Departments in Public Libraries

GERTRUDE E. GSCHEIDLE

IT SEEMS UNNECESSARY in this paper to reviewin any detail the early developments of departmentation in publiclibraries. The three major areas of library activities, i.e., public service,the acquisition and preparation of materials, and the auxiliary or busi­ness functions, were recognized early in American library history. Thedivision of these major activities into departments as libraries grewin size, for example; the emergence in public service of departmentsbased on age group (adult and children's departments); departmentsbased on function (reference and circulation departments); the sepa­ration of order work and cataloging in the technical processes; theestablishment of building maintenance and financial management asdepartmental units; have been adequately described by K. D. Metcalf,1E. W. and John McDiarmid,2 L. F. Ranlett,3 and others.

Departmental organization as a tool or device of administration isessentially a function of size. It was not until the early decades of thetwentieth century, when large book collections developed, volume ofuse expanded, and extensive extension systems came into existence,that the basic principles of scientific management, as set forth by suchauthorities in administration as L. H. Gulick and L. F. Urwick,4 andH. Fayol,5 were studied with interest by librarians and were focusedon the problems of library organization.

Out of the pressure of size, and the application of the principles oforganization to the problems of library administration, experimentsin departmentation developed and new patterns of organization werecreated. Two examples are the emergence of subject departmentationfor adult service as described by Althea Warren,6 and the combiningof a group of similar departments into a division with a divisional headas described by Donald Coney.7 Such new patterns have over theyears won general acceptance, and their existence in the organizationalstructure of large public libraries is now widespread.

Miss Gscheidle is Chief Librarian, The Chicago Public Library.

[ 437]

GERTRUDE E. GSCHEIDLE

As is characteristic of the course of organizational development, theearly trends were all divisional in nature, i.e., the breaking off offunctions or activities from the whole and establishing them as sepa­rate departments. When a considerable number of departments werethus created, administrative attention and concern moved from divid­ing to coordinating-that is, binding the separate parts together toestablish a cohesive organizational framework through which the objec­tives of the institution could be efficiently and effectively achieved.This trend is apparent in the increase of major administrative divisionsin large public libraries, and in the growing number of libraries whichnow have staff members with the title of "coordinator" for broad areasof services or activities.

In order to analyze the prevailing patterns of departmental organi­zation, to trace the course of their development, and to isolate apparenttrends, eighteen public libraries, each serving populations in excessof 500,000, were asked to participate by providing the following:

1. The present organization chart.2. Organization charts for the past two decades.3. Comments on the merits and demerits of the present plan, and

on any problems which exist in its operation.4. Indications of any changes in organization contemplated for the

near future.

Sixteen of the eighteen libraries responded, and the material sub­mitted is included in the following analysis. The sixteen libraries arethose of the cities of Baltimore, Boston, Brooklyn, Buffalo, Chicago,Cincinnati, Detroit, Houston, Los Angeles, Minneapolis, New York,Philadelphia, Pittsburgh, Queens Borough, St. Louis, and Wash­ington, D. C.

No effort was made to sample the departmental structure of smalland medium-sized libraries. Since the evolution of departmental or­ganization is essentially a function of size, as previously pointed out,all libraries, small, medium, and large, pursue the same evolutionarycourse. The departmental development of the small and medium-sizedlibrary tends to stop at the point appropriate to its size. New trendsand developments occur in the larger institutions when such changesare impelled by increasing size, complexity, and diversity of functions.

A first point of interest is the amount of organizational change whichhas taken place in the last decade and a half, roughly since 1945.Does this period constitute a plateall where organizational patterns

[438 ]

Departments in Public Libraries

were static, or is it one in which considerable development has beentaking place? The organization charts of twelve of the sixteen libraries,and the accompanying comments of the chief librarians, indicate thatthere has been considerable change. In four of the sixteen libraries,the organizational framework has been relatively static except for suchalterations as occur normally in any library when a new type ofmaterial or collection is added, or when a change in personnel at thedepartment head level occurs. It is of further interest to note that inthe twelve libraries where considerable organizational activity ap­peared either a new head librarian took charge or there was somedevelopment in building, through remodeling, new construction, orplanned construction.

What has been the motivation for the new features? An analysis ofthe organization charts indicates that the major changes have been oftwo types, both designed to tighten administrative control and increasecoordination.

The first type of organizational change has been the creation ofmajor administrative divisions under the direction of an administra­tive officer at the second or third level. The number and type varygreatly from one library to another, and a clear pattern is not easilydiscernible.

Only one library (the smallest in the group) has no major admin­istrative divisions of any kind. The number of such divisions, as indi­cated in the organization charts of the remaining fifteen libraries,ranges from one to five.

The following table shows the frequency with which the most com­mon types of administrative divisions occur:

Branches or Extension 10Central Library Public Services 7Administrative Services 6

(Business, building maintenance, andsome technical processes)

Technical Processes 6(Two include lending)

Reference 4(Central library, or central libraryand branches)

Circulation or Home Reading 4(Central library and branches)

[439]

GERTRUDE E. GSCHEIDLE

Work with Children 3(Central library and branches)

Business management, personnel management, public relations, andbuilding maintenance are functions most frequently found as separatedepartments outside the divisional organization, although in somelibraries the heads of these areas are coordinate with the heads ofdivisions.

The second type of organizational change has been the creation ofpositions with the title "coordinator." It would appear from the place­ment of these positions on the organization charts that they involvestaff officers in some instances and line officers in others, but in allcases they are responsible for developing and unifying broad areasof service or activities. Ten of the sixteen libraries now show suchpositions on their organization charts. The area and frequency forwhich coordinative positions are shown are as follows:

Children's Service 7Adult Service 6Young Adult Service 6Central Library Service 2Senior Adult Service 1Cataloging 1Order Work 1

What effect has the creation of major administrative divisions andthe establishment of coordinative positions had on the span of controlof the chief librarian? The following is the range of this factor (totalnumber of persons reporting to the chief librarian) as indicated inthe organization charts of the sixteen public libraries:

Range of Span

3-56-10

11-15Over 15 (18)

Number of Libraries

4462

In 1943, E. W. and John McDiarmid 8 reported the span of controlin thirty-two large public libraries. In twenty-seven of the thirty-twolibraries, from fifteen to sixty-four branches and departments reporteddirectly to the chief administrator. One definite development in ad­ministrative organization is therefore clearly the decrease in span of

Departments in Public Libraries

control for top administrators through the creation of major divisionsand/or coordinative positions under the direction of top-level per­sonnel.

Subject departmentation for adult service is now a generally ac­cepted type of organization in large public libraries. The organizationcharts indicate that all sixteen libraries have some subject departmentsand that ten of the sixteen libraries have from five to nine major subjectdepartments. Any prevailing trends in reference to subject depart­mentation were indicated in the comments of chief librarians ratherthan in the organization charts. Current thinking seemingly is directedtoward fewer subject departments covering broader subject areas,closer integration of subject divisions, and devices (such as reclassi­fication) to overcome the fact that standard classification plans do notbring materials together in terms of reader needs and use, hence resultin some confusion and frustration on the part of readers and/or con­siderable duplication of books. In this connection, one chief librarian 9

commented:

We would not want more subject departments if we were planninga new building.

Subject departmentalization has, I think, been carried too far inmany cities.... subject departments with their extra cost and incon­venience to the general reader are justified only when (a) there is aspecialized body of knowledge with which the general librarian cannotdeal intelligently, and, just as important, (b) there is local demand forexpert service in the field.

Pertinent comments on the integration of subject departments areincluded in several articles by H. N. Peterson 10, 11, 12 in relation tothe reorganization of the District of Columbia Public Library. If anytrend can be cited in reference to subject departmentation, and thismay be pure conjecture, it would seem to be toward fewer departmentsbased upon broad subject areas built around a careful analysis ofreader interest and use, rather than on a fixed classification plan.

As noted above, six of the sixteen libraries have consolidated alltechnical processes into one administrative division. Any trends inreference to this practice can also be discerned only through the com­ments included in the correspondence. One Chief Librarian 9 said­"Book purchasing and cataloging call for entirely different bodies ofknowledge and skills. I see no gain in combining the two departmentsunder 'Processing' except in libraries so large that an additional ad-

[441 ]

GERTRUDE E. GSCHEIDLE

ministrator is required to relieve the director." Another administrator 18

commented as follows on this type of organization-"Formerly we hada Director of Processing Services, which included Book Selection,Cataloging, Bindery. We found, however, that we had either aCataloger or a Book Selection person, usually a cataloging specialist.So we did away with the position and put the Bindery under theBusiness Director."

Five of the sixteen libraries now have established regional branchesbut in only one do the regional librarians have complete administrativecontrol of the extension system. In the others, responsibility for theadministration of branches rests with a supervisor of branches, chiefof extension, or assistant librarian, under whose general direction theregional librarians function.

As already stated, in seven of the sixteen libraries the planning anddevelopment of children's work are carried on through a coordinativeposition. In three of the sixteen, a children's department superviseschildren's work throughout the system. In one, children's work isadministered by four supervisors of work with children, one for eachregional district and one for the central library. In the remaininglibraries the supervision of work with children is carried on withina major administrative division. Eleven of the sixteen make some pro­vision for specialized services for young adults, usually through theposition of coordinator.

Is there a typical or generally accepted plan of organization forlarge public libraries? A study of the organization charts indicatesthat there are many similarities and as many diversities. Certain typesof administrative features, such as major administrative divisions, co­ordinative positions, and regional branches, have had considerableacceptance and appear in many organization plans, but no one organi­zation scheme incorporates all of them in precisely the same way. Thedevelopment of organization is an evolutionary process. In this con­nection E. Peterson and E. G. Plowman 14 say:

Just as the organization chart of one business differs from that ofanother, so does the organization of an individual concern diHer fromtime to time. Hence, it is difficult to draw an accurate organizationchart of even a medium-sized business. Organization details changealmost daily. Much of the actual organization of the moment resultsfrom give-and-take within the executive group and from the manage­ment problems which are uppermost....

If management were completely scientific, it would be possible to

[442 ]

Departments in Public Libraries

outline the one best organization for a given business at a given time.. . . the organization of one concern would tend to conform more andmore closely to a general pattern, which would be found to prevail inthe particular field or class of institutions of which it was a part.

There is such a characteristic pattern of departmental organizationfor every type of business, at least in broad and basic outline. A certaintypical arrangement of departmentation has evolved out of experienceand has been generally accepted. It is perpetuated by the transfer oftrained executives from one business enterprise to another within thefield. It evolves gradually through experimental organizational modi­fication by executives who are, at the moment, regarded as leaders ofthe industry or business.

In this connection it may be noted that certain characteristics oforganization in large public libraries can be traced through the move­ment of chief administrators from one library system to another.

In the process of evolving an organization observance of scientificprinciples of management is one of the aims, but in actual practice,this is tempered by administrative feasibility, which brings into playsuch factors as the personality and characteristics of the chief ad­ministrator; the traditions, background, and prevailing scheme oforganization of the institution; the size, capacities and personalitiesof the staff; and the needs of the clientele the library serves. An inter­esting study in the ways in which organizational changes take placein a large library system is presented in the Ten Year Report of theNew York Public Library, published in 1957.15

It would be desirable to reproduce all of the organization charts ofthe sixteen public library systems gathered in the study. However,many of them are not adaptable to reproduction. Therefore, five wereselected, those of Chicago, Los Angeles, Minneapolis, Philadelphia,and New York. They illustrate many of the organizational featurescited above, and present a cross-section of present administrativeorganization in large public libraries.

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Minneapolis Public LibraryNEW ORGANIZATION PATTERN EFFECTIVE JANUARY 1, 1958

r 80ard of Directors II

J General Committee l-I Finance Commi ttee l-f Buildings Committee f-

I ILibrarian

, PUblic Relations Officer

~f-f Coordinator of Adul t o:::iervices I

Publications

Exhibi ts H Coor1inator of Chil lren' 5 ::..ervices I

I Personnel Officer

~ H Coordinator of Young People's lPayro II Services

1 Ne'" 3uildings 0fficer I- y Coordinator of :::ienior ';dul tIServices

r Research Assistant I ,. secretary··' I A.ccounts

I I I II Chief of I I Chief of

IChief of

1 I Super!n tenden t II

Hennepin County lMain Library ExtensJ nn Processi ng of .Buildings Library

II Museum I I Athenaeum I

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City of Los Angeles Library Department

SUMMARY ORGANIZATION CHART, MARCH 1957

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THE NEW YORK PUBLIC LIBRARY CIRCULATION DEPARTMENT ORGANIZATION CHART

I BOARD OF TRUSTEES

•____-' CIRCULATION DEPARTMENT COMMITTEE II DIRECTOR /

/,,/

I GENERAL /'A 0 MIN 1ST RAT I V E OFFICES

ACCOUNTING OFFICE REFERENCE DEPARTMENT OFFICE CIRCULATION DE~RTMENT OFFICE BUSINESS OFFICE EXECUTIVE OFFICE PERSONNEL OFFICE PUBLIC RELATIONS OFFICECONTROLS, RECORDS. AND AUDITS OISBURSEMENTS ~NO

FORMULATES POliCY; OIRECTS AND COORDINATES ACTIVITIES. FORMUlATES POLICIES AND REGULATlOHS AESflECTING PARTICIPATES IN THE FORMULATION OF POLICY AfFECTINGFORMULATES POLICY; DIRECTS AND COORDINATES ACTIVITIES\ FORMULATES POLICY; DIRECTS AND COORDINATES ACTIVlTtfS, ::;::L~~~~T~6A~~T~~~l':f~~f~;'''R~~~r~~~~:

PERSONNEL ACTlONSi COORDINATES ANO REVIEWS RECRUIT-PREPARES VOUCHER CHECKS; PREPARES AND AUDITS PAYROLLS; ORGANIZES AND EXECuTES FUND APPEAL FOR FINANCIAL AID MENT. SELECTION. PLACEMENT, TRAINING, AND PROMOTION OF !: ~~~~?~~~=~t~HI~~~~~NO~e::~;l:s~~8AAIWVERIFIES TIME SHEETS AND R£COROS TAX AND PENSlor~

APPR\NES MATERIALS FOR SELECTION ON BEHALF OF BOARD APPROIES MATERIALS FOR SELECTION ON BEHALF OF BO"'RD 011PAYMENTS; KEEPS DETAILEO OR SUMMARY ACCOUNTS OF CASI-i OF TRUSTEES,MAIH'I'AINS LIAISON WITH LIBRARY UNITS; TRUSTEES; MAINTAINS LIAiSON WITH LIBRARY ANO CITY AND PROGRAMSl COOROINATES APPRO~IATE BUOGET PREP- FROM CORPORATIONS. f'OI"NOATlONS. ANO INDIVIDUALS TO HElP ALL EIIIPLOYEESI SUPERVISES EMPLOYEE BEHEFIT AND WELFARE TELEVISION, AND RADIO, ANO THROUGH THE PRlPARATION

REVIEWS POLICIES ANO PROGRAMS; COOROINATES APf'fQ'RIATE ~~~lSh~i~:lr~~p~~~)~O~D PROGRAMSI COORDlNATDARATION; SUPERVISES BUILDING MAINTENANCE, PURCHASING, LIBRARY MEET COST OF ITS PRIVATELY SUPPORTED OPERATIONS-

;~fA~O~R~r~~M~~~ifDO~~~~~t~~~:~I~~Es ANO AND DISTRIBUTION OF INFORMATIONAL !)CHllns, POSTERS,=~g5t~ ,,"~~:S ~JJ :~et.0:::EF~N~~~~~~~S BUDGET BUDGET PREPARATION, SHI~PING AND REClIVING. PHCTOGRAPHIC SERVICES, PRINTING, AND PAMPHLETS.TELEPHONE OPERATION, SPECIAL INVESTIGATION, CENTRAL INQUIRIES.

REGISTRATION. AND AUXILIARY SERVI':ES.

SPECIALIZED SERVICE OFFICES BOROUGH ADMINISTRATIVE OFFICES TECHNICAL SERVICE OFFICES

OFFICE OF AOULT SERVICES OFFICE OF CHILDREN's SERVICES OFFICE OF YOUNG ADULT SERVICES BRONX BOROUGH OFFICE RICHMOND BOROUGH OFFICE MANHATTAN BOROUGH OFFICE BINDING AND PROCESSING OFFICE BOOK ORDER OFFICE CATALOGING OFFICECClORDI\IATES AND RECOMMENDS PCl..ICY FOR All W(ItK COORDINATES AND RECOMMENDS POLICY FOR ALL COORDINATES AND RECOMMENDS POLICY FOR ALL WORKWITH AOULTS; R£t:()tMI£tC)S ADULT WATE:RIALS; COOR- WORK WITH CHILDREN; APPROVES CHILDREN'S WITH YOUNG ADULTS. APPROVES YOUNG AOULT RECOMMENDS ALLOCATION OF BINDING AND REBINDINGDlNATE$, COMPILES, AND EDITS A£:U..T PllBLICATlONS; MATERIALS; COMPILES ANO EDITS PUBLICATlONS;TRAlNS MATERIALS; COMPILES AND EDITS PUBLICATIONS; FUNDS TO BRAHCH LIBRARIES; PREPARES BINDING ORDERS ACQUIRES BOOKS. PAMPHLETS. P£RIODICALS. MUSIC,

CAT"'LOGS AND CLASSlflES "'LL BOOKS AND MAT!RW.STRAINS LIBRARIANS IN BOOK AE;VlEW'NG. R!:ADING LIBRARIANS IN BOOK REVIEWING, READING GUIDANCE. TRAINS LIBRARIANS IN BOOK REVIEWING, READING COORDINATES OPERATIONS AND SERVICES OF BRONX COORDINATES oPERATIONS AND SERVICES OF RICHMCl'fD COOROINATES OPERATIONS ANO SERVICES r,: MANHATT1IH INOICATING SPECIFICATIONS TO COMMERCIAL BI"'DERIES; PICTURES. PHONOGRAPH RECORDS, AND FILMS; AUDITSGUIDANCE, AND ADULT SCHOOL AND GROUP WORK; STORY TELLING, SCHOOL AND GROUP WORK; PLANS, GUIDANCE, SCHOOL AND GROUP WORK; PLANS,COtOJCTS BRANCH LIBRARIES; MAKES PERSONNEL DECISIONS; BRANCH LIBRARIES; MAKES PERSONNEL OECISIONS; BRANCH LIBRARIES; MAKES PERSONNEL DECISIOtcS; ADVISES ON BINOING; DEMONSTRATES MENDING AND EXPENDITURE OF BRANCH BOOK ALLOTMENTSlSEtUAES ASSIGNING SUBJE:CT H!:ADIHGS AND BIBLIOGRAPHICPLANS, CONDUCTS PROGRAMS\ MAINTAINS LIAISON WITH CONDUCTS PROGRAIItS; MAINTAINS LIAISCI\l WITH OTIo4·,:R PROGRAMS, MAINTAINS LIAISON WITH OTHER LIBRARY MAINTAINS LIAISON WITH OlliER !-IBRARY OFFICE:!, MAINTAINS LIAISON WITH OTHER LIBRARY OFFlCES. MAIH'I'AINS LIAISON WITH OlliER LIBRARY OFFICES. RE:PAIRING IN BRANCHESI PROCESSES VOLUME:! FOR EXAMINATION COPIES OF BOOK TITLES AND REVIEWS DDCRIPrIONS; RE:CORDS ACQUISITIONS "'NDwrTKlNIIALSOTHER LIBRARY OFFICES, R!:PRESENTS TH!: LIBRARY LIBRARY OFFlCES; REPRESENTS LIBRARY TO AGENCIES OFFICES; REPRESENTS LIBRARY TO YOUTH-SERVING PUIJLIC USE WITH BQOI( POCKETS, PROTECTIVE ACETATE: AS GUIDES IN BOOK SELECTION. IN UNION CATALOG.TO ADULT-SERVING AGE:NCIES; GIVES INFORMATION WORK"'; WITH :;HILOR[N, GivES INFORMATION AND AGENCIES; GIVES INFORMATION AND ADVICE ON YOUNG JACKETS, ANO LIBRARY 10ENTlFlCATlON MARItS.AND ADVICE ON ADULT IOOIC.S AND READING INTEMSf5. ADViCE ON CHI'_DREN"S BOOKS AND READING IHl'ER[Sl5,. ADULT BOOKS AND READING INTE:RESTS,

IREADERS' ADVISER ADULT CHILDREN'S ADULT CHILDREN'S ADULT CHILDREN'S FINISHING SECTION IDENTIFICATION PROCUREMENT RECEIVING AND CATALOGING PREPARATION AND

SERVICE SECTION SERVICE SECTION SERVICE SECTION SERVICE SECTION SERVICE SECTION SERVICE SECTION SECTION SECTION FORWARDING SECTION SECTION RECORDING SECTIONPROVIDES BIBLIOGRAPHICAL.PROGRAM PLANNING,VOCAnoNAt...AND EOUCATIONAlMAlB'IAlS,

AOVISES ON ADULT SERVICES ADVISES ON CHILO~'''S $ERVIC£S ADVISES ON ADULT SERVICE:! ADVISES ON CHILDREN'S SERVICESAND ..FORMATION AND ADVICE

E~ATWiS.M.:ON ADUlT BOOKS AND READING AND DEVELOPMENT Of BRANCH AM> DEVELOPMENl' OF BRANCH ANO DEVELOPMENT OF BRANCH AND DEVELOPMENT OF BRANCHADVISES ON ADULT SERVICES ADVISES ON CHILDREN'S PROCURES ANO PRF.PARES FOR RECEIVES BOOKS,PAMPHLETS, CLASSIFIES "'ND CAT...lOGS "'LLINTERESTS FOR INDIVIDUALS. BQOI( COLLECTIONSi PARTICI- BOOK CDLLECnONSi PARTlCI- BOOK COLLECTIONS; PARTICI- BOOK COLLECTIONS; PARTICI- AND DEVELOPMEH'I' OF BRANCH SERVICES AND DEVELOPMENT OF PREPARES VOLUMES FOR PUBUC PREPARES VOLUMES FOR ~BUC BRANCH ORDERING: BOOKS, PERIODICALS. MUSIC, PICT'*'ES. BOOKS ANO ....TERI...LS ASSIGNING ~~ L:ID1;'~i1.bCRiAHIZATlONS, AND BRANCH PATES IN PERSONNEL DECISIONS. FATES IN PfRSONNEL DEJ:ISIONSi PATES IN PERSONNEL DECISIONS; PATES IN PERSOffiEL DECESIONS; BOCIC COLLECTIONS; PARTICI- BRANCH BOOK COLLECTIONS. USE WITH PROTEtTlVE: AC£TATE pol~rm'tA'm~ P3f~g~ AND

NMPHLETS, PERIODICALS, MUSIC, PtClNOGRAPH RECOADS, AND SUBJECT H£ADINGS AND BIBLIO-LIBRARllS. COI!IPIL[S SUBJECT DEVELOPS BOROUGH ADlA.T BOOK DEVELOPS BOROUGH CHILDREN'S DEVELOPS BOROUGH ADULT BQOI( DEVELOPS BOROUGH CHILDR£N'S PARTICIPATES IN PERSONNEl. JACKETS, :~~~~L~s.PHONOGRAPH RECORDS, FILMS;PROC£SSES APf'ROPRIATE WITHDRAWALS IN UNION.BOOK LISTS AND E:DITS BRANCH COLLECTION TO SUPPLEMENT BOClK COLLECTION TO SUPPLE- COLLECTION TO SUPPLEMENT BOOK COLLECTION TO SUPPLE- PATE'S IN PER$ONNELDECISIONS. OEDSlONS, INVOICES. !iRAPHIC O(SCRIPrION$,

CAT"'LOG.lIMARY BOOK NEWS AND OTHER BRANCH COLL[CTIONS. MEHT BRANCH COLLE:CTlONS. BRANCH COLLECTIONS "'ENT BRANCH COLLECTIONS.PRINTED LISTS.

YOUNG ADULT YOUNG ADULT YOUNG ADULT INTERBRANCHSERVICE SECTION SERVICE SECTION SERVICE SECTION LOAN SECTION

ADVISES ON YOUNG ADULT ADVISES ON YOUNG ADULTSERVICES AND DEVEl.OPIIEHT SERVICE'S AND DEVElOPMENT ADVISES ON YOUNG ADULT ASSISTS PUBLI C IN USING UNIONOF BRANCH BOOK COLutTIOHS; OF BRANCH BOOK COl..1.ECTIONS; SERVICES AND DEVELOPMENT CATALOG; ARRANGES INTER-PARTICIPATES IN PERSONNEL PARTICIPATES IN P£RSONNEL Of BRANCH BOOKCOU.ECTIONS; LIBRARY LOANSi OEVELOPSDECISIONS;DEVELOPS BORO..Gt OE:CI5'ONS; DEVELOPS 9OAOUGH PARTICIPATES IN PERSONNEL C£NTRAL BOOK COLLECTION TO'l'OU«i ADUL T BOOK COlLECTION YOUPG ADULT BOOK COlLECTION DECISIONS, SUPPLEMENT BRANCH COLL..H:TlCHS.TO SUPflLEMENT BRANCH TO SUPPLEMENT BRANCHCOLLE:CTIONS, O)LLECTIONS.

IL.IBRARY L.ARGE BRANCHES STANDARD BRANCHES SMALL SRANCHES~~~~

LARGE STANDARD BRANCHES SMALL BRANCHES LIBRARY CENTERS SPECIAL BRANCHES LARGE BRANCHES STANDARD BRANCHES SMALLCENTER BRANCH BRANCHB I GRAND II IIBO~MOB'LE BI CLASON'S II CITY IIEASTQ£ST'ER I 8 I II RICHMOND New DORP II D~~LGL~N HUGUENOT I I CENTRAL II II CENTRAL LIBRARY FOR

IBLOOMINGDALE COUNTEE II AGUILAR CATHEDRAL CHATHAM COLUMBIA I MACOMS'S I 'AtI'cW,!A,b,°1HIGH BRIOGE TRAVELING POINT ISLAND ST. GEORGE GREAT KILLS TRAVELING PARK CIRCULATION DONNELL CHlk~~N'S THE BLIND CULLEN SQUARE BAlOGE REeO OSCONCOURSE:LIBRARY LIBRARY CENTER

IHUNT'SPOtNT MOSHOLU I (FRANCIS MARTIN KINGSBRIDGE 11 MELCOURT I I PORT STAPLE11JN I f PA~~E"S SOUTH I I MUNICIPAL MUSIC I EPIPHANY 58TH STREET II COLUMBUS GEORGE BRUCE HAMILTON HAMILTONGUNHILL RICHMOND BEACH REFERENCE LIBRARY FISH PARK GRANGE

IPARKCHESTER TREM)NT II MElROSE MORRISANIA II THROG'S VAN I ITOTTENVlLLE WEST NEW I TOOT HIU. I I PICTURE ISCHOMBURG I FORT I INWOOD II HARLEM HUDSON MUHLENBERG 1I5TH STREETNa:< CORTLANDT BRIGHTON COLLECTION COLLECTION WASHINGTON LIBRAm' PARK

IWEST FARMS ~11,HfiJER II MOTT HAVEN PELHAM II WOODLAWN I I JACKSON I96TH STREET I 1125TH STREET OTTEfrtDORfIR SEWARO PARK 61TH STREETPARKWAY VAH NEST HEIGHTS SQUARE

I RiVERDALE SEOGWICK I I RIVERSIOE II ST, AGNES I WASHINGTON II WEBSTERHEIGHTS

I WAKEFIELO I WOOOS1tlCK I I ~::A~ II YORKVILLE IJULY. 1957

FREE LI BRARY BOARDS

BOARD OF DIRECTORS 17 BOARD OF TRUSTEES 23CHARTER 1891

14 MEMBERS ELECTED FOR THREE YEAII TERM LOCAL ORDINANCES IB94, IB95ONE THIRD BEING ELECTED EACH YEAR STATE LAWS IB95, 1903, 1917, AND 19273 EX -OFFICIO MEMBERS - IB LIFE MEMBERSTHE MAYOR I EX-OFFICIO MEMBERPRESIDENT CF CITY COUNCIL COMMISSIONER CF THE BUREAU OF RECREATIONPRESIDENT OF THE BOARD OF EDUCATION fOUR MEMBERS APPOINTED BY THE MAYORTHIS BOARD IS SELF-PERPETUATING

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Departments in Public Libraries

References1. Metcalf, K. D.: Departmental Organization in Libraries. In: Joeckel, C. B.,

ed.: Current Issues in Library Administration. (University of Chicago Studies inLibrary Science) Chicago, University of Chicago Press, 1939, pp. 90-110.

2. McDiarmid, E. W., and McDiarmid, John: The Administration of the Amer­ican Public Library. (Illinois Contributions to Librarianship, no. 3) Chicago,American Library Association and University of Illinois Press, 1943, pp. 69-143.

3. Ranlett, L. F.: Departments in the Library of Medium Size. A.L.A. Bulletin,35:16-18, Jan. 1941.

4. Gulick, L. H., and Urwick, L. F., eds: Papers on the Science of Admin­istration. New York, Institute of Public Administration, Columbia University,1937, pp. 3-98.

5. Fayol, Henri: Industrial and General Administration. Geneva, InternationalManagement Institute, 1930.

6. Warren, Althea: Departmental Organization of a Public Library by Subject.In: Joeckel, op. cit., ref. 1, pp. 111-134.

7. Coney, Donald: The Administration of Technical Processes. In: Joeckel,op. cit., ref. 1, pp. 163-180.

8. McDiarmid and McDiarmid, op. cit., p. 105.9. Munn, R. R.: Letter dated Mar. 6, 1958.10. Peterson, H. N.: D. C. Reorganizes Divisions. Library Journal, 75:78-81+,

Jan. 15, 1950.11. Peterson, H. N.: Planning a Building. Library Journal, 78:551-557, April

1, 1953.12. Peterson, H. N.: District of Columbia Subject Divisional Plan. Library

Journal, 80:605-611, Mar. 15, 1955.13. Ulveling, R. A.: Letter dated Mar. 24, 1958.14. Petersen, Elmore, and Plowman, E. G.: Business Organization and Man­

agement. 3d ed., rev. Homewood, Ill., R. D. Irwin, 1953, pp. 271-272.15. New York Public Library: Ten Year Report of the New York Public Library.

New York, The Library, 1957.