The Management and
Administration of Libraries and
Information Centers in the US:
An Overview
美国图书馆及信息中心行政管理
----概况
Robert Burger
Professor of Library Administration,
Emeritus
July 2, 2009
罗伯特 伯格
图书馆管理教授，名誉教授
What is management?
什么是管理？
• The art and science of getting things done through
people.
通过人来完成某项活动的艺术与科学。
• It is a science because there are well established
principles that are necessary to the operation of a library.
图书馆管理之所以是一门科学，是因为一个图书馆的运作
需要一套基本原理。
• It is an art because the manager must exercise social and
emotional intelligence to get things done efficiently and
effectively.
图书馆管理之所以是一门艺术，是因为为了有效并高效地
完成任务需要具备社会技能和情感智力。
4 Types of Libraries in the US
美国4种图书馆
• Academic Libraries (higher educational institutions)
高校图书馆
• Public Libraries
公共图书馆
• School Libraries(Kindergarten through grade 12)
学校图书馆（指幼儿园至12年纪）
• Special Libraries (sometimes these exist within
higher educational institutions: medical, theological,
scientific, law)
专业图书馆（有一些在高等院校设立，如医学，神学，
科学，法律图书馆）
Organizational culture and
management principles
组织结构和管理原理
• Principles applied in all these settings
通用的管理原理
• The organizational culture strongly influences
how
组织结构对图书馆的运作有很大的影响
• Academic tend to have flat structures
• 高校图书馆组织结构趋于平行
• Public tend to have hierarchical structures
• 公共图书馆组织结构趋于分级
Two major challenges
两大挑战
• Dealing with people and enabling them to do their
best
人员管理，激发工作积极性
• Managing the budget and finances in order to use
monetary resources to the best advantage of the
library.
财政管理，使财政资源发挥最大优势用于图书馆
• Today’s focus is on managing people.
目前的重点是人员管理
• Richard Schnuer will present on budget next week.
Richard Schnuer下周将做一个专门的预算方面的讲演
Three central processes for managing people
人员管理的三个核心程序
• 1. Recruitment, hiring, retention
招聘，雇佣，留住人才
• 2. Evaluation of employees
人员评估
• 3. Disciplining of employees
人员纪律
Recruitment, hiring, retention
招聘，雇佣，留住人才
• Staffing includes professional librarians, paraprofessional staff, student workers (any of these
can be full time or part time)
图书馆工作人员包括专业图书馆员， 辅助专业人员，雇佣的学生
（以上都可以是全职或半职）
• More effort spent in recruiting and hiring
professional staff
聘用专业人员方面的投入最多
• Recruitment starts with job announcement
招聘首先要发招聘广告
Job announcement
招聘广告
• Description of job based on job analysis and
needs of library
• 工作描述主要是对这个工作岗位的分析和图书馆本身的需要
• Qualifications needed to do the job
• 应征该工作所应具备的条件
• Other information such as benefits, salary or
salary range, description of the library
• 其他信息包括福利，工资或者工资浮动范围；对图书馆的介绍等
Job search
招聘过程
• Job announcement advertised
发布招聘广告
• Applications received by deadline
注明申请截止日期
• Applications reviewed by search committee
招聘委员会对工作申请人的评审
• 3-4 applicants selected for interviews
选择3-4人进行面试
• Interviews conducted
进行面试
• Successful candidate chosen
录取
Personnel evaluations
人员评价
• Occurs formally once per year
一年进行一次正式评价
• Several criteria, often tied to goals
若干标准，一般与目标相结合
• Outcome influences salary
个人评价结果将影响工资
Discipline
纪律
• Progressive discipline
递进的纪律处分
• Performance Partnership Program
工作表现合作项目
Progressive Discipline Steps
递进式纪律处分步骤
• Informal Discussion
非正式讨论
• Oral warning
口头警告
• Written warning – almost like a legal document
书面警告-大概相当于有法律效力的文件
• Investigatory hearings
调查听证
• Possible dismissal
可能被免职
Progressive Discipline Punishments
递进式处分结果
• Suspension without pay
暂停发放工资
• Dismissal
免职
Performance Partnership Program
工作表现合作项目
• Recognize good performance
对表现好的给予认可
• Eliminate poor performance
减少不良表现
Steps in PPP
工作表现合作项目的步骤
• Identify problem by determining gap between actual
performance and desired performance
通过对现实表现与希望达到的表现进行比较，认清问题的所在
• Determine Cause (problem with execution or knowledge)
确认原因（是执行上还是认识上的问题）
• If positive change, provide recognition, if not then
performance improvement discussion
如果是向好的方面改变，要给予认可；如果是不好的则讨论怎么提高
• If this doesn’t work, then series of reminders
如果还没有效果，进行多次提醒
• Then decision making leave (with pay)
决定解聘（付薪水）
Other administrative areas
其他管理领域
• Measurement and Evaluation
评估与评价
• Facilities management
设备管理
• Information Technology
信息技术
• Technical Services
技术服务
• Public Services
公共服务
• Strategic Planning
策略计划
Measurement and Evaluation
评估与评价
• The Assessment Paradigm
评估模式
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Resources > Capability > Utilization > Impact
资源 > 潜力 > 应用 > 影响
Resources: input measures 资源：投入评估
Capability: processing measures 潜力：过程评估
Utilization: output measures应用：产出评估
Impact: outcome measures 影响：效果评估
• Input measures: resources allocated (annual budget,
size of collection, number of staff)
投入评估： 资源配置（年度预算，馆藏规模，人员数量）
• Process measures: transform resources into
activities (quantify time or cost to perform specific
task or activity such as ordering, receiving,
cataloging)
过程评估：把资源转化为活动（完成某项任务比如订书，收书，编
目所需的时间，费用）
• Output measures: how inputs and processes utilized
(annual circulation, number of reference questions
answered, number of users served）
产出评估：投入和过程中的应用（年流通量，咨询问题数，服务对象
人数）
• Outcome measures: difficult to assess, relates to
both individual served and to community
产出评估：难以估计，与服务对象的人数以及社
区有关
Facilities Management
设备管理
• Cleaning
清洁
• Security
安全
• Renovation
更新
• New Building
新建筑
• HVAC (Heating, Ventilation, Air Conditioning）
暖通空调
Information Technology
信息技术
• Computers and Telecommunications
计算机和电信设备
• Collection consortia and shared catalogs
馆藏联盟和共享目录
Technical Services
技术服务
• Acquisition of materials (books, serials, etc.)
书本和丛书的采购
• Cataloging
编目
• Record maintenance
记录的维护
Public Services
公共服务
• Circulation
流通
• Interlibrary Loan
馆际互借
• Reference
咨询
Strategic Planning
策略计划
• Goal setting for future
未来目标的确定
• New directions
新方向
• Reallocation of resources
资源再配置
• Thank you
谢谢
• Robert Burger
• rburger@illinois.edu
电子邮件
• rburger@illinois.edu