library management overview (nstp-ils)
DESCRIPTION
This is a rushed presentation collating all major concepts on library management and administration. Created as a quick overview of the theory of management for public library service. ©R.S.S. Necesario School of Library and Information Studies University of the Philippines Diliman [email protected]TRANSCRIPT
librarymanagement
a presentation by:
group 4
the creative problem-solving process of
planning, organizing, leading, and controlling
an organization’s resources to achieve its
mission and objectives. (Higgins, 1991)
management
Individuals in the organization
who are in a position to make the
decisions that allow an
organization to reach its
objectives
managers
managerialfunctions
planningorganizingstaffing
leading
controlling
planningorganizingstaffing
leading
controlling
planning
•thinking ahead of the things
that need to be done, and
the methods to get them
done.
•defines where the
organization wants to be in
the future.
•transition from point A to
point B
planningorganizingstaffing
leading
controlling
organizing•establishing formal structure of authority
•matching individuals and their talents
planningorganizingstaffing
leading
controlling
staffing
•also called human
resources or personnel
•involves
hiring, training, compe
nsating, and
retaining people
planningorganizingstaffing
leading
controlling
leading
•focuses on the human element such as
employees’ attitudes, personality
attributes and perceptions
•creating shared culture and values,
communicating goals to employees,
and motivating them
planningorganizingstaffing
leading
controlling
controlling•Monitoring the activities of the
organization
•The mirror image of planning
In planning – establishes where the
organization is going
In controlling – decides whether they are
on target to reach their goals
managerialroles
interpersonalinformational
decisional
interpersonalinformational
decisional
interpersonal
FIGUREHEAD – represents their organizations to
the outside world; performs ceremonial functions;
symbols of the organization itself.
LEADERS – perform functions such as
motivating, communicating with, and inspiring
their employees.
LIAISONS– between employees or employees and
customers; good networkers
interpersonalinformational
decisional
informational
MONITORS – always seek information both inside
and outside the organization; develop systems that
track progress and overall performance of their
unit.
DISSEMINATORS – gather information and
share it with others.
SPOKESPERSON – transmit official information
about the organization thru memos, annual
reports, speeches, etc.
interpersonalinformational
decisional
decisional
DISTURBANCE HANDLERS– conflict resolution
and crisis response
RESOURCE ALLOCATORS– making decisions about
how resources should be distributed
NEGOTIATORS – bargaining for resources
ENTREPRENEURS – work to introduce innovation into the
organization; bringing new ideas and ensuring that the
organization can keep up
with the changing world
manager’sresources
humanfinancial
physicalinformation
humanfinancial
physicalinformation
•employees who work in the organization
•in libraries, employees are usually
classified as professionals, paraprofessionals, clerical
workers, technical specialists, part-time workers like
student assistants
human
humanfinancial
physicalinformation
financial•profit organization – funds come from the
customers who purchased their goods or
services
•non-profit organization – funds come from
donations, grants, etc.
humanfinancial
physicalinformation
•tangible or material parts of the organization
•assets – supplies, PPE (plant, property &
equipment)
•management of these include acquisition,
maintenance, and eventual replacement
physical
humanfinancial
physicalinformation
information
•those that relate to the functioning of the
organization itself
•databases manage the records of employees, and
others
•these information must be managed as valuable
assets and leveraged for strategic
advantage
managerialskills
politicalproblem-solving
analyticalpeop
le financial
system
politicalproblem-solving
analyticalpeop
le financial
system
•libraries and information agencies are
intensely political organizations
•managers need to create a vision and
inspire others to believe in it
•managers need to create a conducive
climate for strategic thinking and action
•flexibility and risk-taking
political
politicalproblem-solving
analyticalpeop
le financial
system
•managers are change agents, therefore, they
must be good at analysis
•lucid, rational, well-argued analysis is what
managers need
•critical thinking is key to effective management
analytical
politicalproblem-solving
analyticalpeop
le financial
system
•the most important day-to-day activity of a manager
problem-solving
politicalproblem-solving
analyticalpeop
le financial
system
•people are the heart of any organization
•managers must see things through the eyes of others
•managers deal with communication, conflict
resolution,
•coordination of team-based initiatives, etc.
peop
le
politicalproblem-solving
analyticalpeop
le financial
system
•managers need a sound grounding in financial
matters
financial
politicalproblem-solving
analyticalpeop
le financial
system
•managers need to be familiar with computer-
based information systems
•systems are not only technological but also an
arrangement of resources and routines
system
public library
The public library, the local gateway to knowledge, provides
a basic condition for lifelong learning, independent decision-
making and cultural development of the individual and social
groups (UNESCO Public Library Manifesto)
• A clear policy must be formulated, defining
objectives, priorities and services in relation to the
local community needs. The public library has to be
organized effectively and professional standards of
operation must be maintained.
• Cooperation with relevant partners – for
example, user groups and other professionals at
local, regional, national as well as international
level- has to be ensured.
Management really cannot be taught; the principles can be imparted, but management must also be learned through experience.
end