec. Libr. 71 (4): 204-16 (April Slamecka, Vladimir 1980) Information & Management 2 (I), 3-6 An excellent discussion of the (February 1979) management philosophy needed both Auerbach and Slamecka argue that to manage the library or information the executive level of understanding center and to interact with higher- of information as a resource and level corporate executives and custo- commodity must be raised especially mers. in view of the emerging development of international information markets.

Middle Managers Who are Heads of Defining Management's Information Company Libraries/Information Ser- Needs. vices. Bentley, Trevor J. Bailey, Martha J. Management Services 23 (3): 4-7 Spec. Libr. 70 (12): 507-18 (March 1979) (December 1979) Although the emphasis is on application of Management Information Systems (MIS), the steps Supervisory and Middle Managers in recommended for defining Libraries. management's information needs and Bailey, Martha J. the questions not to ask provide The Scarecrow Press, Metuchen, valaable background for information NJ, 1981, 210 p. managers when interviewing executives. A National Profile of Information Professionals. King, Donald W.; Debons, Anthony; Mansfield, Una and The Endangered Species? Can Infor- Shirey, Donald L. mation Service Survive? Bull. Amer. Soc. Info. Sci. 6 (6): Berger, Mary C. 18-22 (August 1980) also see NTIS Bull. ,her. Soc. Znfor. Sci. PB80-221849 for actual report) 8 (1): 12-4 (October 1981) This thought-provoking paper can Moving Up: Librarians Who Have best be summarized by quoting the Become Officers of Their Organiza- article's last sentence: "As a profes- tions. sion, we have choice, we can throw Kok, John and Strable, Edward G. our influence and energy into becom- Spec. Libr. 71 (1): 5-12 (January ing gatekeepers and guardians of the 1980) ways of access, or we can help people These four sources give information answer their own questions by teach- about the professional career path ing them to use the blossoming tech- goals that are possible for librarians. nology."

special libraries Content, Not Quantity ...Tailor cations. In the future, the informa- Specific Data to Specific Needs - New tion manager will emerge as the Thrust of Information Management. leader of these merged units. Who Brinberg, Herbert R. will fill this role? Daniel says "The Mgmt. Rev. 70 (12): 8-11 key factor that permits librarians to (December 1981) metamorphose into information According to Brinberg, information managers more easily than can either management in the '80s will emerge database administrators or records as a "recognized discipline within any managers is their ability to organize organizational structure." He conceptually, to evaluate, to select, discusses five developments that will to filter, and to channel information establish this. He notes that "the to the point where it is needed when information manager must be the it is needed." servant of the user, not merely the master of the machines. The infor- Information Resource Management mation manager must strike the (IRM): New Directions in Manage- appropriate balance between the ment. A Forward. benefits of needed information and Diebold, John the cost of acquiring, processing, and Infosystems 26 (10): 41-2 (October delivering it." 1979) Valuable for Diebold's argument that, "information, which in essence Information Resource Management is the analysis and synthesis of data, in the '80s. will unquestionably be one of the Brinberg, Herbert R. most vital of corporate resources in Info. Rec. Mgt. 16 (3): 26-7, 54-5 the 1980s... Information will be recog- (March 1982) nized and treated as an asset ...The An outstanding paper. Contains an corporations that will excel in the overview of the requirements of 1980s will be those that manage being an information manager. information as a major resource."In Argues that the informtion manager celebration of its 20th anniversary, can establish credibility and accep- Infosystems commissioned the tance, e.g., "Only if the user is con- Diebold group to compile a special vinced that 'your' information helps series of articles on IRM: Part I, them make better decisions -- and "IRM: The New Challenge" appeared this is recognized by their peers and in the June 1979 issue and Part 11, superiors -- will the services of the "IRM: New Directions in Manage- information manager become ment' appeared in the October 1979 indispensable." issue.

Special Librarian to Information Information Management in the 1980s Manager. (Proceedings of the 40th ASIS Daniel, Evelyn Annual Meeting, Chicago, IL, Sep- Spec. Libr. 73 (2): 93-9 (April 1982) tember 26-October 1, 1977) According to Daniel, presently there Fry, Bernard M. and Shepherd, Clay- are three major "information worlds": ton A. (Eds.) 1. libraries and archives, 2. documen- Knowledge Industry Publications, tation or record centers, and 3. com- White Plains, NY, 1977, 127 p. puters, databases and telecommuni- Contains 107 abstracts and sum- october 7982 maries of ASIS conference papers on a competitive weapon. Companies information management and papers need help in understanding how the from Special Interest Group sessions. information industry is changing in The full text of the papers are on order to better reexamine their own microfiche. corporate missions. We're going to give them that help." Most informa- Information Management in Public tion managers will welcome this Administration column. Horton, Forest W. and Marchand, Donald A. (Eds.) Information Resources Press, Arling- The Information Manager, ton, VA, 1982, 588 p. (ISSN 0160-6123. Vol. 1 NO. 1 Contains reprints of 33 papers on August 1978-Vol. 2 No. 2 Summer information management and public 1980 administration including the text of Hempstead, NY: Information & the Paperwork Reduction Act of Records Management, Inc., 1978- 1980. These are some of the key 1980 background papers on which the A good publication containing Commission on Federal Paperwork profiles of information managers and based its information management their libraries or information centers recommendations. The book is in each issue as well as other divided into nine sections each of information-type articles. Unfor- which has a list of additional read- tunately it ceased publication in Sum- ings. Recommended. mer 1980 (New Serial Titles, April, 1982 p. 150). Recommended, especially for those new to the field. The Emerging Information Coun- selor: A New Career Path in Need of a Champion. The Bell Laboratories Library Net- Horton, Forest Woody, Jr. work. Bull. Amer. Soc. Info. Sci. 8 (5): 16-9 Kennedy, Robert A. (June 1982) p. 165-76 (Chapter 11) of Industrial Describes the emergence of a new Information Systems, Jackson, Eugene career path for information profes- B. and Jackson, Ruth L., Dowden, sionals information counselors - - Hutchinson, and Ross, Stroudsburg, and explains what they will do. A PA, 1978. thought-provoking paper. Updated version: p. 17-3 1 (discussion, p. 31-6) of The Special Library Information Management - A New Role in Networks, Gibson, Robert W., Department. Jr. (Ed.), Business Week No. 2747 p. 6, 56, 59 Special Libraries Association, NY, (July 12, 1982) 1980. This issue of Business Week saw the A description of one of the most emergence of a new department - centralized and advanced industrial Information Management- under the library networks in existence. Also supervision of Robin Grossman. contains a description of how the According to her the new department "good management information ... "will concern itself with how, for basic to the good management of instance, information can be used as information" is obtained.

special libraries Multinational Scanning: A Study of J. Info. Sci. 2 (2): 59-74 (September the Information Sources Utilized by 1980). Headquarters Executives in Multina- Lewis updates his 1976 conference tional Companies. paper "There Won't Be an Informa- Keegan, Warren J. tion Profession in 2000 AD" and Admin. Sci. Quart. 19 (3): 411-21 contends that the scenario is even (September 1974) more likely to be true. He then Gives the results of an empirical discusses actions to be undertaken by study of how executives responsible information managers to prevent the for international operations in multi- demise of the profession. national corporations with headquarters in the U.S. obtain informtion. Design and Strategy for Corporate Contains valuable insights such as, Information Services: MIS Long-Range "None of the management groups in Planning. the sample used a formal system for Long, Larry E. monitoring published information, a Prentice-Hall, Englewood Cliffs, NJ, somewhat surprising finding in light 1982, 186 p. of the size of the larger companies in A good study on long-range Manage- the sample." ment Information System (MIS) planning. Computerworld beginning Information as Power. with the July 19, 1982 issue (vol. 16, Kent, A. K. no. 29, following page 56) and the Aslib Proc. 31 (1): 16-20 (January following two weekly issues feature a 1979) three-part series based on the book Kent urges the establishment of the in their "In Depth" section. profession of information management to ensure that those Information: The Ultimate Manage- having power in the information age ment Resources - How to Find, Use are democratic and benign and not and Manage It. totalitarian. Meltzer, Morton F. AMACOM, New York, NY, 1981, 211 p. Libraries and Librarians in an Age of An excellent discussion of the role of Electronics the information manager in the cor- Lancaster, F. Wilfrid porate organization. Contains a good Information Resources Press, Arling- annotated bibliography and additional ton, VA, 1982, 229 p. reference sections. Very highly A good examination of what the recommended especially for the neo- future holds for the information pro- phyte. fessional. Highly recommended. For additional information see the Information in Industry - April 1981 Special Issue of Special Management's Indispensable Libraries entitled "Information Tech- Resource. nology and Special Libraries." Pilkington, Sir Alastair Aslib Proc. 32 (1): 10-17 (January Today's Challenge - Tomorrow's 1980) Choice: Change or be Changed or Pilkington, President of Aslib, advo- The Doomsday Scenario MK2. cates that "an information service will Lewis. Dennis A. only be good if the professionals who october 7982 work in it come out among their cus- Information Do Managers Need?" tomers and make it so. They will EDP Analyzer 17 (6): June 1979- make it good through creating entire issue of 12 p. For the applica- partnership with their customers in tion of the CSF method in a special order to help identify, understand library see Jack Borbely, "The Critical and meet their needs. They will not Success Factors Method-Its Applica- make it good by expecting customers tion in a Special Library Environ- to come to them for information. ment, Spec. Libr. 72 (3): 201-8 (July Customers are more likely to forget 1981). they have an information service if that service is not active. Then they The CEO Goes On-line. will waste time and money going Rockart, John F. and Treacy, elsewhere for information." Michael E. Harvard Bus. Rev. 60 (1): 82-8 The Information Future and its Chal- (January-February 1982) lenge to Information Managers. Discusses the emergence of execu- Price, William H. tive information support (or "EIS") Information Services & Use 1 (1): 3-9 systems that are appearing in execu- (March 1981) tive offices. Some of these systems Stresses the importance of informa- include access to external databases tion as an asset that can be increased such as Standard & Poor's Compustat while reducing resource investments and DRI services. Given these facts through excellence in information the potential for the information management. Price urges informa- manager is tremendous. Mary tion managers to contribute to the Berger's paper (annotated above) is development of the office of the an excellent compliment to this future. paper.

Chief Executives Define Their Own Towards the Development of a Data Needs. Library Management Information Rockart, John F. System. Harvard Bus. Rev. 57 (2): 81-93 Runyon, Robert S. (March-April 1979) Coll. Res. Lib. 42 (6): 539-48 Examines advantages and disadvan- (November 1981) tages of several methods of providing Calls for the total systems approach information to top management. A to the creation of a comprehensive new approach called the critical suc- Management Information System cess factor (CSF) method, developed (MIS) so that the data necessary for at MIT's Sloan School of Manage- good information management can ment, is discussed. Also contains be obtained. valuable insights such as "many critical success factors require informa- Partners in Fact: Information tion external to the Managers and Marketers Talk. organization ...The information sys- Solomon, Robert J. (Ed.) tem must therefore be designed, and AIM, Associated Information the external information consciously Managers, Washington, DC, 1982, collected from the proper sources. It 40 p. will not flow naturally to the CEO." Contains transcripts of a dialog at Also see Barbara C. McNurlin, "What NICE V (National Information

special libraries Conference and Exposition spon- announce its availability: remember, sored by the Information Industry the executive already has access to Association with the participation of current information via his business Associated Information Managers) in associates and his own informal Chicago on April 10, 1981. Partici- information gathering activities." pants in the dialog include: R. J. Solomon of Congressional Informa- tion Service, Inc., R. C. T. Crosby of The Office of the Future: Informa- Stauffer Chemical Co., J. Kok of tion Management for the New Age. Foote, Cone & Belding, M. F. Strassmann, Paul A. Meltzer of Martin Marietta Corp., Technology Review 82 (3): 54-65 and D. Witkowski of Schiff, Hardin (December 1979/January 1980) & Waite. Highly recommended. Postulates the emergence of an "information middleman" who will What Do Upper Executives Want simplify communications within an from MIS? organization because "he/she can Spencer, William I. communicate with any of the func- Admin. Mgmt. 39 (7): 26-7, 66, 68 tional elements of the bureaucracy (July 1978) and represent all those elements to Although the application is to any number of clients or external Management Information Systems, agencies." The key to this person's Spencer, President of Citicorp, New success is fast access to information York, cogently and succinctly states through a computerized personal top management needs: "exactly work station. enough relevant information at pre- cisely the right moment to produce an infallible management decision at the least possible cost." Cuts and the Special Library. Stubbs, H. W. D. The Current Information Require- Aslib Proc. 32 (10): 369-80 (October ments of Today's Corporate Execu- 1980) tive: A Challenge to the Information Valuable for his application of two of Manager. Peter Druker's four common Stanley, Sally weaknesses of managers, e.g., "The p. 39-4 of Proceedings of the First first is that often managers tend to be International On-Line Information work and effort focused, rather than Meeting, London, England, contribution and result focused. December 13-15, 1977, Learned Asked 'what do you do that explains Information, Medford, NJ, 1978, 237 your being on the payroll', the P. manager of the special library might Although this article chiefly describes answer 'I have 20 library and infor- the use of the New York Times mation staff working for me and each Infobank to meet the information year they buy 500 books and 350 needs of executives, it contains good journals at a cost of L50,000, and insights on the methods of so doing, answer 20 enquiries each day'. As "It's a fallacy to believe that because Drucker points out, that is a degen- a new information resource is erative and curable disease--the staff acquired, executives will flock to use and budget can always (and probably it. It's not enough merely to will) be cut significantly. Rarely do october 7982 you get the manager who says 'it is directed. We will purchase and pro- my job to think through the decisions cess books and periodicals to pro- our management will have to make jected numbers, we will compile a in the next year, and make sure they certain number of bibliographies, we get the information they need.'" will achieve a 10% increase in circulation and an 8% increase in interli- Information Resource Management: brary loan. These statistics, while Opportunities and Strategies for the they may impress fellow library pro- 1980s. fessionals, are meaningless to Synnott, William R. and management, which is not in the Gruber, William H. book processing and material lending John Wiley & Sons, NY, 1981, 356 business. It is to the real business, P. or the many businesses, of the com- This book will probably be used as a pany that library objectives must handbook of strategies (termed by relate. What does the library plan to the authors as centrally oriented do in support of program A and pro- Management by Strategies) for infor- gram B? At least as importantly, mation managers since it bridges the how do we assure that the directors gap between the information of programs A and B are aware of resource and the overall goals of the what we are doing for them--are they organization. The authors argue for direct recipients, are they told by the creation of a Chief Information their own people, or do we make Officer in the company. For those sure we tell them ourselves?" wishing an overview see the In Depth section of the September 21, 1981 issue of Computerworld: "Chang- Librarianship - Or Information ing Roles for Information Manage- Management. ment' by W. R. Synnott. Wilson, Leslie Libr. Assoc. Rec. 79 (10): 550-1, Cost-Effectiveness and Cost-Benefit 555-7 (October 1977) Determinations in Special Libraries. Contains the text of a paper White, Herbert S. delivered by the Director of Aslib. Spec. Libr. 70 (4): 163-9 (April Says we must work toward integrated 1979) company information systems com- Valuable insights for library bining different information activities managers in the corporate world, into a total system under one e.g., "One of the traditional manage- management which does long range ment communication problems that planning. Also argues "I see the con- libraries have had is that library cept and practice of librarianship... as objectives are usually inwardly unduly and undesirably restrictive."

special libraries On the Scene

Actions of the SLA Board of Directors June 4.5. and 11. 1982

The SLA Board of Directors met at the Director, will continue in that capacity Westin Hotel, Detroit, Michigan, June 4,5, through June 1984. M. Elizabeth Moore was and 11, 1982. These meetings were held in elected by the Board to the office, Secretary conjunction with the Association's 73rd An- to the Board of Directors, for the 1982183 nual Conference, June 5-10, 1982. Meetings Association Year. of the Chapter and Division Cabinets and the Annual Business Meeting were also held at the Annual Conference. Actions Association Awards-The Board heard that taken by the Board as well as important re- at the Annual Business Meeting, June 9, ports heard by the Board are summarized 1982, the members elected Congressman below. William D. Ford, a long-time champion of libraries, as an Honorary Member. This action by the membership followed the Board's endorsement of the Awards Com- mittee's nomination of Representative Ford Association Election-The results of the for this honor at the 1982 Winter Meeting. Association election for the Spring of 1982 In other actions relating to awards, the were announced by the Tellers Committee: Board approved the awarding of up to two $5,000 scholarship and up to two $3,250 President-Elect Pat Molholt minority stipend awards for students enroll- Treasurer Muriel Regan ing in graduate library and information Chapter Cabinet studies for the 1983 184 academic year. The Chairman-Elect Marilyn K. Johnson Board also authorized the establishment of a Division Cabinet Special Committee to study the SLA Schol- Chairman-Elect Jane Cooney arship Program. The Special Committee will Directors Frank H. Spaulding study all aspects of the scholarship I minor- Mary Lou Stursa ity stipend program, with particular em- The newly elected Board members re- phasis on the monitoring and follow-up of placed the following retiring Board mem- award recipients. bers at the Annual Business Meeting, June 9, 1982: New Chapters Approved-The Omaha Past President James B. Dodd Area Provisional Chapter was granted full Treasurer Dorothy Kasman chapter status by the Board. The Board re- Chapter Cabinet ceived and acted favorably on a petition Chairman Jane Dysart from SLA members in the Western Cana- Division Cabinet dian Provinces for the establishment of the Chairman Julie Bichteler Western Canadian Provisional Chapter. The Directors Jack Leister new provisional chapter is the 53rd SLA Mary Vasilakis chapter. Jack Leister was elected by the members of the Board to serve the last two years of the Professional Women's Interest Division- three-year directorship of late Director, The Board referred a petition for the estab- Charles K. Bauer. Therefore, Leister, who in lishment of a Provisional Division on Pro- June 1982 completed a three-year term as fessional Women's Interests to the Division

october 7982 Cabinet. Upon submission of a scope note preliminary and final printed conference and the name of the temporary chairman, programs in a unified chronological format. the Division Cabinet Chairman will refer It is estimated that a common format for the petition to the Division Cabinet Com- both programs will save the Association mittee on Division Formation and Scope. $3,000 or more annually. The Committee's recommendation on estab- A recommendation of the Division Cabi- lishment of the provisional division will be net for the authorization of a Special Com- communicated to the Board by the Division mittee to investigate SLA Conference Exhib- Cabinet Chairman at the 1983 Winter Meet- its (exhibitor problems, booth rental rates, ing. etc.) was not enacted by the Board because there are already channels of communication in place for exhibitors to make their Chapter Groups-The ambiguous status of concerns and needs known to the Associa- subjectlformat related groups in SLA tion staff. chapters, with particular emphasis on on- San Antonio, Texas, was selected by the line groups, was a topic at both the Board Board as the site of the Association's 82nd and Chapter Cabinet meetings. The Chapter Annual Conference, June 8-13, 1991. Cabinet authorized the establishment of a working group to review the present status of chapter online groups. The working Financial Reports-The auditors report con- group will make recommendations on policy firmed preliminary reports at the 1982 and guidelines to the Chapter and Division Winter Meeting of the financial health of the Cabinet at the 1983 Winter Meeting. The Association at the end of fiscal year 1981. Board requested that the working group also Association staff projected that the budget study the present policy of allowing non- for FY 1981 will be met, with a modest excess member participation in the chapter groups. of income over expenses, provided that income projections for the 1982 Annual Con- ference are realized. Standing Committees-The Board re- Staff reported that membership has responded to the concerns of members who mained static since the dues increase effec- wished to have input into the development, tive January 1981. The Board approved the revision, and implementation of cataloging staffs conservative projection of 11,500 rules and classification schemes by au- members for fiscal year 1983. This should thorizing the establishment of the Commit- produce a dues and fees income of approxi- tee on Cataloging and Access. The Com- mately $619,900. mittee on Committees definition of the new committee was approved at the June 11 meeting. Long Range Planning-The draft report of The Chairman of the Research Committee the Special Committee on Long Range forcefully expressed the Committee's posi- Planning was discussed at length, and a tion that the Association's research efforts timetable for developing and implementing should be discontinued in favor of efforts to a long range plan before November 1983 was influence the development and applications established. of new information technologies. The Board Further discussion on the proposal for the concurred and approved the Committee's adoption of a new name for SLA was recommendation that the Research Commit- deemed not to be appropriate until the As- tee be dissolved. sociation's mechanism for long range planning is in place. The Board thanked the Special Committee Conference Planning-The Board discussed on Long Range Planning for development of and apptoved in principle program plans to the procedures for evolving the Associa- date for the 1983 Annual Conference in New tion's long range plan. Its charge completed, Orleans. Registration fees for the 1983 Con- the Special Committee rose. The Board has ference will not increase due to the Board's authorized the establishment of a new Spe- defeat of the Finance Committee's recom- cial Committee on Long Range Planning for mendation for a $15.00 across-the-board the next phase in the process. This phase conference registration fee increase. involves the collection and analysis of data The Board heard that the Division Cabinet from Chapters in the Spring of 1983 in order endorsed a move proposed by the Associa- to draft a mission statement for review by tion staff for the publication of indexed the Board of Directors.

special libraries Electronic Mail Project-The Executive city, (2) joint government relations efforts, Director reported on the continuing success and (3) joint collection and evaluation of sta- of the OnTyme I1 electronic mail system for tistical data useful to both organizations. the transaction of Association business. The Board's concern over the uncontrolled addi- Association Office Operations-The Board tion of SLA units as participants in the elec- renewed the contract of the Executive Direc- tronic mail project was evident in its defeat tor, David R. Bender, for a three-year of a motion to authorize the expenditure of period, commencing July 30, 1982. funds to enable the Government Relations Other actions of the Board pertaining to Committee to join the program. This con- the operation of the Association Office cern resulted in the establishment of a Spe- were: cial Committee for the preparation of guidelines for the inclusion of SLA units in the 1) The adoption of a staff reorganization electronic mail project. plan for improved work flow and employee efficiency; 2) Approval of minor revisions to the Em- Publications Program-The new member1 ployee Manual and the job description of the nonmember pricing policy for SLA publica- Manager, Order and Circulation Depart- tions was discussed by the Board and by the ment; and Chapter Cabinet. Concern was expressed 3) Ratification of an action of the Execu- that nonmember prices were being charged to companies employing SLA members. No tive Committee of the Board for changing action was taken on a recommendation by the Association's liability insurance carrier. the Illinois Chapter that the Publications The Board received from the Association Committee become responsible for review- Office Operations Committee a recommen- ing and setting prices of Association publi- dation for the purchase of a building in cations after staff indicated it would review Stamford, Connecticut, for the relocation of and alter the policy in view of the concern the Association Office. After a discussion of that had been expressed. the financial implications, the advantages and disadvantages of the building, and a Cooperative Activities-The Board accepted move to Stamford, the Board voted to in- in principle several recommendations for struct the Association staff to cease negotia- cooperation with the Medical Library Asso- tions for the Stamford property. ciation. The recommendations were pre- The Board responded to the Executive pared and submitted to both the SLA and Director's request for guidence in searching MLA Boards of Directors by a joint commit- for property by instructing the Association tee comprised of SLA and MLA members. Office Operations Committee to develop Some of the cooperative activities recom- guidelines for use in the evaluation of prop- mended are: (1) periodic holding of annual erty for the relocation of the Association conferences of both associations in the same Office.

october 7982 SLA 1982 Salary Survey Draft Report

Special Libraries Association con- SpeciaList contained the salary survey ducts an in-depth salary survey every questionnaire. At the time of that mail- three years. The survey results provide ing, those eligible to complete the SLA members with salarv information questionnaire-Members and Asso- applicable to special librarians and ciate Members-numbered 9,128. Of information specialists in a wide spec- that number, 3,255 returned useable re- trum of organizations. In many in- sponses for the salary survey, a 35.7% stances members, as well as their rate of return. This percentage is some- organizations, use this information as a what lower than past surveys, perhaps guide in salary negotiations. in part due to the new distribution pro- The 1982 Salary Survey builds on pre- cedure. The percentage is statistically vious survevs and offers more extensive significant, and we do expect that as data on safaries by industry and job the members acclimate to receiving the title. Another new aspect of this survey survey questionnaire as part of the is separate reporting of United States SpeciaList, the response rate will rise. and Canadian data. The 1982 survey re- The complete 1982 SLA Salary Survey port is considerably more complex than Report will appear in December 1982 as previous reports. The SLA Board of an independent publication. This issue Directors believes that the Association of Special Libraries contains some pre- should publish the salary survey report liminary data which we hope SLA as an independent document. This members, their employers, and the thinking reflects the practice of many library community will find useful. professional societies and organizations Table 1 reports the changes in mean which prepare salary surveys and in- and median salaries from Apr. 1, 1981, dependent documents. to Apr. 1, 1982, within each United This year in an effort to use the Asso- States Census Region and Canada.* The ciation newsletter and to exercise fiscal figures present changes in dollar restraint, the April 1982 issue of the amounts and in percentages.

Table 1. 1982 Mean and Median Salaries by Census Region in Rank Order of Percentage Change in Median from 1981 to 1982

Median Means Census Region % of Increase 1982 =lo

East South Central Canada Middle Atlantic New England Pacific West North Central West South Central South Atlantic East North Central Mountain

*Salaries in 1982 reported in Canadian dollars. The exchange rate on Apr. 1, 1982, was approximately Canadian $1.2289-United States $1.00.

3 14 special libraries Table 2. Salary Distribution by Census Region in Rank Order of 1982 Median.

Average 25th Median 75th Average No. Lowest Percen- Percen- Percen- Highest Respon- Census Region 1O0/o tile tile tile 10% Mean dents

Canada 16,900 23,000 South Atlantic 13,700 19,000 Pacific 14,700 20,100 East South Central 14,000 19,800 Middle Atlantic 13,800 19,000 East North Central 13,800 18,500 West North Central 12,200 18,100 New England 12,700 18,100 West South Central 13,000 18,300 Mountain 15,200 18,600

*See footnote to Table 1

The survey indicates increases in Table 2 lists the salary distribution median salaries from 1981 to 1982 rang- in rank order of median salaries for ing from 3.5% up to 38%. The median Canada and the nine United States Cen- salary in dollars for 1982 ranges from sus Regions. In comparing the rankings $20,700 in the Mountain region to with the 1981 update, the East South $24,000 in the South Atlantic region. Central region moves up from the bot- The median salary for Canada, reported tom of the ranking to fourth on the list. in Canadian dollars, is $27,000. The The top three regions, Canada, South salaries for members in the East South Atlantic, and Pacific, remain in the Central region, representing Kentucky, same order as in 1980 and 1981. Tennessee, Mississippi, and Alabama This represents a preliminary report increased by the largest percentage and from the 1982 SLA Salary Survey data. dollar figure. The full survey will cover salary by census region, organizational entity, job title, years of experience, and degree of supervision. Some new features of the "Since the figures for United States 1982 survey include comparisons of Members and Canadian members will be salaries with type of organization, with analyzed separately in this survey, no overall budget allocations, with job title, and mean and median figures are available. with level of responsibility.

october 7982 profits, despite limits, since it can evoke the REVIEWS support needed by organizations which "lack the power to tax." Marketing for Non-Profit Organizations, by The rest of the book discusses such issues David L. Rados. Boston, Auburn House, as costs, behavior, marketing strategies, dis- 1981. 572p. $24.95. LC 80-25948; ISBN tribution, communication, marketing control, and organization. Each chapter's ma- 0-86569-055-3. terial is amplified with case histories and a The author, currently professor, Business generous sprinkling of data. The cases provide a wide range of examples including the Administration, Owen Graduate School of Management, Vanderbilt University, has Seattle Aquarium, Metropolitan Museum of Art, Catalyst, International Ladies Garment made a valuable addition to the literature of Workers' Union, Consumer's Union, Metro- the nonprofit organization. Rados starts politan Opera Association, Monash Uni- from the premise that the nonprofits are qualitatively different from commercial versity Bookstore, and interviews with pub- corporations. As a result, their marketing lic service directors of radio and television stations. directors or administrators frequently "find Libraries that serve marketing and non- themselves working on problems that profit organizations will clearly want to add commercial marketers would despair of this work to their collections. Librarians handling." It is often their lot to "market who want to think in marketing terms for products and services for which there is their own services will certainly find it very little demand, which is like answering ques- useful. The author has written a didactic, tions that nobody wants answered." rather than a how-to-do-it, book. Therefore, Nevertheless, nonprofit marketers can readers will find it necessary to translate the function effectively and realistically if they business jargon terms into their own work- bring experience and knowledge of standard ing language. components and processes of for-profit Marketing for Nan-Profit Organizations marketing to the special problems of the offers some challenging new material and nonprofit organization. cogent analysis of experience. It can provide An excellent introductory chapter pro- a solid base for reviewing library programs vides a conceptual framework for analyzing and perhaps developing new ones. the many forms of the nonprofit organization and for exploring several theories of marketing activity. The shortcomings and limitations of marketing solutions are set Lucille Gordon forth clearly and honestly. Rados concludes Gordon Associates that the marketing approach is valid in non- New York

The Information of the Image, by Allan D. regardless of the job title or purpose, are Pratt. Nonvood, N.J., Ablex Publishing potential positions for which many library Corp., 1982.117~.$15.00. LC 81-15075; ISBN and information professionals could 0-89391-055-4. qualify. The basic issue discussed, is recognition The author presents an "exploration" of that these kinds of activities exist in nonli- library science, information science, human brary organizations, whether public or pri- communication, information systems, and vate. If the specialists who accomplish these details a broader view of what we know as skills were called management information librarianship. He provides the reader with system specialists, information managers, several notions for which he provides a care- or information resource managers, their job ful rationale. For example, Pratt sees the possibilities would be greatly enlarged. basic skills of the librarian-the collection, Pratt points to Associated Information preservation, organization, and dissemina- Managers (AIM) and notes that 40°/o of its tion of records-to be widely applicable to members hold an MLS degree and serve cor- nonlibrary settings. Indeed, in every porate and agency systems as opposed to organization, he maintains, this kind of libraries, which in Pratt's view are the activity takes place, and these systems, public, school, and academic institutions

special libraries known to all of us. The members of AIM are also see themselves as they are-that is, as librarians with other specializations such as managers of information systems. "marketing, data processing, . . . records Special librarians who already fit the im- management," according to his explanation. age Pratt projects will benefit from his care- If librarianship is to grow and survive in ful reasoning and may be able to use some of the future, Pratt sees a need for library his thinking to advance their own cause. schools and practicing professionals to Those who want nothing to do with these change. He recommends that library schools ideas and are confident of their future as be disassociated from departments of educa- librarians in more traditional settings tion and that the curriculum shift to a greater should also read this book so that the basis emphasis on information resource manage- of their judgment will rest on firm ground. ment, as well as a general broadening of vision and scope, so that graduates can see James M. Matarazzo the possibilities and enter a variety of work Simmons College, GSLIS settings. Professionals now in practice must Boston, Mass.

Legal Research and Law Library Manage- thors describe which reference tools are ment, by Julius J. Marke, Esq. and Richard available and their specific uses; when, Sloane, Esq. New York, Law Journal why, and how law library staffs should be Seminars-Press, 1982. 468 p. $32.00. augmented; and what librarians should know and do to prove the investment Time represents a greater percentage of worthwhile. They also tell how to build, the "assets" of legal researchers than of most modernize, expand, move, and protect legal other individuals. For this reason, this book research libraries, and how to coordinate is especially valuable since it reveals to legal research. attorneys-and to the librarians who guide Good as it may be, this work is not with- them-how to save time by improved re- out its limitations. For a book that purports search techniques, by better understanding to "place the entire sweep of history" before the available options, and by more efficient its readers, it focuses a great deal on New use of "lawyerly," as well as "nonlawyerly," York law. A mitigating factor is that most of resources. the chapters are equally significant to re- The authors, who are affiliated with the searchers in all jurisdictions of the United New York University and University of States. New York law provides not merely Pennsylvania law schools, have compiled good examples but ones that are likely to be and updated this collection of their articles followed and familiar elsewhere. which originally appeared in New York Law The authors may be faulted for over- Journal. emphasizing the negative qualities of com- The book may be as important for its re- mercially available loose-leaf services at the curring, underlying themes as for its en- expense of the positive, i.e., cost vs. con- lightening pointers. Law libraries will bene- venience. For example, they go to great fit from it because, in addition to helpful pains to show how cumbersome, it is to facts for the uninitiated, it spells out for pro- search through the Federal Register's index fessionals who might think they know it all for the current version of a regulation, in- how to achieve better results through im- stead of succinctly pointing outxow a single proved and more cost-effective research commerciallv available information service methods. By the same token, every major can render &ch a search unnecessary. Else- general and business library can benefit where, the authors overgeneralize by stating from this book since it explains, in language that the question of when a proposed rule any lay person can understand, how non- becomes effective can be answered only by lawyers can find guidance and answers to a reference to the index and subsequent is- wide array of legal and general business sues of the Federal Register or through nu- problems. merical tables, when in fact this information Although the book is formally divided is often available at a glance with an infor- into an overview and two major sections- mation service. The chapter on "Access to on legal research and on library manage- Public Records" does not contain a single ment-the chapters are interrelated. The au- reference to Prentice-Hall's Government Dis- october 1982 closure Service, the only service to publish all nent" bound books-their life-expectancy federal cases on the Freedom of Information is only 30 to 50 years-the authors argue the Act and related matters. case for microform storage as a space saving, Although the materials in the book were as well as a preservation technique. updated, the updating is not always up-to- To illustrate the extent to which the infor- par, or up-to-date. The reprint format ap- mation explosion has grown, the authors parently made it difficult to weed out occa- cite the casebook that compares the number sional repetitious passages. One wonders of words in the Code of Federal Regulations to why not one but two chapters were devoted the numbers of words in the Bible and in to environmental law while none were Shakespeare. Even more ominously, the au- devoted to other areas of substantive law. thors note that "the quantity of information Returning to its predominant positive fea- generated in the past ten years alone" is esti- tures, the book would be of value were it mated to exceed "the total from all of man- only for its recommended readings. Even kind's previous history." Perhaps that more important are the authors' recommen- estimate alone should convince law office dations against buying certain books, both coordinators or legal and business research specifically and generically. The authors are librarians to get a hold of this book before not afraid to refer to a seven-volume treatise the deluge of publications engulfs the legal on anti-trust law as a "bad" book, and to research libraries of our litigious land. demonstrate why. Far more significant than the warning against buying a specific book or series is the warning against purchasing Aaron I. Reichel, Esq. books generically. Because of the vulnerabil- Member New York and ity and lack of durability of today's "perma- New Jersey Bars

Weeding Library Collections-11, 2d rev. Each method is thoroughly and clearly de- ed., by Stanley J. Slote. Littleton, Colo., scribed, including copies of forms needed to Libraries Unlimited, 1982. 198p. $18.50. carry out the process. ISBN 0-87287-283-1. The section on principles is more theoretical in nature, although it does include use- It is the rare special library that has no ful discussions on criteria for weeding, such need for weeding its collections. It is safe to as the amount of recent use given a book, say that most of them must be weeded regu- physical condition, whether or not a serial is larly simply in order to keep the collection covered by an indexing service, superseded within the bounds of the space allotted to editions, and so on. A thorough review of book stacks. Stanley Slote's book is well- the literature on weeding shows the quality worth perusal by special librarians because of the author's research on the subject. it treats the principles and practices of The author has prepared a well-written, weeding in a clear, useful fashion. The first useful treatise on a subject that has not re- haIf, which deals with principles, is a revi- ceived a lot of attention. Although the book sion of the first edition, while the second touches only briefly on the concerns of half, concerned with practical techniques, is special libraries and the examples tend to be completely new. The author sees his book as based on university and public libraries, being suitable for the practising librarians Slote's treatment is general enough to serve as well as a textbook for library schools. as a helpful tool for librarians in any type of The practical section describes five dif- library where weeding must be done. ferent methods of weeding, the choice depending upon the system used to keep track of due dates for books. Libraries using traditional book cards, for example, would Ellis Mount use a different method than those using no Columbia University cards or those using computerized systems. School of Library Service

special libraries The r~ghttools are needed to man- Taylor; suppl~edupon opening ing orders. For further information, age an outstandmg ser~alscollec- an account and at any tlme please write or call the Sales tlon Hard work and ded~catlon upon request. Department of the Baker & Taylor alone are not enough to assure distribution center nearest you profess~onalserlals management Shipment H~story.Supphes data Baker & Taylor s Contlnuat~onSer- on issues of standing orders vice prov~desthe collect~onde- wh~chhave been sh~ppedto the velopment tools and management user; information is cumulated Baker 8. Taylor reports you need to do the lob weekly and reports are available Book Professlonals Smce 1828 quarterly, sem~annually,or Q 0 Collection Development annually upon request. Tools Status Report Provides Informa- Starter List Includes 1 300 of the tion on Issues of t~tlescur- most frequently demanded rently on order and IS ava~lable Baker &Taylor I serlals each entry conta~nsfull quarterly,semiannually, or annually Book Professionals Since 1828 I selection and order~ngdata as upon request. extracted from the Cont~nuat~on I want more information about 1 Serv~cedatabase Individual Title Report. Alerts Baker & Taylor's CONTINUATION Continuation Service users SERVICE. I Subject Bibl~ography lndlcates to such Information as title L Send me your free brochure. I t~tleava~labll~ty by dlsc~pl~neIn changes, out-of-pr~ntdata, dls- 0 Have a representative contact I order to fac~l~tatethe establ~sh- continued t~tles,and delays In me. rnent expansion and enrich- publication ment of a ser~alscollection Alternate Year Capab~l~tyAllows Name I Expanded Starter List (Micro- purchase flexlb~l~tywhen bud- fiche) Provldes access to the I gets are a factor. Library b~bl~ographlcrecords of over I 7000 tltles of prlme Interest to ac- Street Address I ademic and research l~brar~es With an experienced staff of ser~als I l~brariansalways available to CityIStatelZlp Management Reports answer questions. Baker & Taylor I Customer Profile Conf~rmst~tles ensures a comprehensive selec- Telephone # (area code) I on stand~ngorder wlth Baker & tion and prompt fulfillment of stand-

Eastern Division Midwestern Division Southern Division Western Division 50 K~rbyAvenue Gladlola Avenue Mt Ohve Road 380 Edison Way Somervilie, New Jersey 08876 Momence Illinois 60954 Commerce. Georgia 30599 Reno. Nevada 89564 (201) 722-8000 (815) 472-2444 (404) 335-5000 (702) 786-6700

october 7982 3 79 SPECIAL PROGRAMS FUND GET INVOLVED IN SOMETHING I wish to make a contribution to the SLA Special Program Fund. $- TOTAL DUES AND FEES $- LIBRARIES ASSOCIATION p:::b p:::b -Payment enclosed 8 -Bill Me All payments originating outside the United States must be made in U.S. dollars. MEMBER* $55.00 INDICATE PERIOD FOR WHICH For applicants with the MLS or equivalent de- APPLYING: gree, college graduates who lack the MLS or January-December 19- equivalent degree but who have three or more years of professional experience in special li- July 19 - June 19 - braries, faculty members who are engaged in Have you previously been a member of educating students in disciplines related to SLA? When? special librarianship, and individuals with at least seven years of professional library How did you first learn about SLA? experience. Through an SLA member. Name: ASSOCIATE MEMBER* $55.00 For persons who have a serious interest in the Other (specify): objectives of SLA but who are not eligible to become Members. Upon qualification, an Asso- ciate Member is gaited a ember status. Your Signature Date STUDENT MEMBER* $1 2.00 For applicants enrolled at least part-time in a Be sure to complete all applicable items curriculum of library or information science. below Available only to those joining SLA for the first Member and Associate Member time, student membership may be held for no Applicants: Please complete items 1, 2 & more than three years. 3 below. RETIRED MEMBER* $1 0.00 Student Member Applicants: Please For Members who have reached age 60 and complete items 1 & 4 below. have retired from full-time employment. Mem- bership is complimentary for Retired Members who have been SLA members for 45 or more 1. College or University consecutive years. CHAPTERS Degree Date All members may affiliate with the Chapter If no degree, how many credit hours nearest their homes or places of employment at completed? no charge. Chapter: $ 0.00 Semester-Hours Members, Associate Members and Quarter-Hours Retired Members may affiliate with additional Chapters upon payment 2. Library School of $8.25 per Chapter. Additional Chapter(s): Degree Date @ $8.25 each $ - DIVISIONS If no degree, how many credit hours All members may affiliate with one Division at completed? no charge. Semester-Hours Division: $ 0.00 Quarter-Hours For additional Divisions, fees are $8.25 each. 2nd Division $ 3. Years professional library 3rd Division $ experience '$12.00 of the annual dues of these classes is an allocation for a subscription to Special Libraries. $3.00 is 4. Library School at which an allocation for a subscription to the Spec~alL~st. enrolled $One-half of the annual dues of Student and Retired Full-Time Date enrolled Members is an allocation for subscriptions to Special Libraries and the SpecialList. Part-Time Date degree $1.75 of the annual dues of members who elect affil- iation with the Aerospace, Information Technology, expected Nuclear Science, Pharmaceutical, Science- Technology, or Transportation Divisions is an allocation for a subscription to SCI-TechNews. Signature of Library School Dean special libraries CHAPTERS DIVISIONS Alabama (290) Long Island (3801 San Andreas (006) Advertising & Marketing Natural Resources (770) Arizona (480) Louisiana (100) San Diego (320) (6101 ForestrylForest Products Baltimore (010) Michigan (110) San Francisco Bay Aerospace (620) (7711 Boston (020) Mid-Missouri (420) ~~~i~~ (200) Biological Sciences (630) Newspaper (780) Central Ohlo (3301 Mid-South (4501 Slerra Nevada (460) Business and Finance Nuclear Sclense (790) Central Penn- Minnesota (130) South Atlantic (270) (640) Petroleum & Energy Resources sylvania (490) New Jersey (1501 Southern Chemistry (660) (650) C~ncmnat~(030) New York (160) Appalachmn (280) Education (880) Pharmaceutd (710) Cleveland (040) North Carohna (340) Southern Engineer~ng(690) Physics-Astronomy- Connecticut Oklahoma (300) California (210) Environmental Information Mathematics (890) Valley (050) Omaha Area (007) Texas (220) (810) Picture (740) Eastern Canadai Oregon (430) Toronto (230) Food & Nutrition (600) Pubhc Utilities (580) Section de I'Est Pacific Upstate New York Geography and Map (700) Publishing (590) du Canada (140) Northwest (190) (250) lnformatlon Technology (670) Science-Technology (8001 European (4001 Philadelphia (170) Vlrglnla (350) Online Section (671) Social Sclence (900) Flor~da(370) Pittsburgh (180) Washington, D.C lnsurance and Employee Internat~onalAffairs Section Hawa~ian Princeton- (240) Benefits (720) (904) Pac~flc(390) Trenton (360) Western Canada L~braryManagement (820) Legdative Reference Heart of Rhode Island (470) (008) L~braryConsultation Sectton Sectlon (903) Amerlca (0901 Rio Grande (310) Western Michlgan (8211 Soclal Welfare Section (902) Hudson Valley (440) Rocky (0051 MetalsIMaterials (730) Urban Atfalrs Sectlon (901) lllino~s(070) Mountain (260) Wisconsin (120) Military Libranans (750) Telecommun~cations(830) Indlana (080) St. Louis Metro- No Chapter Museums, Arts & Transportat~on(680) ...... Kentuckv (410) polltan Area (060) Affiliat~on (980) Humanltles (760) No Div Affdlation (990) I I immm1 lndicate Chapter Choice@) by Code #: I I I OFFICE USE ONLY B

lndicate Member Class Selected: Indicate Division Choice(s) by Code #: A ;I Member ($55) ! C I Assoc~ate($55) E 1 Susta~n~ng($250)

G LA Ret~red($10) D I I Student ($12)

Addresses are lim~tedto 32 characters and spaces , per line. Print in ink. Only one letter or number 1 per box. Allow 4 to 6 weeks for processing. I

I I ,-, I I F~rst Initial Last I -- I I Business Address

-' -- , I I I I Department~1~1~11~1!~111!1!1~~~~~~~~~~~~l~ I!

I I I 11lllIl~IIIIllII1IllIIllIll 11 11I : Clty, State or Prov~nce,Country Zip Code I I Home Address I 1 I I I I Street and Number I I I I

Z~DCode -- I I I Business Telephone Mall Appl~cat~onTo Spec~alL~brar~es Assn I Membersh~pDepartment I 235 Park Avenue South t I New York. NY 10003 1 I Check box to ~nd~cateaddress lo wh~chmall should be sent I I Busmess I Home I I ------.-----* october 1982 32 1 AUDIOVISUAL PROGRAMS IN THE INFORMATION SCIENCE SERIES FROM SCIENCE MEDIA A GUIDE TO BElLSTElN ...... $100.00 A GUIDE TO CHEMICAL ABSTRACTS ...... 100.00 A GUIDE TO SEARCHING THE BIOLOGICAL LITERATURE ...... 165.00 A GUIDE TO SEARCHING THE ENGINEERING LITERATURE ..... 165.00 A GUIDE TO GMELIN ...... 100.00 A GUIDE TO SADTLER ...... 100.00 AN INTRODUCTION TO ON-LINE SEARCHING ...... 100.00

Each program is comprised of a set of visuals in 35mm slide format, audio cassette(s) pulsed with audible signals for manual slide advancement and 1000 Hz subaudible signals for automatic slide advance equipment and text.

Orders may be placed directly with Science Media, P.O. Box 910, Boca Raton, Florida 33432. Phone: 3051391-0332. Prices are FOB, Boca Raton.

Foreign Orders: Add $20.00 to your order for airmail postage and handling. Remittances must accompany all foreign orders. We're Turner. We're a periodical subscription agency. We provide - streamlined, economical. quality subscription service.

Find out how cost-effective we can be. Write or call today for a copy of our Service Brochure and catalog.

TheTurr-(elSubscription Agency, Inc. 235 Park Avenue South, New York, NY 10003 t212-254-4454 Cable SUBTUR Telex. 222260 322 special libraries ANNOUNCING THE NEW, UPDATED 15TH EDITION

American Men and Women of Science PHYSICAL AND BIOLOGICAL SCIENCES Edited by JAQUES CATTELL PRESS The new edition of this prestigious work of graduation; professionalexperience,includ- presents information on 130,500 active U.S. ing assistantships, full positions, major respon- and Canadian scientists in 65 major disciplines sibilities, locations of employment, years of and 800 subdisciplines. Some 7,000 biogra- service, major appointments, committee work, phies appear for the first time. lectureships. and political and corporate of- All biographical and professional facts in this fices held; memberships; awards; specific re- updated 15th edition have been gathered and search and development activities and/or ac- verified by direct communication with the en- complishments t~ date; and the entrant's trants whenever possible. AMWS is arrancled current mailing address. alphabetically by surname and each biography a~t~~~~l~recommended for sciencelibraries includes: full name; personal data such as birth and brgegeneral library reference depart- place and date, year married, number of chil- mentsm~-LibraryJournal dren, etc.; principal specialization as classified by the National Science Foundation subject "... a wellsstablished and reliable reference list; education, including undergraduate and source... an important fact-finding tdfor graduate institutions attended, degrees biographical data for most scientists.... earned, honorary degrees received and years -American Reference Books Annual 1981 ISBN 0-8352-14133. August 1982. 7,010 pp. $495.00 the 7-volume set, $85.00 per volume

- -

NOWONLINE! THEAMERICAN MEN AND WOMENOF SCIENCEdatabase Prices are applicable in the U.S. and is now available for online searching through Bibliographic Retrieval Ser- Canada; 10% higher in other Western vices, Inc. (BRS) and will be available via Dialog Information Services. Inc. Hemisphere countries. All invoices are (Lockheed) in October, 1982. Use the flexibility of online searching to quickly payable in US. dollars. Applicable sales develop lists of potential candidates for faculty, government and industry tax must be included. Shipping and handling will be added. positions, committee appointments, and lecture engagements. For more details about AMWS ONLINE contact Iris Rugoff, Manager Online/Publisher R. R. BOWKER COMPANY Services. R.R. Bowker Company, 1180 Avenue of the Americas, New York, NY Order Dept., P.O. Box 1807, 10036, (212) 764-5107. Ann Arbor, MI 48106

october 1982 7 7 Planning for the Electronic qaah Library

ORBIT "practically has a Automation patent on patents. Space Management ORBIT has so many exclusive patent Productivity files-like WPI and US. Patent Alert- Money we really have no competition. So call ORBIT first. I Oct 28-29, 1982 San Francisco ( Europe UK (0)734-866811 ;-ern Oevelapmen!Coroorrt on .I - Dec 8-9, 1982 Washington, DC Space Planning & Practical Design for Librarians (F7 CROSSFILE r Dec 2-3, 1982 With ORBIT.~~UI~~-filesearches, New York City you don't start all overagain. Fee: $250 That's because CROSSFILE carries your search terms along- , while it touches all databases. AARON COHEN ASSOC. RR 1, Box 636, Teatown Rd. Croton-on-Hudson NY 10520 9141271-8170 INSIDE

is our new name for an activity that Herner and Company has been conducting for more than 27 years on behalf of government and selected private-sector clients. Specifically, we process your in-house manual files for on-line searching via your own computer or a commercial vendor such as DIALOG Information Retrieval Service, Bibliographic Retrieval Service (BKS). or SDC ORBIT. We have provided file organization and conversion services for more than 100 organizations. How about your organization's files?

Contact K uthann Btrtes at (703) .5;58-8200. HERNER @ COMPANY 1700 North hloore Strwt. Su~tc.700. Arllngtt~n.\lrg~rl~d 22209

324 special libraries THE PATHFINDERS Closing the Corporate Library Case Studies on the Decision-Making Process James M. Matarazzo ISBN 0-87111-289-2 LC 81-14452 160p. 1981 What is the real reason for the high mortality rate of special libraries? Detailed case studies of five library closings explore this timely problem. Both sides of this issue are examined in depth: management's stated reasons for ending library service vs. what the former librarians perceive the real reasons to be. Must reading for everyone concerned with library survival! Members, $11.00; nonmembers, $15.50. A Sampler of Forms for Special Libraries Washington, D.C. Chapter1 Social Sciences Group 1982 1212 pages I spiral I ISBN 0-87111-262-01 LC 81-8747 As a librarian you depend on forms for quick, efficient information service. This valuable new publication contains over 250 forms which have been proven effective in facilitating: acquisitions circulation cataloging reference budgeting interlibrary loan The forms contained in this volume were contributed by professionals from all types of libraries, and represent the best in forms design and usefulness. Using this guide to improve your library services and data gathering will save you time and bring results. The first section gives easy-to-follow tips on designing forms to present information and provide feedback on library services. Also included is an annotated bibliography of selected references. A Sampler of Forms for Special Libraries is the tool for expediting library services. Members, $22.00; nonmembers, $28.00.

Coming Soon issues and Involvement Alberta Brown Lecture Series 11, 1978-1981 1982 1 ISBN 0-87111-292-2 A collection of papers on such relevant topics as the role of the special library, special librarians and national issues, and the future of information.

Order from: I SPECIAL LIBRARIES ASSOCIATION Order Department, 235 Park Avenue South, New York, New York 10003 1 (212 / 477-9250) october 7982 FULL TEXT NOW AVAILABLE Search The "Magazine Of Decision Makers" In Minutes Full text and citations for current Harvard Business Review articles are now online. The database will be updated concurrently with publication of each issue. The retrospective file now contains citations to eleven years' worth of HBR experience and expertise. Retrospective full text will be added later this year. This indispensable tool for business libraries and librarians provides extensive indexes and an abstract of 150 to 250 words for each article. Access also includes 7,000 references within these articles. And low-cost reprints of any article can be ordered directly from HBR simply by issuing online instructions. Eight controlled vocabularies plus free text capabilities make full text search simple and straightforward: Subject and Management Terms Company Names Research and Nonprofit Organization Names Geographic Locations Industry Categories Products and Services Business Functions Descriptions of Data Contained in Tables, Graphs and Charts Access is available to both BRS and Non-BRS subscribers. Learn more about how to put HBR/ONLINE to work for you and your organization. For full details, please write or phone: Electronic Publishing Division (212) 850-6331. JOHN WILEY & SONS, Inc. 605 Third Avenue New York, N.Y. 10158 1982 IN CANADA: 22 Worcester Road, "HBRO" Rexdale, Ontario M9W 1L1

326 special libraries Now is the time to explore the benefits of online access to- Books in Prinl Updated monthly and more often during peak per~ods the Books in Print database offers unparalleled currency and ease of access to information on some 736 000 books published and exclusively distributed in the Un~tedFtdtes Along with ~n-printtitles ttt RIP unverse includes books that will be forthcoming in the next six inonths and books declared out-of-prmt since July 1979 In addition to Author Title and Sublect the BIP database can be search onl~neby key words in a title (an extremely useful feature when only part of a title is known) subtitle series title pub date LCCN language of publication publisher out-of-prmt or active status and additional access points which can be used alone or m comb~nation Current availability: BRS and D~alog. American Men and Women of Science Completely updated In August 1982 the AMWS database includes biographical data on 130 500 U S and Canadfan scientists currently active in the physical and biological sclences Not orily can this informat~onbe accessed by name you can immed~atelyidentify scent~stsworking in specif~c geographrcal locations ~nspecific disciplines by educational background earned degrees honors and awards personal statistics or any combination of these and addihonai criteria Current avarlabrlrty. BRS. Planned ava~labrlrtyvla Dlalog. Early 1983. Ulrich's lnlernalional Periodicals Directory (hcludinl Irregular Serials and Annuals) Updated every SIX weeks the Ulrichs database profiles some 110 000 regularly and irregularly issued serial publications from some 65 000 publishers in 181 countries Information on some 12 000 tltles that have ceased publ~cat~onsince 1974 1s also included In addition to T~tleand Subject access Ulrichs onlme lets you search for senals by frequency of publication country of pubiication circulation ISSN Dewey Declmal number speclal features (such as lncluslon of advertis~ng book revlews etc ) active or inactlve status and more You can also search for titles using key word technrques and you can combine access points to instantly locate those publications that mpet your seiecbon cntena Current availability: BRS. Planned availability via Dialog. Fall 1982.

To subscribe through BRS (Bibliographic Relrieval Services) call (518) 783-1161 in New York State or (800) 833-4707, toll free, elsewhere. * To subscribe to Books in Print online through Dialog lnformation Services, call (800) 982-5838 in CA, or (800) 227-1960 elsewhere. * For more information, contact Iris L. Rugoff, Business Manager, Online Services, R.R. Bowker Co., 1780 Ave. of the Americas, NY, NY 10036. Telephone: (212) 764-5107.

october 7982 327 BUT DO ANALYZE. STUDY. PONDER. AND RESEARCH THEM! THE ZOOLOGICAL RECORD THE ESSENTIAL INDEX FOR COMPREHENSIVE COVERAGE OF THE WORLD'S ZOOLOGICAL LITERATURE SINCE 1864. For further Information, contact BloSciences Information Service. User Services Department. 2100 Arch Street. Philadelphia. PA 19103 -1399 .

INDEX TO ADVERTISERS

Baker & Taylor Company ...... 319 Information/Documentation .... 17A Bibliographic Retrieval Service. Inforonics. Inc ...... 6A Inc . (BRS) ...... 11A Institute for Scientific Bio Sciences Information Information ...... 8A Service ...... 328 International Bureau of Translators R. R . Bowker Company .... Cover 11. and Interpreters ...... 6A 2A. 14A. 21A. 323. 327 Ralph McElroy Company. Inc .... 1A California Library Authority for McGregor Magazine Agency ..... 4A Systems and Services (CLASS) . 6A Meckler Communications ...... 18A Chemical Abstracts Noyes Data Corporation ...... 12A Service ...... Cover 111 Pergamon Press. Inc ...... 10A Aaron Cohen & Associates ...... 324 Pierian Press ...... 18A Data Courier. Inc ...... 16A Predicasts. Inc ...... 22A Dialog Information Services ..... 9A Science Media ...... 322 Dictionary Store ...... 19A Special Libraries Dun's Marketing Services ...... 7A Association ...... 320. 321. 325 Ebsco Subscription Services .... 20A System Development Engineering Information Corporation ...... 18A. 324 Service. Inc ...... 15A Turner Subscription Agency ..... 322 F . W . Faxon Company. Inc ..... 13A United Nations Publications .... 13A Gale Research Company . . Cover IV University of Pittsburgh ...... 5A Hemer & Company ...... 324 John Wiley & Sons. Inc ..... 22A. 326 Highsmith Company ...... 14A

328 special libraries SPECIAL LIBRARIES INDEX

Volume 73 Jan-Dec 1982 JOYCE A. POST

January ...... 1-92 July ...... 165-224 April ...... 93- 164 October ...... 225-338

AUDIT, OPERATIONAL Operational Audit and Library Staffing, Freder- ACADEMIC LIBRARIES ick A. Marcotte, 39-45 The Role of an Academic Librarian in the Infor- Auster, Ethel, Organizational Behavior and Infor- mation Age, Janice W. Holladay, 266-269 mation Seeking: Lessons for Libraries, Achieving Failure in the Company Environment, 173-182 Mark Baer, 245-250 Authorship Characteristics in Special Libraries: A Adamson, Martha C. (jt. auth.), Authorship Char- Comparative Study, Gloria J. Zamora and acteristics in Special Libraries: A Comparative Martha C. Adamson, 100-107 Study, 100-107 Advances in Library Administration and Organiza- tion, Volume I, Gerard B. McCabe, Bernard Kreissman, and W. Carl Jackson, book review by Melvin E. Westerman, 223-224 Baer, Mark, Achieving Failure in the Company AIR FORCE ENGINEERING AND SERVICES Environment, 245-250 CENTER TECHNICAL LIBRARY, TYNDALL Ballantyne, Peter, SLA Student Group (letter), 5A AIR FORCE BASE, FLA. (Oct) Operational Audit and Library Staffing, Frede- Bastian, Jo Anne, Overdue Policies (letter), 5A rick A. Marcotte, 39-45 (04 Alternatives for Future Library Catalogs: A Cost BIBLIOGRAPHIC SEARCHING, see ONLINE Model, Robert R. V.Wiederkehr, book review BIBLIOGRAPHIC SEARCHING by Michael E. D. Koenig, 159-160 BIBLIOGRAPHIC UTILITIES ALUMINUM ASSOCIATION, INC. Interlibrary Loan in an Integrated Environ- Establishing a Special Library, Ellen J. Levin, ment, Nimira Hajee, 1-5 193-201 Bloomberg, Marty, Introduction to Public Services AMERICAN SOCIETY FOR INFORMATION SCI- for Library Technicians, 3d ed., book review ENCE, see ASIS by William C. Petru, 90-91 "Applications of Packaged Computer Programs," BUSINESS INFORMATION SOURCES Michael Halperin, Drexel Library Quarterly, Maps for Business: Accessing an Untapped In- 17:l (Winter 1981), review by Audrey N. formation Source, Barbara Shupe and Colette Grosch, 224 O'Connell, 118- 134 ASIS (American Society for Information Science) Annual Conference (1981) report, 84 ASK (American Society for Information Science) IOURNAL Cabeen, S. Kirkland, Candidate for SLA Treasurer Authorship Characteristics in Special Libraries: (1982-85). 67-68 A Comparative Study, Gloria J. Zamora and CANADIAN BUSINESS INDEX Martha C. Adamson, 100-107 Robert Gibson, Hard Copy (letter), 7A (Jan) ASTRONOMY LIBRARIES CANADIAN NEWS INDEX The Effective Use of OCLC in a One-Person Robert Gibson, Hard Copy (letter), 7A (Jan) Astronomy Library, Brenda G. Corbin, Caputo, Janette S., book review, 91-92 151-154 CARD CATALOG, see ONLINE CATALOG october 7982 CAREER DEVELOPMENT, SUBJECT HEADING Coty, Patricia Ann, book review, 223 LISTS AND CLASSIFICATION SCHEMES CUMMINS ENGINE COMPANY, INC. Elizabeth Kimball (letter), 7A (April) STAIRS: A Storage and Retrieval System Ap- CASE WESTERN RESERVE UNIVERSITY, BAX- plied in Online Cataloging, William Poor, TER SCHOOL OF INFORMATION AND LI- 52-62 BRARY SCIENCE Cupoli, Patricia Dymkar, Reference Tools for Data File Construction Using FAMULUS, Miranda Processing, Office Automation and Data Lee Pao, 46-51 Communications: An Introductory Guide; CATALOGING, see also SUBJECT HEADINGS Robert Gibson (letter), 7A (Jan) STAIRS: A Storage and Retrieval System Ap- CURRENT CONTENTS: LlFE SCIENCES plied in Online Cataloging, William Poor, Time Lag in Four Indexing Services, Robert K. 52-62 Poyer, 142- 146 Ceppos, Karen Feingold, Corporate Climate and Its Effect on Information Management, 238- 244 Chen, Ching-Chih, Library Management Without Daniel, Evelyn, Special Librarian to Information Bias, book review by Janette S. Caputo, 91-92 Manager, 93-99 CIRCULATION SYSTEMS DATA PROCESSING Impact of an Online Circulation System on In- Reference Tools for Data Processing, Office Au- terlibrary Services, Danuta A. Nitecki, 6-11 tomation and Data Communications: An In- COLLEGE LIBRARIES, see ACADEMIC LI- troductory Guide, Patricia Dymkar Cupoli; BRARIES Robert Gibson (letter), 7A (Jan) COMPARABLE WORTH DATABASE CREATION Equal Pay for Work of Comparable Value, Ellen File Construction Using FAMULUS, Miranda Mutari, Mary Rubin, Karen Sacks, and Cath- Lee Pao, 46-51 erine R. Selden, 108-117 STAIRS: A Storage and Retrieval System Ap- COMPUTERS, see BIBLIOGRAPHIC UTILITIES; plied in Online Cataloging, William Poor, DATA PROCESSING; DATABASE CREA- 52-62 TION; DATABASE MANAGEMENT SYS- DATABASE MANAGEMENT SYSTEMS TEMS; DATABASES; ELECTRONIC MAIL- File Construction Using FAMULUS, Miranda BOX; INFORMATION RETRIEVAL; Lee Pao, 46-51 ONLINE BIBLIOGRAPHIC SEARCHING; DATABASES ONLINE CATALOG; ONLINE CIRCULA- Text Enhancement: Controlled Vocabulary vs. TION SYSTEMS; ONLINE UNION CATA- Free Text, Ernest Perez, 183-192 LOG; SOFTWARE, COMPUTER DeBardeleben, Marian Z. and Carol G. Lunsford, CONTROLLED VOCABULARY 35 mm Slides: Storage and Retrieval for the Text Enhancement: Controlled Vocabulary vs. Novice, 135-141 Free Text, Ernest Perez, 183-192 Demoret, Theresa, Reply from Plenum (letter), 8A Cooney, Jane, Candidate for SLA Division- (July) Cabinet Chairman-Elect, 64-65 DENVER, COLO. Cooperative Group Membership in OCLC, Den- Cooperative Group Membership in OCLC, nis Reynolds, 27-32 Dennis Reynolds, 27-32 Corbin, Brenda G., The Effective Use of OCLC in Desiderio, Robert J., The Law School Library: Its a One-Person Astronomy Library, 151-154 Function, Structure, and Management, 292- CORPORATE INFORMATION 297 Management of Proprietary Information: The Determining the Information Needs of Marketing Trials and the Treasures, Margaret H. Gra- Executives, Stanley F. Stasch and Ronald T. ham, 280-285 Lonsdale, 270-279 CORPORATE LIBRARIES Detroit SLA Conference (1982), 75-79 Achieving Failure in the Company Environ- DISCRIMINATION, see SEX DISCRIMINATION ment, Mark Baer, 245-250 DOCUMENT HANDLING AND STORAGE Corporate Climate and Its Effect on Information Management of Proprietary Information: The Management, Karen Feingold Ceppos, 238- Trials and the Treasures, Margaret H. Gra- 244 ham, 280-285 Determining the Information Needs of Market- DODD, JIM ing Executives, Stanley F. Stasch and Ronald Speaks to University of South Carolina's SLA T. Lonsdale, 270-279 Student Group. Peter Ballantyne (letter), 5A Mainstreaming the New Library, Elizabeth (04 Keeler, 260-265 Dodson, Ann T., Paul P. Philbin, and Kunj B. Management Looks at the Corporate Library, Rastogi, Electronic Interlibrary Loan in the Donald C. Spindler, 251-253 OCLC Library: A Study of its Effectiveness, The User-Oriented Library in an Industrial 12-20 Setting, Adele Hoskin, Winston C. Lister, Drake, Miriam A,, Information Management and and Max M. Marsh. 286-291 Special Librarianship, 225-237

special libraries EDUCATION FOR LIBRARIANSHIP Halperin, Michael, "Applications of Packaged File Construction Using FAMULUS, Miranda Computer Programs," Drexel Library Quar- Lee Pao, 46-51 terly, 17:l (Winter 1981), review by Audrey The Effective Use of OCLC in a One-Person As- N. Grosch, 224 tronomy Library, Brenda G. Corbin, 151-154 Harjee, Nimira, Interlibrary Loan in an Integrated Electronic Interlibrary Loan in the OCLC Library: Environment, 1-5 A Study of its Effectiveness, Ann T. Dodson, Hill, Susan M., Candidate for SLA Division- Paul P. Philbin, and Kunj B. Rastogi, 12-20 Cabinet Chairman-Elect, 64-65 ELECTRONIC MAILBOX Hlava, Marjorie, Candidate for SLA Chapter Cab- Interlibrary Loan in an Integrated Environ- inet Chairman-Elect, 65-66 ment, Nimira Harjee, 1-5 Holladay, Janice W., The Role of an Academic END USERS Librarian in the Information Age, 266-269 Is There a Future for the End User in Online Hoskin, Adele, Winston C. Lister, and Max M. Bibliographic Searching? Sylvia G. Faibisoff Marsh, The User-Oriented Library in an In- and Jitka Hurych; Judith Plotz (letter), 7A dustrial Setting, 286-291 (April) Hurych, Jitka (jt. auth.), Is There a future for the Equal Pay for Work of Comparable Value, Ellen End User in Online Bibliographic Searching? Mutari, Mary Rubin, Karen Sacks, and Cath- Judith Plotz (letter), 7A (April) erine R. Selden, 108-117 Errata, 74, 160 Establishing a Special Library, Ellen J. Levin, 193- IFLA (International Federation of Library Asso- 201 ciations) Evaluation by the Numbers, Paula M. Strain, 47th Congress and Council Meetings (1981), 85- 165-172 89 ILLINOIS, UNIVERSITY OF (Urbana-Champaign) Impact of an Online Circulation System on In- Faibisoff, Sylvia G. and Jitka Hurych, Is There a terlibrary Services, Danuta A. Nitecki, 6-11 Future for the End User in Online Biblio- ILLINOIS LIBRARY ASSOCIATION graphic Searching? Judith Plotz (letter), 7A The Role of Special Librarians in the Develop- (April) ment of Multitype Library Systems, Audrey J. FAMULUS (database management system) Kidder, 33-38 File Construction Using FAMULUS, Miranda Impact of an Online Circulation Svstem on Interli- Lee Pao, 46-51 brary Services, Danuta A. ~itecki,6-11 Ferrari, Lorraine D. (jt. auth.), Who's Who in Tech- INDEX MEDICUS nology Today, 2d ed., book review by Ellis Time Lag in Four Indexing Services, Robert K. Mount, 90 Poyer, 142-146 FERRO CORPORATION INDEXING Management Looks at the Corporate Library, File Construction Using FAMULUS, Miranda Donald C. Spindler, 251-253 Lee Pao, 46-51 File Construction Using FAMULUS, Miranda Lee Text Enhancement: Controlled Vocabulary vs. Pao, 46-51 Free Text, Ernest Perez, 183-192 Financing Online Search Services in Publicly Sup- Time Lag in Four Indexing Services, Robert K. ported Libraries, Mary Jo Lynch, book review Poyer, 142-146 by Patricia Ann Coty, 223 INFORMATION CENTERS FREE TEXT RETRIEVAL Establishing a Special Library, Ellen J. Levin, Text Enhancement: Controlled Vocabulary vs. 193-201 Free Text, Ernest Perez, 183-192 Marketing for Special Libraries and Information FULL TEXT RETRIEVAL, see FREE TEXT RE- Centers: The Positioning Process, Arthur TRIEVAL Sterngold, 254-259 INFORMATION MANAGEMENT Achieving Failure in the Company Environ- ment, Mark Baer, 245-250 Gibson, Robert, Hard Copy (letter), 7A (Jan) Corporate Climate and Its Effect on Information Gordon, Lucille, book review, 316 Management, Karen Feingold Ceppos, 238- Graham, Margaret H., Management of Proprie- 244 tary Information: The Trials and the Trea- Determining the Information Needs of Market- sures, 280-285 ing Executives, Stanley F. Stasch and Ronald GREECE T. Lonsdale, 270-279 Visiting Special Libraries in Greece: A Few Information Management: A Bibliography, Surprises for the Western Librarian, Guy William F. Wright, 298-310 StClair, 202-206 Information Management and Special Librar- Grosch, Audrey N., book review, 224 ianship, Miriam A. Drake, 225-237 october 1982 Mainstreaming the New Library, Elizabeth JOBS Keeler, 260-265 Equal Pay for Work of Comparable Value, Ellen Management Looks at the Corporate Library, Mutari, Mary Rubin, Karen Sacks, and Cath- Donald C. Spindler, 251-253 erine R. Selden, 108-117 Management of Proprietary Information: The JOHNS HOPKINS SCHOOL OF HYGIENE AND Trials and the Treasures, Margaret H. Gra- PUBLIC HEALTH, MATERNAL AND ham, 280-285 CHILD HEALTHIPOPULATION DYNAM- Marketing for Special Libraries and Information ICS LIBRARY Centers: The Positioning Process, Arthur Subject Headings Revision: A System for Small Sterngold, 254-259 Libraries, Susan Leibtag, 147-150 The Role of an Academic Librarian in the Infor- Johnson, Marilyn K., Candidate for SLA Chapter mation Age, Janice W. Holladay, 266-269 Cabinet Chairman-Elect, 65-66 Special Librarian to Information Manager, Jones, Donald H. and Lorraine D. Ferrari, Who's Evelyn Daniel, 93-99 Who in Technology Today, 2d ed., book review The User-Oriented Library in an Industrial Set- by Ellis Mount, 90 ting, Adele Hoskin, Winston C. Lister, and Max M. Marsh, 286-291 INFORMATION NEEDS Determining the Information Needs of Market- Keeler, Elizabeth, Mainstreaming the New Li- ing Executives, Stanley F. Stasch and Ronald brary, 260-265 T. Lonsdale, 270-279 Kemp, Wanda, Pubs, 161-162 The Information of the Image, Allan D. Pratt, book Kidder, Audrey J., The Role of Special Librarians review by James M. Matarazzo, 316-317 in the Development of Multitype Library Sys- INFORMATION RETRIEVAL tems, 33-38 File Construction Using FAMULUS, Miranda Kimball, Elizabeth, Help Wanted (letter), 7A Lee Pao, 46-51 (April) STAIRS: A Storage and Retrieval System Ap- King, David E., Candidate for SLA Director plied in Online Cataloging, William Poor, (1982-85), 68-69 52-62 Koenig, Michael E. D., book review, 159-160 Text Enhancement: Controlled Vocabulary vs. Kreissman, Bernard (jt. auth.),Advances in Library Free Text, Ernest Perez, 183-192 Administration and Organization, Volume I, 35 mm Slides: Storage and Retrieval for the book review by Melvin E. Westerman, 223- Novice, Marian Z. DeBardeleben and Carol 224 G. Lunsford, 135-141 INFORMATION SEEKING BEHAVIOR Organizational Behavior and Information Seek- ing: Lessons for Librarians, Ethel Auster, Lane, Robert B., Candidate for SLA Director 173-182 (1982-85), 68-69 INTERLIBRARY LOAN LAW LIBRARY IOURNAL Electronic Interlibrary Loan in the OCLC Li- Authorship Characteristics in Special Libraries: brary: A Study of its Effectiveness, Ann T. A Comparative Study, Gloria J. Zamora and Dodson, Paul P. Philbin, and Kunj B. Ras- Martha C. Adamson, 100-107 togi, 12-20 The Law School Library: Its Function, Structure, Impact of an Online Circulation System on In- and Management, Robert J. Desiderio, terlibrary Services, Danuta A. ~itecki,6-11 292-297 Interlibrary Loan in a Network Environment: Legal Research and Law Library Management, Julius The Good and the Bad News, Dorothy W. J. Marke and Richard Sloane, book review by Russell, 21-26 Aaron I. Reichel, 317-318 Interlibrary Loan in an Integrated Environ- Leibtag, Susan, Subject Heading Revision: A ment, Nimira Hajee, 1-5 System for Small Libraries, 147-150 INTERNATIONAL FEDERATION OF LIBRARY Letters, 7A (Jan), 7A (April), 7A (July), 5A (Oct) ASSOCIATIONS, see IFLA Levin, Ellen J., Establishing a Special Library, Introduction to Public Services for Library Technl- 193-201 cians, 3d ed., Marty Bloomberg, book review LIBRARIANS, see SPECIAL LIBRARIANS by William C. Petru, 90-91 LIBRARY EDUCATION, see EDUCATION FOR Is There a Future for the End User in Online Bib- LIBRARIANSHIP liographic Searching?, Sylvia G. Faibisoff and Library Management Without Bias, Ching-Chih, Jitka Hurych; Judith Plotz (letter), 7A (April) Chen, book review by Janette S. Caputo, 91-92 ELI LILLY AND COMPANY The User-Oriented Library in an Industrial Set- Jackson, W. Carl (jt. auth.), Advances in Library ting, Adele Hoskin, Winston C. Lister, and Administration and Organization, Volume 1, Max M. Marsh, 286-291 book review by Melvin E. Westerman, 223- Lister, Winston C. (jt. auth.), The User-Oriented 224 Library in an Industrial setting, 286-291

special libraries Lonsdale, Ronald T. (jt. auth.), Determining the MITRE CORPORATION LIBRARY Information Needs of Marketing Executives, Evaluation by the Numbers, Paula M. Strain, 270-279 165-172 Lunsford, Carol G. (jt. auth.), 35 mm Slides: Stor- Molholt, Pat, Candidate for SLA President-Elect, age and Retrieval for the Novice, 135-141 63-64 Lynch, Mary Jo, Financing Online Search Services PHILIP MORRIS RESEARCH CENTER in Publicly Supported Libraries, book review 35 mm Slides: Storage and Retrieval for the by Patricia Ann Coty, 223 Novice, Marian 2. DeBardeleben and Carol G. Lunsford, 135-141 Mount, Ellis, book reviews, 90, 318 MULTITYPE LIBRARY SYSTEMS The Role of Special Librarians in the Develop- McCabe, Gerard B., Bernard Kreissman, and W. ment of ~u,itit~~eLibrary Systems, Audrey J. Carl Jackson, Advances in Library Administra- Kidder, 33-38 tion and Organization, Volume I, book review MUNICIPAL REFERENCE LIBRARIAN, NEW by Melvin E. Westerman, 223-224 YORK CITY Mainstreaming the New Library, Elizabeth Rebecca Browning Rankin (1887-1965): Special Keeler, 260-265 Librarian of New York City, Linda Panovich- MANAGEMENT, see also INFORMATION Sachs, 80-83 MANAGEMENT Murphy, Marcy, book review, 160 Achieving Failure in the Company Environ- Mutari, Ellen, Mary Rubin, Karen Sacks and ment, Mark Baer, 245-250 Catherine R. Selden, Equal Pay for Work of Determining the Information Needs of Market- Comparable Value, 108-117 ing Executives, Stanley F. Stasch and Ronald T. Lonsdale, 270-279 Mainstreaming the New Library, Elizabeth Keeler, 260-265 Management Looks at the Corporate Library, NATURAL LANGUAGE VOCABULARY, see Donald C. Spindler, 251-253. FREE TEXT RETRIEVAL Management of Proprietary Information: The NETWORKS Trials and the Treasures, Margaret H. Gra- Interlibrary Loan in a Network Environment: ham, 280-285 The Good and the Bad News, Dorothy W. Marketing for Special Libraries and Information Russell, 21-26 Centers: The Positioning Process, Arthur Interlibrary Loan in an Integrated Environ- Sterngold, 254-259 ment, Nimira Ha jee, 1-5 Operational Audit and Library Staffing, Freder- New Orleans SLA Conference (1983), Call for ick A. Marcotte, 39-45 Papers, 213 MAPS NEW YORK CITY Maps for Business: Accessing an Untapped In- Rebecca Browning Rankin (1887-1965): Special formation Source, Barbara Shupe and Colette Librarian of New York City, Linda Panovich- O'Connell, 118-134 Sachs, 80-83 Vertical Map Storage, Joanne M. Perry, 207-212 NEWSPAPERS Marcotte, Frederick A,, Operational Audit and Li- Text Enhancement: Controlled Vocabulary vs. brary Staffing, 39-45 Free Text, Ernest Perez, 183-192 Marke, Julius J. and Richard Sloane, Legal Re- Nitecki, Danuta A., Impact of an Online Circula- search and Law Library Management, book re- tion System on Interlibrary Services, 6-11 view by Aaron I. Reichel, 317-318 Norton, Alice, Effective PR (letter), 6A (Oct) MARKETING EXECUTIVES Determining the Information Needs of Market- ing Executives, Stanley F. Stasch and Ronald T. Lonsdale, 270-279 Marketing for Non-Profit Organizations, David L. OCLC (Online Computer Library Center) Rados, book review by Lucille Gordon, 316 Cooperative Group Membership in OCLC, Marketing for Special Libraries and Information Dennis Reynolds, 27-32 Centers: The Positioning Process, Arthur The Effective Use of OCLC in a One-Person Sterngold, 254-259 Astronomy Library, Brenda G. Corbin, 151- Marsh, Max M. (jt. auth.), The User-Oriented Li- 154 brary in an Industrial Setting, 286-291 OCLC (Online Computer Library Center) LI- Matarazzo, James M., book review, 316-317 BRARY MEDICAL LIBRARY ASSOCIATION BULLETIN Electronic Interlibrary Loan in the OCLC Li- Authorship Characteristics in Special Libraries: brary: A Study of its Effectiveness, Ann T. A Comparative Studv. Gloria I. Zamora and Dodson, Paul P. Philbin, and Kunj B. Ras- ~arth;~. damson: 100-107 togi, 12-20 MEDLINE O'Connell, Colette (it. auth.), Maps for Business: Time Lag in Four Indexing Services, Robert K. Accessing an Untapped Information Source, Poyer, 142-146 118-134

october 7982 ONLINE BIBLIOGRAPHIC SEARCHING Plotz, Judith, PaperChase (letter), 7A (April) Is There a Future for the End User in Online Poor. William, STAIRS: A Storage and Retrieval Bibliographic Searching?, Sylvia G. Faibisoff System Applied in Online Cataloging, 52-62 and Jitka Hurych; Judith Plotz (letter), 7A Foyer, Robert K., Time Lag in Four Indexing Ser- (April) vices, 142-146 ONLINE CATALOG Pratt, Allan D., The Information of the Image, book Interlibrary Loan in an Integrated Environ- review by James M. Matarazzo, 316-317 ment, Nimira Ma rjee, 1-5 Privat, Jeannette M., Candidate for SLA Presi- STAIRS: A Storage and Retrieval System Ap- dent-Elect, 63-64 plied in Online Cataloging, William Poor, PRIVATE FILES 52-62 File Construction Using FAMULUS, Miranda ONLINE CIRCULATION SYSTEMS Lee Pao, 46-51 Impact of an Online Circulation System on In- PROCESSING NETWORK terlibrary Services, Danuta A. Nitecki, 6-11 Interlibrary Loan in an Integrated Environ- ONLINE COMPUTER LIBRARY CENTER ment, Nimira Harjee, 1-5 (OCLC), see OCLC PROPRIETARY INFORMATION ONLINE REVIEW Management of Proprietary Information: The Authorship Characteristics in Special Libraries: Trials and the Treasures, Margaret H. Gra- A Comparative Study, Gloria J. Azmora and ham, 280-285 Martha C. Adamson, 100-107 PUBLIC RELATIONS ONLINE UNION CATALOG Achieving Failure in the Company Environ- Interlibrary Loan in an Integrated Environ- ment, Mark Baer, 245-250 ment, Nimira Harjee, 1-5 Alice Norton, Effective PR (letter), 6A (Oct) Operational Audit and Library Staffing, Frederick Mainstreaming the New Library, Elizabeth A. Marcotte, 39-45 Keeler, 260-265 Organizational Behavior and Information Seek- Marketing for Special Libraries and Information ing: Lessons for Librarians, Ethel Auster, Centers: The Positioning Process, Arthur 173-182 Sterngold, 254-259 Overdue Policies, Jo Anne Bastian (letter), 5A PUBLISHERS (04 Duplicate Mailings. Doris A. Standing, Double Trouble (letter), 7A (July); publishers' replies: L. Straka (letter), 7A-8A (July); Theresa Demoret (Letter), 8A (July) P Pubs, 161-162 PALINET (Pennsylvania Area Library Network) Interlibrary Loan in a Network Environment: The Good and the Bad News, Dorothy W. Russell, 21-26 Rados, David L., Marketing for Non-Profit Organi- Panovich-Sachs, Linda, Rebecca Browning Ran- zations, book review by Lucille Gordon, 316 kin (1887-1965): Special Librarian of New Rartkin, Rebecca Browning (1887-1965): Special York City, 80-83 Librarian of New York City, Linda Panovich- Pao, Miranda Lee, File Construction Using FAM- Sachs, 80-83 ULUS, 46-51 Rastogi, Kunj B. (jt. auth.), Electronic Interlibrary Paperchase, Judith Plotz (letter), 7A (April) Loan in the OCLC Library: A Study of Its PAY, see SALARIES Effectiveness, 12-20 PENNSYLVANIA AREA LIBRARY NETWORK Reference Tools for Data Processing, Office Auto- (PALINET), see PALINET mation and Data Communications: An Intro- Perez, Ernest, Text Enhancement: Controlled Vo- ductory Guide, Patricia Dymkar Cupoli; cabulary vs. Free Text, 183-192 Robert Gibson (letter), 7A (Jan) PERGAMON PRESS Regan, Muriel, Candidate for SLA Treasurer L. Straka (letter), 7A-8A (July) (1982-85), 67-68 Perry, Joanne M., Vertical Map Storage, 207-212 Reichel, Aaron I., book review, 317-318 PERSONAL INFORMATION SYSTEMS Revi'ews, 90-92, 159-160, 223-224, 316-318 File Construction Using FAMULUS, Miranda Reynolds, Dennis, Cooperative Group Member- Lee Pao, 46-51 ship in OCLC, 27-32 PERSONNEL Rice, James, Jr., Teaching Library Use: a Guide for Operational Audit and Library Staffing, Freder- Library Instruction, book review by Marcy ick A. Marcotte, 39-45 Murphy, 160 Pertell, Grace M., Selling the Business Library; ROCHESTER, UNIVERSITY OF Alice Norton (letter), 6A (Oct) The Role of an Academic Librarian in the Infor- Petru, William C., book review, 90-91 mation Age, Janice W. Holladay, 266-269 Philbin, Paul P. (jt. auth.), Electronic Interlibrary The Role of an Academic Librarian in the Informa- Loan in the OCLC Library: A Study of Its tion Age, Janice W. Holladay, 266-269 Effectiveness, 12-20 The Role of Special Librarians in the Development PLENUM PUBLISHING CORP. of Multitype Library Systems, Audrey J. Theresa Demoret (letter), 8A (July) Kidder. 33-38

special libraries Rubin, Mary (jt. auth.), Equal Pay for Work of Sloan, Richard (jt. auth.), Legal Research and Law Comparable Value, 108-117 Library Management, book review by Aaron I. Russell, Dorothy W., Interlibrary Loan in a Net- Reichel, 317-318 work Environment: The Good and the Bad Slote, Stanley J., Weeding Library Collections-11, News, 21-26 book review by Ellis Mount, 318 SMALL LIBRARIES Cooperative Group Membership in OCLC, Dennis Reynolds, 27-32 Sacks, Karen (jt. auth.), Equal Pay for Work of The Effective Use of OCLC in a One-Person Comparable Value, 108-117 Astronomy Library, Brenda G. Corbin, StClair, Guy, Visiting Special Libraries in Greece: 151-154 A Few Surprises for the Western Librarian, Subject Heading Revision: A System for Small 202-206 Libraries, Susan Leibtag, 147-150 SALARIES SOFTWARE, COMPUTER Equal Pay for Work of Comparable Value, Ellen File Construction Using FAMULUS, Miranda Mutari, Mary Rubin, Karen Sacks, and Cath- Lee Pao, 46-51 erine R. Selden, 108-117 STAIRS: A Storage and Retrieval System Ap- SLA 1982 Salary Survey, Draft Report, 314-315 plied in Online Cataloging, William Poor, Schwartz, James H., What's My Line? (letter), 7A 52-62 (July) Spaulding, Frank H., Candidate for SLA Director SCIENCE CITATION INDEX (1982-85), 68-70 Time Lag in Four Indexing Services, Robert K. SPECIAL LIBRARIANS Poyer, 142-146 Achieving Failure in the Company Environ- SCIENTIFIC LIBRARIES ment, Mark Baer, 245-250 The Effective Use of OCLC in a One-Person Rebecca Browning Rankin (1887-1965): Special Astronomy Library, Brenda G. Corbin, Librarian of New York City, Linda Panovich- 151-154 Sachs, 80-83 The User-Oriented Library in an Industrial The Role of Special Librarians in the Develop- Setting, Adele Hoskin, Winston C. Lister, ment of Multitype Library Systems, Audrey J. and Max M. Marsh, 286-291 Kidder, 33-38 SDILINE IMEDLINE Special Librarian to Information Manager,- Eve- Time Lag in Four Indexing Services, Robert K. lyn Daniel, 93-99 Poyer, 142-146 SPECIAL LIBRARIES, see also CORPORATE LI- Selden, Catherine R. (it. auth.), Equal Pay for BRARIES; INFORMATION MANAGEMENT Work of Comparable Value, 108-117 Establishing a Special Library, Ellen J. Levin, Selling the Business Library, Grace M. Pertell; 193-201 Alice Norton (letter), 6A (Oct) Information Management and Special Librar- SEX DISCRIMINATION ianship, Miriam A. Drake, 225-237 Equal Pay for Work of Comparable Value, Ellen Mainstreaming the New Library, Elizabeth Mutari, Mary Rubin, Karen Sacks, and Cath- Keeler, 260-265 erine R. Selden, 108-117 Marketing for Special Libraries and Information Shupe, Barbara and Colette O'Connell, Maps for Centers: The Positioning Process, Arthur Business: Accessing an Untapped Informa- Sterngold, 254-259 tion Source, 118-134 Visiting Special Libraries in Greece: A Few SLA (Special Libraries Association) Surprises for the Western Librarian, Guy Annual Conference (1982, Detroit), 75-79 StClair, 202-206 Annual Conference (1983, New Orleans), Call SPECIAL LIBRARIES for Papers, 213 Authorship Characteristics in Sp~cialLibraries: Audit Report (1981), 214-219 A Comparative Study, Gloria J Zamora and Board of Directors, Fall Meeting Actions, 71-73; Martha C. Adamson, 100-107 Winter Meeting Actions, 155-158; Annual Book Reviewers Wanted, 214 Conference Meeting Actions, 311-313 SPECIAL LIBRARIES ASSOCIATION, see SLA Building Fund Campaign, 220-222 Spindler, Donald C., Management Looks at the Candidates for Office, 63-70 Corporate Library, 251-253 General Fund Budget (Summary) for 1982, 74 STAFFING NEEDS Library. Request for Library Management Doc- Operational Audit and Library Staffing, Freder- uments, 83, 158 ick A. Marcotte, 39-45 Name Change. James H. Schwartz (letter), 7A STAIRS: A Storage and Retrieval System Applied (July); Peter Ballantyne (letter), 5A (Oct) in Online Cataloging, William Poor, 52-62 Salary Survey, Draft Report, 314-315 Standing, Doris A,, Double Trouble (letter), 7A Student Group. Peter Ballantyne (letter), 5A (July); publishers' replies: L. Straka (letter), (04 7A-8A (July); Theresa Demoret (letter), 8A SLIDES (July) 35 mm Slides: Storage and Retrieval for the Stasch, Stanley F. and Ronald T. Lonsdale, Deter- Novice, Marian 2. DeBardeleben and Carol mining the Information Needs of Marketing G. Lunsford, 135-141 Executives, 270-279

october 1982 STATISTICS USERS Evaluation bv the Numbers, Paula M. Strain, Is There a Future for the End User in Online 165-172 Bibliographic Searching?, Sylvia G. Faibisoff Stemgold, Arthur, Marketing for Special Libraries and Jitka Hurych; Judith Plotz (letter), 7A and Information Centers: The Positioning (April) Process, 254-259 The User-Oriented Library in an Industrial Set- Strain, Paula M., Evaluation by the Numbers, ting, Adele Hoskin, Winston C. Lister, and 165-172 ~aiM. Marsh, 286-291 Straka L., Pergamon Press Replies (letter), 7A-8A UTLAS (University of Toronto Library Automa- (July) tion system) Stursa, Mary Lou, Candidate for SLA Director Interlibrary Loan in an Integrated Environ- (1982-85), 68, 70 ment, Nimira Harjee, 1-5 SUBJECT HEADINGS Elizabeth Kimball, Help Wanted (letter), 7A (April) Subject Heading Revision: A System for Small Vertical Map Storage, Joanne M. Perry, 207-212 Libraries, Susan Leibtag, 147-150 Visiting Special Libraries in Greece: A Few Sur- prises for the Western Librarian, Guy StClair, 202-206 Teaching Library Use: a Guide for Library Instruc- VOCABULARY CONTROL tion, James Rice, Jr., book review by Marcy Text Enhancement: Controlled Vocabulary vs. Murphy, 160 Free Text, Ernest Perez, 183-192 TECHNICAL LIBRARIES, see SCIENTIFIC LI- BRARIES Text Enhancement: Controlled Vocabulary vs. Free Text, Ernest Perez, 183-192 Weeding Library Collections-11, Stanley J. Slote, 35 mm Slides: Storage and Retrieval for the book review by Ellis Mount, 318 Novice, Marian Z. DeBardeleben and Carol Westerman, Melvin E., book review, 223-224 G. Lunsford, 135-141 Who's Who in Technology Today, 2d ed., Donald H. Time Lag in Four Indexing Services, Robert K. Jones and Lorraine D. Ferrari, book review by Foyer, 142-146 Ellis Mount, 90 TORONTO, UNIVERSITY OF Wiederkehr, Robert R. V., Alternatives for Future Interlibrary Loan in an Integrated Environ- Library Catalogs: A Cost Model, book review ment, Nimira Hajee, 1-5 by Michael E. D. Koenig, 159-160 WOMEN Equal Pay for Work of Comparable Value, Ellen Mutari, Mary Rubin, Karen Sacks, and Cath- UNION CATALOG, see ONLINE UNION CATA- erine R. Selden, 108-117 LOG Wright, William F., Information Management: U.S. NAVAL OBSERVATORY LIBRARY A Bibliography, 298-310 The Effective Use of OCLC in a One-Person Astronomy Library, Brenda G. Corbin, 151-154 UNIVERSITY, for names of specific universities, see under the specific name Zamora, Gloria J. and Martha C. Adamson, Au- UNIVERSITY LIBRARIES, see ACADEMIC LI- thorship Characteristics in Special Libraries: A BRARIES Comparative Study, 100-107

special libraries special

Volume 73

1982

Volume 73 Jan-Dec 1982 JOYCE A. POST

January ...... 1-92 July ...... 165-224 April ...... 93- 164 October ...... 225-338

Errata Oct 1981, p. 396 ...... The article on "Cooperation among Special Libraries at the Inter- national Level" by Paul Kaegbein and Renate Sindermann should have stated that DID in EMBRAPA operates the following six databases: CAB (Commonwealth Agricultural Bureau), ISI, IFISIFSIS, Bioscience, CAS, and Smithsonian, Biblioteca Nacional de Agricul- tura is connected with the information system AGRIS managed by FAO.

Oct 1981, Directory ... A number of omissions or errors appeared in the directory listings in the Oct 1981 issue of Special Libraries. Our apologies to the European Chapter for failing to include the following information: European (est 1972)

Bulletin editorltreasurer (pro tem), MICHELE BURDET,Case Pos- tale 6, 1885 Chesieres, Switzerland [02513 26 921. No other chapter officers. Patricia Marshall's activities are described on page 7s, not 6s as listed in the Directory index. The listing for the Nuclear Science Division on page 15s should have included: secretary, SANDRA R. LOVE, Lawrence Livermore National Laboratory, P.O. Box 5500, Livermore, CA 94550 [4151 422-5841].

Jan 1982, p. 42 ...... An error appears on p. 42 of Frederick A. Marcotte's article, "Op- erational Audit and Library Staffing". The yearly factor given in the footnote should read .08333 rather 0.83333. CAS ONLINE" The Chemical Substance Search and Display System From Chemical Abstracts Service A d~v~sionof the American Chem~calSociety 1981 by the Arnerlcan Chem~calSoc~ety Brand-New 1 982-83Edition Features Coverage of Major Foreign Directories, including manufacturers, importers, and exporters in nearly 80 countries,

. . . A Reference Guide Covering Business and Industrial Directories, Professional and Scientific Rosters, and Other Lists and Guides of Ail Kinds. 2nd edition. About 1.000 pages. $90.00.

Seven thousand directories of all kinds are thoroughly described and completely indexed in the 1982.83 Directory of Directories. This completely revised and greatly enlarged edition contains 2,500 brand.new entries and thousands of revis~onsin standing material. Hundreds of defunct and OP publications have been deleted. Entries give full details about the directories cited. allowing an informed decision to be made about the probable usefulness and applicability of each publication. Unique, Comprehensive, &Accurate Indexes Assure Fastand Easy Use! Now 16 directories in one, with separate sections devoted to: The deta~ledSubject Index, not found in any similar compilation, gives users maximum help General Bus~nessDirectories with more than 2.600 specific subject headings geographically arranged, and numerous cross references. Directories are covering all states and nearly listed under two or more headings on average. The 80 fore~gncountr~es Title lndex cites exact titles, plus cross references Business, Industry & Labor from variant forms, previous titles, and popular Banking, Finance, Insurance & names of directories. The Title lndex also gives Real Estate status notes on over a thousand directories not listed in DOD, indicating whether they are Agriculture, Forestry, M~ning& discontinued,suspended, or otherwise unavailable. Fishing Law and Government (including Supplement Service Available! Military) Science & Engineering The inter-editionperiodical, Directory Information e Education Service, provides prompt and easy access to information on current directories. Two cumu- Social Sciences Humanities & latively indexed issues of DIS will provide data on Biographical Directories well over 1,000 additional directories between Arts & Entertainment editions of the DOD. Two.issue inter-edition Public Affairs & Social Concerns subscription. $70.00. Health & Medicine Religious, Ethnic & Fraternal Affairs Earn a 5% discount by placing a Standing Genealogical, Verterans & Order for any of these titles. Deduct an additional for payment with order, and Patriotic Affa~rs 5% Gale pays postage. All books are sent on Hobbies, Travel Leisure & 9Qday approval. Sports & Outdoor Recreation Plus Title lndex and Subject lndex Customers outside the US. C Canada, pinpointing over 2,600 specific please add 10%to prices shown. topics from Abstracting Services and Actuaries to Yoga Groups and Zoologists. GALE Research Co. Book Tower Detroit, MI 48226 Phone (313)961-2242