Library Management 101
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
''You're Just One of the Group When You're Embedded'
‘‘You’re just one of the group when you’re embedded’’: report from a mixed-method investigation of the research-embedded health librarian experience* Devon Greyson, MLIS; Soleil Surette, MLIS; Liz Dennett, MLIS; Trish Chatterley, MLIS See end of article for authors’ affiliations. DOI: http://dx.doi.org/10.3163/1536-5050.101.4.010 Objective: Embedded librarianship has received ‘‘belonging’’ to the research team, involvement in full much attention in recent years. A model of project lifecycles, and in-depth relationships with embeddedness rarely discussed to date is that of nonlibrarian colleagues. Despite widely expressed job research-embedded health librarians (REHLs). This satisfaction, many REHLs struggle with isolation from study explores the characteristics of Canadian REHLs library and information science peers and relative lack and the situations in which they are employed. of job security. Methods: The authors employed a sequential, mixed- Conclusions: REHLs differ from non-embedded method design. An online survey provided health librarians, as well as from other types of descriptive statistics about REHLs’ positions and embedded librarians. REHLs’ work also differs from work experiences. This informed a series of focus just a decade or two ago, prior to widespread Internet group interviews that expanded upon the survey. access to digital resources. Through constant comparison, we conducted qualitative descriptive analysis of the interviews. Implications: Given that research-embedded librarianship appears to be a distinct and growing Results: Based on twenty-nine survey responses and subset of health librarianship, libraries, master’s of four group interviews, we created a portrait of a library and information science programs, and ‘‘typical’’ REHL and discovered themes relevant to professional associations will need to respond to the REHL work. -
2017 Final Operating and Capital Budget
2017 Final Operating and Capital Budget BUCKS COUNTY FREE LIBRARY BUCKS COUNTY, PENNSYLVANIA FINAL OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017 BOARD OF DIRECTORS Roberta Foerst President Constance Moore Richard Rogers Gerald Balchis Vice President Treasurer Secretary William Draper Lawrence Jones Daniel Johansson Trustee Trustee Trustee Prepared By: Martina Kominiarek Chief Executive Officer and John J. Doran III Chief Financial Officer 2 Message from the Library Board The Bucks County Free Library serves our communities as a learning resource and public gathering place. We play an essential role in giving people free access to information and pathways to knowledge. In this digital age we are needed more than ever. Our 2016 Operating and Capital budget will help us accomplish the community priorities and objectives reflected in our 2014-2017 strategic plan. Our citizens will benefit from increased funding from both the County of Bucks and the Commonwealth of Pennsylvania. In 2016: - We will support high bandwidth, wireless connectivity, and public access computers at all our locations. - We will host interactive story times, stay and play sessions in our children’s areas, and lively educational public performances of music and stories. - We will provide a robust physical and electronic collection of books, movies, and music that serves a diversity of reading, listening, and viewing interests. - We will offer inviting spaces for study, work, and connecting with others by conducting regular maintenance, ongoing physical improvements, and capital projects in all our facilities. In 2016, we’ll celebrate 60 years of operations as a County library system. The materials and services we offer through our seven branches have changed since 1956, but our role is the same. -
Management Training in Library School: Do Graduate Programs Prepare an Individual for Real
Endnotes: The Journal of the New Members Round Table | Volume 2, Number 1 | Nov 2011 Management Training in Library School: Do Graduate Programs Prepare an Individual for Real World Demands? Susan A. Schreiner Access Services Librarian Pittsburg State University Barbara M. Pope Serials Librarian Pittsburg State University Abstract This article examines the perception of management curriculum in library schools from the perspective of practicing professional librarians and information specialists with a master’s degree in library science. The authors surveyed degreed librarians in academic, public, and special libraries in a variety of job types about their management training in library school, how useful they feel those courses were to them professionally, and whether they would have or wish they would have taken additional management courses if they had been offered. The results of this survey show that a decisive gap in management training is being felt by practicing librarians, and highlight the need for making management courses in library schools meet the real world demands of today – and tomorrow. 1 Management Training in Library School | Susan A. Schreiner and Barbara M. Pope Endnotes: The Journal of the New Members Round Table | Volume 2, Number 1 | Nov 2011 Methodology The study1 was conducted by creating a survey via SurveyMonkey and asking librarians to voluntarily respond. It targeted eight American Library Association (ALA) and Public Library Association (PLA) listservs2 that serve general library interests as well as specialized management interests. The survey specifically targeted librarians who had been out of library school for at least one year.3 In order to get a broad coverage of librarian types, surveys were sent out to listservs that serve library administrators, university librarians, college librarians, public librarians, and school librarians. -
Becoming a Digital Library, Edifed by Susan J
mcoming a Digital Library edited by Susan J. Barnes University of Washington Seattle, Washington, U.S.A. MARCEL MARCELDEKKER, INC. NEWYORK a' BASEL a%DEKKER Although great care has been taken to provide accurate and current information, neither the author(s) nor the publisher, nor anyone else associated with this publication, shall be liable for any loss, damage, or liability directly or indirectly caused or alleged to be caused by this book. The material contained herein is not intended to provide specific advice or recommendations for any specific situation. Trademark notice: Product or corporate names may be trademarks or registered trade- marks and are used only for identification and explanation without intent to infringe. Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress. ISBN: 0-8247-0966-7 This book is printed on acid-free paper. Headquarters Marcel Dekker, Inc., 270 Madison Avenue, New York, NY 10016, U.S.A. tel: 212-696-9000; fax: 212-685-4540 Distribution and Customer Service Marcel Dekker, Inc., Cimarron Road, Monticello, New York 12701, U.S.A. tel: 800-228-1160; fax: 845-796-1772 Eastern Hemisphere Distribution Marcel Dekker AG, Hutgasse 4, Postfach 812, CH-4001 Basel, Switzerland tel: 41-61-260-6300; fax: 41-61-260-6333 World Wide Web http://www.dekker.com The publisher offers discounts on this book when ordered in bulk quantities. For more information, write to Special Sales/Professional Marketing at the headquarters address above. Copyright n 2004 by Marcel Dekker, Inc. All Rights Reserved. -
Increasing the Information Edge
SPECIAL LIBRARIES: INCREASING THE INFORMATION EDGE Jose-Marie Griffiths, Ph.D. University of Tennessee Donald W. King King Research SPECIAL LIBRARIES ASSOCIATION 1700 Eighteenth Street, N.W. Washington, D.C. 20009 Librarv of Congress Cataloglng-in-Publication Data Griffiths, Jose-Marie. Special libraries : increasing the information edge / Jose-Marie Griffiths, Donald W. King, p. cm. Includes bibliographical references (p.) and index. ISBN 0-87111-414-3 1. Corporate libraries—United States. 2. Libraries, Governmental, administrative, etc.—United States. 3. Libraries and industry—United States. I. King. Donald Ward. 1932- II. Title. Z675.C778G75 1993 027.6'9'0973—dc20 93-20721 CIP Published by the Special Libraries Association. ® Copyright 1993 by the Special Libraries Association. All rights reserved. Reproduction of this work, in whole or in part, without permission of the publisher is prohibited. ISBN 0-87111-414-3 TABLE OF CONTENTS Page TABLES vii FIGURES xi FOREWORD xiii PART I: BACKGROUND AND SUMMARY 1 CHAPTER 1: INFORMATION EDGE IN THE INFORMATION AGE 5 INTRODUCTION ' 5 THE INFORMATION AGE 6 THE INFORMATION EDGE 8 The Information Edge Among Countries 9 The Information Edge Among Companies 11 The Information Edge Among Professionals 12 Purposes of Reading 14 Importance of Information Found in Documents 14 Savings Achieved from Reading 15 Effects of Reading on Performance of Work 15 Achievement and Amount of Reading . 17 Do Some Professionals Read Too Much? 18 CHAPTER 2: INCREASING THE INFORMATION EDGE: THE ROLE OF SPECIAL LIBRARIES 21 THE INCREASING ROLE OF LIBRARIES 21 USE AND IMPACT OF LIBRARY SERVICES 23 Use and Cost of Library Services 23 What Professionals Are Willing to Pay for Library Services 25 The Dollar Value Derived from Library Services 25 IMPACT OF LIBRARIES ON ORGANIZATION GOALS 28 Increasing Productivity Through Library Services 29 Performing Work Better and with Greater Quality Through Library Services ... -
Best Practices for Managing Innovations in Public Libraries in the United States
University of Tennessee, Knoxville TRACE: Tennessee Research and Creative Exchange School of Information Sciences -- Faculty Publications and Other Works School of Information Sciences 2020 Best practices for managing innovations in public libraries in the United States Devendra Potnis University of Tennessee, [email protected] Joseph Winberry [email protected] Bonnie Finn College of Saint Benedict and Saint John's University, [email protected] Follow this and additional works at: https://trace.tennessee.edu/utk_infosciepubs Part of the Library and Information Science Commons Recommended Citation Potnis, D. D., Winberry, J., & Finn, B. (2020). Best practices for managing innovations in public libraries in the USA. Journal of Librarianship and Information Science, 0961000620948567. This Article is brought to you for free and open access by the School of Information Sciences at TRACE: Tennessee Research and Creative Exchange. It has been accepted for inclusion in School of Information Sciences -- Faculty Publications and Other Works by an authorized administrator of TRACE: Tennessee Research and Creative Exchange. For more information, please contact [email protected]. Best practices for managing innovations in public libraries in the United States By: Devendra Potnis, Joseph Winberry, and Bonnie Finn Abstract Public libraries serve as anchors for thousands of communities across the country. Innovations are critical for the survival and relevance of public libraries in the country. Few studies, if any, identify the best practices for managing innovations in public libraries based on the experiential guidance shared by administrators of public libraries recognized for their innovations. This empirical study fills in the gap by identifying the challenges and solutions for managing innovations in public libraries in the United States. -
Special Libraries, October 1981
San Jose State University SJSU ScholarWorks Special Libraries, 1981 Special Libraries, 1980s 10-1-1981 Special Libraries, October 1981 Special Libraries Association Follow this and additional works at: https://scholarworks.sjsu.edu/sla_sl_1981 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 1981" (1981). Special Libraries, 1981. 4. https://scholarworks.sjsu.edu/sla_sl_1981/4 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, 1981 by an authorized administrator of SJSU ScholarWorks. For more information, please contact [email protected]. ISI/ISTPCD" (Index to Scientific & Technical Proceedings & Books) ISINSTP&B solves the difficult problem of locating articles published in proceedings and multi-authored books. The only multidisciplinary online data base to scientific pro- ceedings and books, it will cover 10,000 proceedings (from books and journals) which appear in the printed Index to Scientific & Technical Proceedingsg, plus over 2,000 books (including annual review series). And all items will be indexed at the chapter level. Publications from 1978 to the present will be covered, and each month 300 new proceedings and books will be added. ISI/ISTP&B may be searched by article title; authorleditor; author's corporate affiliation; conference title, location, date; s onsor, book and series title; journal title; publish- er; anJsubjei-to name a few. Covering virtually every scientific and technical discipline, ISI/ISTP&B will make our retrospective and current awareness searching, bib- Kographic verifications, and acquisitions fast, easy, and comprehensive. -
Management in College and University Libraries
Management in College and University Libraries DONALD CONEY MANAGEMENT,as a field in itself, is generally identified with the last four decades, beginning with F. \Y. Taylor and time-and-motion study and ending-for the momcnt-with "oper- ations research." "nlanagement is a broad area with a vague con- figuration; no attempt is made in this paper to define it with any precision. Information at hand shows that management in college and university libraries gathers around the focuses of personnel, work measurement, costs, machines, and plant. "Orgaulzation," often con- sidered a part of management, and a popular subject in library admin- istration, is the topic of another article in this journal. For the most part, the evidence of interest in management areas is drawn from articles in the library press and a few books, and is limited to the period following World War 11. The management of libraries has never benefited from the wealth of attention devoted to such areas of librarianship as the development of book collections, classification, cataloging, bibliography, and the like. For a long time this inattention was not important; the small size of collections, staff, buildings, and clienteles made for simplicity of operation and demanded no very sophisticated approach to the ways of doing things. Librarians were clirccted to new methods of management as early as 1911 by thc then Librarian of C~rnell.~The Williamson report,' in 1923, spelled out the advantages of training in the techniques of management. In one of the most recent treatments of library management, Leigh sets the stage again for the need of management-though he speaks of public libraries, his views are as true for those of learned institutions: Like other institutions-especially those not under the constant spur of profit seeking-we might expect public library operations to be com- Librarian, University of California, Berkeley. -
Teacher Librarian Roles and Responsibilities
Library Personnel Roles and Responsibilities “Library program” means an articulated, sequential kindergarten through grade 12 library or media program that enhances student achievement and is integral to the school district’s curricula and instructional program. Library programs are planned and implemented by a qualified teacher librarian working collaboratively with the district’s administration and instructional staff. The library program services provided to students and staff shall include the following: • Support of the overall school curricula, • Collaborative planning and teaching, • Promotion of reading and literacy, • Information literacy instruction, • Access to a diverse and appropriate school library collection, and • Learning enhancement through technology. In general, the professional librarian is responsible for those tasks that involve professional decision-making. For example. a support staff person can assist a user in locating a requested resource, but a professional librarian makes resource recommendations to users because those recommendations require a decision as to age- appropriateness, difficulty, format, interest, curricular ties, etc. Teaching in the library is a professional task. Just as other curricula (art, music, physical education) are taught by a licensed professional teacher in that area, so the library curriculum is taught by a licensed professional teacher librarian. In addition, a certified teacher librarian can serve as an instructional partner to collaborate and enhance instructional opportunities with students. TEACHING and LEARNING Licensed Teacher Librarian Para-Educator, Aide, Secretary Holds Iowa endorsements: 174, 108, 109 Designs curriculum and instruction that supports the reading life of students and addresses inquiry, information literacy and digital literacy. Teaches a curriculum of information literacy and digital literacy across all Assists in monitoring usage of the library. -
Annual Conference
Annual Conference Final Program November 1 - 4, 2006 Saratoga Springs, NY 22006006 Adding Value: Formula for the Future... NEW YORK LIBRARY ASSOCIATION The Voice of the Library Community The 2006 NYLA Conference Catalog New York Library What’s inside Association Welcome . .3 Local Information & Tours . .4 252 Hudson Avenue Albany, NY 12210-1802 Preconference Continuing Education . .6 800-252-NYLA Thursday Programs . .10 email: [email protected] Friday Programs . .17 web: www.nyla.org Saturday Programs . .32 NYLA Trade Show Exhibitors . .50 President Conference Program Tracks . .40 Jennifer Morris Pioneer Library System General Information . .44 585-394-8260 Maps . .56 [email protected] Past President 2006 Conference Programmers Rocco Staino North Salem Central Schools The conference programmers are representatives from all the sections, roundtables, and committees that make up NYLA. It is their hard work that results in the conference as you know it. Many thanks to each 914-669-5414 and every conference programmer. [email protected] NYLA 2006 Conference Chair Vice President (President-Elect) Kim Bolan Rachel Baum College of Computing and Information— Section Programmers University at Albany ASLS Academic and Special Libraries Section - Debby Emerson LAMS Library Administration and Management Section - Phyllis Keaton 518-591-8874 LAMS - CE Pre-conference CE program - Josh Cohen [email protected] PLS Public Library Section - Carol Clingan RASS Reference and Adult Services Section - Paula Goings RASS - CE Pre-conference CE -
Library Management Matrix
Library Management Matrix Introduction The library management matrix differentiates by grade the ascending levels of responsibility for a) fiscal management, b) human resources management, c) scope and impact of position, d) planning, team activity, and e) project management assigned to library managers across the spectrum of the University Library. In these respects, the matrix follows the guidelines set for University posts that were established by analysis of the Position Information Questionnaire administered across the University in 1994. Critical factors in management at Harvard -- for grading purposes -- are the size of budget, the number of staff for whom managers are accountable, and the opportunities positions offer for the exercise of initiative. For this reason, the grades assigned to library management positions correlate strongly to the size of the library unit in which the staff member is employed and to its position relative to the overall structure of the faculty libraries and the HUL system. The library management matrix incorporates unit size into the column specifying function and/or role in the HUL system. In any given position, the managerial factors may be required or are evidenced to varying degrees. Library management jobs at Harvard do require, however, that staff members at the exempt level first and foremost either be trained as librarians or be thoroughly conversant with the tenets of librarianship. In every instance, the effectiveness of librarians as managers rests on their mastery of the professional skills that guide the development, organization, presentation, and preservation of the knowledge base embodied in libraries. Management responsibilities become increasingly important at successively higher levels of the grading system, but they must always be understood in relation to the professional activities commonly required of the staff member under review and must be measured along with them in determining grade. -
Library Management Systems
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Directory of Open Access Journals Aspects regarding Library Management Library Management Systems Dr. Ionel Enache Department of Information and Documentation Sciences Faculty of Letters, University of Bucharest E-mail: [email protected] Dr. Ionel Enache is professor the Department of Information and Documentation Sciences of the Faculty of Letters at the University of Bucharest where he teaches courses of management and marketing in library. His areas of research are management and marketing of library services, planning and organization of library services, human resource management and ergonomics in infodocumentary structures. Abstract Today’s libraries are faced with the innumerable challenges posed by an information universe on rapid expansion. The increasing expectations and the users’ needs to access faster and easier the relevant information is in a constant relation to the institutional demand for the increasing of operational efficiency. The library integrated systems enable all types of libraries with accessible instruments and the necessary assistance needed in the working flow in order to cope with personal and institutional demands both in present and in future times. The integrated system can be configured in order to meet every type of library policy or procedure thus allowing the creation of a sole working flow. Key words: management systems, library integrated system, database system administration (DBSA), metadata A library integrated system is a system for a library resource planning, used to access the documents held, orders, payment or lending all made by the clients. Sometime, a phrase like library management system is employed, especially in the UK.