Basic Library/Learning Resource Center Management by Ana Maria B. Fresnido.
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Transcript of Basic Library/Learning Resource Center Management by Ana Maria B. Fresnido.
Basic Library/Learning Basic Library/Learning Resource Center Resource Center ManagementManagement
by
Ana Maria B. Fresnido
HistoryHistoryPre-scientific Period, Pre-1880Scientific-Management Period,
1880-1927Human-Relations Period, 1927-
1950Synthesis Period, 1950-Present
Development of Development of Library ManagementLibrary Management
Library Management, Pre-1937
Scientific Management, 1937-1955
Human Relations, 1955-Present
Approaches to Approaches to ManagementManagement Traditional Empirical Decision theory Mathematical Human relations Social systems Formalistic Spontaneity
Approaches to Approaches to ManagementManagementParticipativeChallenge-responseDirectiveChecks and balancesManagement processManagement by objectiveOrganizational
development
Fundamental Rules for Fundamental Rules for ManagersManagers
1. Know yourself and how you work with people
2. Know the fundamentals of management before you explore new ideas in the field
3. Think twice before trying something, and then think again
Fayol’s General Principles
1. Division of work or specialization2. Authority and responsibility3. Discipline4. Unity of command5. Unity of direction6. Subordination of individual to general interest7. Remuneration
Fayol’s General Principles
8. Centralization9. Lines of command or scalar chain10. Order11. Equity12. Stability of tenure13. Initiative14. Esprit de corps
Functions of a Functions of a ManagerManager Planning Organizing Staffing Directing Coordinating Reporting Budgeting
PlanningPlanning Involves:
1. assessment of the future2. determination of desired objectives in the context of that
future3. development of alternative courses of action to achieve such
objectives4. Selection of a course or courses of action from among those
alternatives
PlanningPlanning Factors:
1. Time2. Collecting and analyzing data3. Levels of planning4. Flexibility5. Accountability
Strategic PlanningStrategic Planning Is a continuous process of:
– Making entrepreneurial—or risk taking—decisions systematically and with the greatest knowledge of their future consequences
– systematically organizing the efforts needed to carry out these decisions; and
– measuring the results of these decisions against the expectations through organized , systematic feedback.
Strategic PlanningStrategic Planning Requires:– Describing a vision for the organization– Identifying a mission within that context– Setting realistic goals– Establishing attainable objectives– Developing activities that are stated as policies in actions
Strategic PlanningStrategic Planning Steps:
1. Identify a planning team2. Identify the organizational culture and the values or
assumptions that are the organization’s guiding principles3. Conduct environmental scan4. Create a vision statement that focuses on a better future
by communicating enthusiasm and excitement
Strategic PlanningStrategic Planning Steps:
5. Formulate a mission statement that identifies distinctiveness6. Develop the goals and objectives7. Develop strategies and action plans8. Implement the strategic plan9. Monitor, evaluate, and adjust the plan as objectives are
accomplished and priorities shift
PlanningPlanning Types:
1. Objectives2. Policies3. Procedures4. Rules5. Programs6. Budgets7. Strategies
De La Salle University-ManilaDe La Salle University-ManilaVision-Mission StatementVision-Mission Statement
VisionDe La Salle University-Manila is an internationally recognized Catholic
university established by the Brothers of the Christian Schools in 1911. Inspired by the charism of St. John Baptist de La Salle, the University harmonizes faith and life with contemporary knowledge to nurture a community of distinguished and morally upright scholars who generate and propagate new knowledge for human development and transformation. As resource of Church and Nation, the institution endeavors to form Lasallian Achievers for God and Country who will lead in building a just, peaceful, stable and progressive Filipino nation.
De La Salle University-ManilaDe La Salle University-ManilaVision-Mission StatementVision-Mission Statement
MissionGuided by this Vision, the University will become a leading research university
in Southeast Asia. With its corps of eminent faculty ably supported by visionary leaders and technology-enabled professional services, the institution will offer excellent multidisciplinary programs and build a community of learners and scholars who value the pursuit of knowledge within the perspective of Christian ideals and values. In an academic environment permeated by excellence and scholarship, the institution will train leaders, competent professionals, scholars, researchers and entrepreneurs who will participate actively in improving the quality of life in Philippine society.
De La Salle University-ManilaDe La Salle University-ManilaStrategic Decisions and TargetsStrategic Decisions and Targets2003-20132003-2013
A. Academics1. Academic Programs• Strategic Decisions
iv. Develop and provide support mechanisms for innovative modes of delivery (curricular flexibility, multidisciplinarity, online learning, seminar, drama)
5. Academic linkages• Strategic Decisions
i. Expand and strengthen programs for faculty and students with foreign universities and research institutions• Reinforce library linkages with AUN libraries and international learning centers in the
Asia-Pacific region (to be incorporated in the strategic plans of units concerned)
B. Governance1. Information Technology in Administration• Strategic Decisions
ii. Enhance the effectiveness, efficiency and security of University services and records through streamlining and automation process
• Target All major operational systems and processes (i.e., communication, enrolment, library, finance) of the University will be computerized
De La Salle University-ManilaDe La Salle University-ManilaSY2004-2005 Operational PlansSY2004-2005 Operational PlansDept: University LibraryDept: University Library
Administrator:Administrator:
Key Result Areas
Year Two Extent/Forms of
Accomplishment
Performance Status
Unit/Section/
Person Responsible
Academics SY2004-2005
Establishment & development of digital library
Explore subscribing to IEEE for CCS & IE of COE
Fund sourcing Director, CCS, COE
Research
Conduct project studies
Assess Filipiniana coll. & and IRS coll.
Written assessment report
Filipiniana/
Reference
Revise & update the scope of the Filipiniana coll.
Filipinina Coll. Dev. Policy Statement
Technical Services
Digitization of selected resources
Digitization of COE, CBE & CED
COE, CBE & at least 35% of CED theses scanned
Provision of funds to support scanning of at least 1000 titles
Director/Archives
OrganizingOrganizing Organizations:– are group of individuals joined together to
accomplish some objectives– are designed to overcome individual limitations– have characteristics of their own, over and above
the characteristics of the people who make them up
OrganizingOrganizing Involves:1. Determining the specific activities necessary to accomplish
the planned goals2. Grouping the activities into a logical framework or structure3. Assigning these activities to specific positions and people4. Providing means of for coordinating efforts of individual
groups
OrganizingOrganizing Organizational structure is the system of relations, formally
prescribed and informally developed, that governs the activities of people who are dependent on each other for accomplishment of common objectives
Basic Elements of an Basic Elements of an OrganizationOrganization
Strategic apexMiddle lineOperating coreTechnostructureSupport staff
De La Salle University LibraryDe La Salle University Library
Organizational Chart Organizational Chart abm/02July.03
Bibliographi
c Control
Filipiniana
Librarian
Circulation
Librarian
Periodicals
Librarian
AssistantLibrarian
(1)
Clerk(1)
AssistantLibrarian
(2)
Clerk(2)
AssistantLibrarian
(1)
AssistantLibrarian
(1)
Clerk(3)
Assistant Librarian
(1)
Technician, Photographer
(10)
SpecialCollection
Technical Services
InstructionalMedia Services Readers’ ServicesArchives
University LibraryCouncil
College LibraryCommittee
Student LibraryCommittee
Director
AVP for Academic Services
Acquisitions
Librarian
Assistant Librarian
(2)
Clerk (1)
Clerk(1)
Librarian
Cataloging
Librarian
AssistantLibrarian
(4)
Clerk (2)
Security, Safety & Maintenance
Office Assistant & Secretary
Public ProgramsCoordinator
Librarian
Coordinator
System Services
Assistant(2)
HeadHead Head Head
AssistantLibrarian (3)
Clerk
(4)
Informatio
nReference
CollectionDevelopment
LibrarianLibrarian
Clerk(2)
Librarian
EDRC/ASRC Librarian
Clerk (8)
StaffingStaffing Principles of Human Resource Management (Armstrong)1. People are the most important assets an organization has, and their effective management is the key to success2. Organizational success is most likely to be achieved if the human resources policies and practices are linked with and
make contributions to the achievement of the organization’s objectives and strategic plans
StaffingStaffing Principles of Human Resource Management (Armstrong)3. The organization’s culture and values will exert a major influence on the achievement of excellence, and this culture
must be managed so that the values are accepted and acted upon by employees4. Continuous effort is required to encourage all individuals in the organization to work together with a sense of common
purpose
StaffingStaffing Types of Staff
1. Professional librarians2. Support staff3. Technology specialists4. Part-time employees
StaffingStaffing Job Description
– Elements:1. Job identification2. Job summary3. Job activities and procedures4. Relationship of the job to the total institution5. Job requirements
StaffingStaffing Job analysis
– Methods
1. direct observation of the job
2. interviews
3. written questionnaires
4. asking employees to record what they do on a job through daily log or diary
StaffingStaffing Recruitment Selection Applicant testing Job interviews Training
StaffingStaffing Training
– Principles:1. Teach the simple task first2. Break down the task into basic components3. Teach only the correct procedures4. Keep teaching cycles short, and reinforce them with practice5. Develop skills through repetition6. Motivate the trainee
StaffingStaffing Staff development Mentoring Performance appraisal
– Objectives to determine how well an employee performs on a job to help an employee know how well he or she is doing, so that
improvement needs to be made, the employee knows in what are performance is falling short
StaffingStaffing Performance appraisal
– Types: Immediate supervisors evaluate subordinates Peer ratings Upward evaluation 360-degree or multi-rater feedback Employee self-evaluation
StaffingStaffing Performance appraisal
– Standards:1. Quality-quantity standards2. Desired-effect standards3. Manner of performance standards
StaffingStaffing Performance appraisal
– Problems:1. The halo effect2. Prejudice and partiality3. Leniency or strictness4. Central tendency5. Contrast6. Association7. Recency
StaffingStaffing Performance appraisal
– Methods:1. Essay method2. Ranking systems3. Graphic rating scale4. Behaviorally anchored rating scales (BARS)
StaffingStaffing Performance appraisal
– Appraisal review process1. The office that is responsible for distributing evaluation forms to
supervisors distributes the appropriate forms
2. The office identifies the individual whose performance is to be evaluated, the department in which the job is located, the name of the person responsible for completing the form, and the date the form is due back in the initiating office
StaffingStaffing Performance appraisal
– Appraisal review process3. The person who receive the form evaluates the employee’s
performance
4. The rater must share the results with the employee thru a performance appraisal interview
5. The rater returns accomplished form to the initiating office
StaffingStaffing Compensation/Salary Administration– Principles:1. Equal pay for equal work2. Employees are not required to enter a salary scale at the first step3. If an employee is promoted form one rank to another, the
employee should not be forced to take a pay cut if the beginning salary of the other rank is lower than the salary the employee earned
StaffingStaffing Salary increases
– Methods of determining:1. Length of service2. Merit system3. Combination of length
DirectingDirecting Major Aspects
1. Motivating• Ensure that worker’s motives and values are appropriate for the
jobs on which they are placed• Make jobs attractive to and consistent with workers motives and
values• Define work goals that are clear, challenging, attractive, and
attainable
DirectingDirecting Major Aspects
1. Motivating• Provide workers with the personal and material resources that
facilitate their effectiveness• Create supportive social environments• Reinforce performance• Harmonize all of these elements into a consistent socio-technical
system
DirectingDirecting Motivating How?
• ensure that workers’ motives and values are appropriate for the jobs on which they are placed
• make jobs attractive to and consistent with workers motives and values
• define work goals that are clear, challenging, attractive, and attainable
DirectingDirecting Motivating How?
• provide workers with the personal and material resources that facilitate their effectiveness
• create supportive social environments• reinforce performance• harmonize all of these elements into a consistent socio-technical
system
DirectingDirecting Major Aspects
2. Leading Functions of Leadership
• Executive or top coordinator• Planner for the group• Policy maker within limits• Expert in the field• Example setter• Controller of internal relations
DirectingDirecting Major Aspects
2. Leading Major roles of leaders
• Arbitrator and mediator• Purveyor of rewards and punishment• Substitute for individual responsibility
DirectingDirecting Major Aspects
2. Leading Major roles of leaders
• Symbol of the group• Representative to nongroup persons• scapegoat
DirectingDirecting Major Aspects
3. Communication• the process of creating and exchanging
messages within a network of interdependent relationships to cope with environmental uncertainty
DirectingDirecting Major Aspects
3. Communication• Emotional Impact of Messages Facial expression (55%) Voice tone (38%) Words (7%)
DirectingDirecting Major Aspects
3. Communication• Types
Written Oral Nonverbal/Symbolic
DirectingDirecting Major Aspects
3. Communication• Flows
downward communication upward communication horizontal communication
DirectingDirecting Major Aspects
3. Communication• Basic Organizational Communication Needs
• Encourage all levels of staff to speak out without fear of reprisal• Provide a clear picture of each staff member’s place in the organizational
structure and clarify chain of command• Establish links with communication systems outside the organizational
hierarchy
DirectingDirecting Major Aspects
3. Communication• Basic Organizational Communication Needs
• Ensure that administrators are visible• Maintain personal contact between administrators and staff• Provide effective leadership and communication• Supply administrative feedback to upward communication
DirectingDirecting Major Aspects
3. Communication• Basic Organizational Communication Needs
• Keep open input and response channels in communicating with the individual
• Reduce communication barriers between library groups • Overcome communication problems caused by geographic locations of
units
DirectingDirecting Major Aspects
3. Communication• Basic Organizational Communication Needs
• Define who needs to know when
• Establish a system-wide rapid communication mechanism for pressing matters
• Know the people with whom you interface in other units• Maintain lateral communication between/among units/sections/staff performing
similar functions
DirectingDirecting Major Aspects
3. Communication• Basic Organizational Communication Needs
• Maintain lateral communication between/among units/sections/staff performing dissimilar functions
• Create a mechanism that will provide opportunity for ongoing consultation and understanding between units
DirectingDirecting New Methods of Management
• Participative management• Quality circles (Japanese management)• TQM
DirectingDirecting TQM
• Deming’s 14 points1. Create consistency of purpose toward improvement of product
and service, with the objective of becoming competitive and providing jobs
2. Adopt a new philosophy3. Cease dependence on mass inspection to achieve quality4. End the practice of awarding business on the basis of price tag
DirectingDirecting TQM
• Deming’s 14 points5. Constantly improve the system of production and service to improve
quality and productivity and thus decrease cost6. Begin training and education on the job7. Institute leadership8. Drive out fear so that everyone may work effectively for the
organization9. Break down barriers between departments
DirectingDirecting TQM
• Deming’s 14 points10. Eliminate slogans, exhortations, and targets when asking for
zero defect and new levels of productivity11. Eliminate work standards (quotas) on the factory floor and
substitute leadership12. Remove barriers that rod the hourly worker of their right to
pride of workmanship
DirectingDirecting TQM
• Deming’s 14 points13. Institute a vigorous program of education and self-
development14. Put everybody in the organization to work to
accomplish the quality transformation because it is everyone’s job
Thank you!!!