LIS Refresher Program
I.
Management: Science, Theory, and Practice
A. Management in Ancient History
1. Origins of many techniques employed today can be traced back to ancient times and civilizations.
2. 5000 BCE
a) Egyptian – construction of one pyramid was accomplished by 100,000 people working for 20 years.
3. 3000 BCE
a) Sumerians kept records on clay tablets; records were about the management practices of the priests
of Ur.
b) Early Babylonia – Codes of Akkadian and Hammurabi (there are laws on strict control on business
enterprises).
c) Hebrews - Old Testament , there was mention in hierarchy and the importance of delegation.
d) Exodus 18:25-26: Chose able men out of Israel and made them heads over the people, rulers of
thousands, rulers of hundreds, rulers of fifties, and rulers of tens. And they judged the people at all
seasons; the hard cases they brought unto Moses, but every small matter they judged themselves.
e) China had concepts of organization, functions, cooperation, procedures for efficiency and various
control techniques.
4. 2250 BCE
a) Chinese dynasties already had staff principle, later perfected by military organizations.
5. 2000 BCE
a) The principle of decentralized control in the states of Egypt, later on, the Pharaoh established central
control over all.
6. 218 BCE
a) Hannibal’s crossing of the Alps with his Carthaginian troops and equipment was a remarkable
organizational feat.
b) Qin Shi Huang Di – 1st emperor of China, was able to organize hundreds of thousands of slaves to
create his burial complex at Xian and to connect portion of the Great Wall.
7. The Industrial Age
a) as society became less agrarian → increasing interest in management
b) Industrial Revolution (end of the 19th c and beginning of the 20th c.), produced the factory system
that brought workers into a central location and into contact with other workers.
B. Major Schools of Management Thought
C. Classical Perspectives
1. Earliest management schools
2. Arose in response to the growth in size and number of organizations
3. Each sought to make organizations more efficient by applying systematic, more scientific approach to
management
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4. Scientific Management Approach
a) Frederick W. Taylor (1856-1915) – American, father of Scientific Management; manager of steelworks
company in Philadelphia, Pennsylvania
1) Basic assumption: workers are primarily economically motivated and that they will give their best
efforts if they are rewarded financially
2) Efficiency is the central theme
3) Emphasis is on maximum output and eliminating waste and inefficiency; for him, workers are
naturally lazy, fostered by poor management
4) Four (4) underlying principles of the Scientific Management
i.
The development of a true science of management
ii.
The scientific selection of the individual to fill each job
iii.
The scientific education and development of each employee, so that he/she would be able to
do his or her job properly
iv.
Cooperation between management and workers
b) Frank (1868-1942, engineer) and Lillian Gilbreth (1878-1972, held a doctorate in Psychology)
1) Contributed to the growth of the scientific method
2) Constantly searched for “the one best way”
3) Concerned with the human aspects of managing
4) Expanded the concepts of time and motion studies (i.e. bricklaying, from 18.5 number of motion to
just 4)
5) Famous for being the efficiency experts in “Cheaper by the Dozen” – a book written by two of their
children
c) Henry L. Gantt (1861-1919)
1) Developed the task and bonus system, similar to Taylor’s awards incentive
i.
If rates were exceeded, bonuses were paid
ii.
Gantt chart is widely used in the production and work schedules; a simple and effective way
to allow managers to schedule work forces across a series of tasks
5. Bureaucratic School
a) Was taking form in Europe at the time that Scientific Management was developing in the US
b) Bureaucracies work well under many conditions in stable organization in stable environments
c) Max Weber (1864-1920), German sociologist
1) First to identify a theory of the structure of authority in organizations
2) More concerned with the structure of the organization than with the individual
3) Characterized a bureaucratic organization as an ideal type of organization, in which:
i.
Labor is divided with a clear indication of authority and responsibility
ii.
The principle of hierarchy exists
iii.
Personnel are selected and promoted based on qualifications
iv.
Rules are written down and impersonally and uniformly applied
v.
Promotion into management is only through demonstrated technical competence
vi.
Rules and procedures ensure reliable and predictable behavior
6. Administrative Principles (Classical or Generalist Movement)
a) Developed in France concurrently with the scientific management in the US
b) Sought to establish a conceptual framework, identify principles, and build a theory of management
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c) Henri Fayol (1841-1925)
1) The father of the administrative principle / modern management; an industrialist
2) Looked at administration from top to bottom
3) Concentrated on the roles that managers should perform as planners, organizers, and controllers
4) Emphasized the need to teach administration at all levels
5) First to write about the functions of management (i.e., planning, organizing, command,
coordination and control)
6) Devised the 14 Principles of Management
i.
Division of work – clear division of duties; breaking jobs into smaller pieces will result in
specialization
ii.
Authority – authority that individuals posses should be equal to their responsibility
iii.
Discipline – clear rules and complete obedience to behavior in the best interest of the
organization
iv.
Unity of command – an employee should receive orders from only one superior to avoid
confusion and conflict
v.
Unity of direction – one head and one plan to ensure coordinated effort
vi.
Subordination of individual interest to the general interest – employees should place the
organization’s concerns before their own
vii.
Remuneration of personnel – pay should be fair
viii.
Centralization – most desirable arrangement within an organization
ix.
Scalar chain – each position is part of a vertical chain of authority; communication should
move up and down this chain
x.
Order – a right place for everything and everyone in the organization
xi.
Equity – equality of treatment; justice should be tempered with kindness
xii.
Stability of tenure of personnel – long-term stability for workers is good for an organization
xiii.
Initiative – incentive rewards must be provided to stimulate production
xiv.
Esprit de corps – a strong sense of morale and unity
D. The Humanistic Approach
1. 1930s – management studies began to give attention to the concerns of the individuals in the organization
2. Main emphasis of study: individual and informal group
3. Primary concern: integrating people into the work environment
4. Human Relations Movement
a) Focused on the behavior of the individual and his quality of life in the organization – needs, aspiration,
motivation
b) Major assumption: if management can make employees happy, result is maximum performance
c) Chester Barnard (1886-1961)
1) Famous for his classic book “The Functions of the Executive” (1938)
2) Dwelled on the contribution-satisfaction equilibrium
3) One of the first to recognize that organizations must not only be effective, but efficient
4) First to introduce the issue of the social responsibility of management, including fair wages,
security, and providing an atmosphere conducive to work
d) Mary Parker Follet (1868-1933)
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1) Recognized the interdependencies among the individual, work, and environment
2) Emphasized worker participation and importance of shared goals
3) Advocated constructive conflict – making conflict work for the organization
e) Elton Mayo(1880-1949)
1) conducted the Hawthorne studies with F.J. Roethlisberger, and a group of industrial psychologists
at the Electric Western Hawthorne Plant in Chicago, Illinois
2) Hawthorne Studies
i.
Demonstrated the importance of the human side of an organization
ii.
Designed to find a way to increase efficiency and effectiveness by varying the levels of
illumination for workers in the organization
1. When illumination was increased, so was productivity
2. When illumination was decreased, same increase in productivity
3. When nothing was changed in the illumination, same productivity
iii.
Found out that the explanation to the increased productivity was due to the changes in the
way the workers felt about themselves
iv.
By lavishing the employees attention, the experiment made them feel important
v.
Demonstrated that:
1. Workers are more motivated by social rewards and sanctions than by economic
incentives
2. Workers’ actions are influenced by the group
3. Whenever formal organizations exist, both formal and informal norms exist
5. Self-actualizing Movement
a) Emphasis is on designing jobs that would satisfy the higher-level needs of the workers and utilize
more of their potential
b) Abraham Maslow
1) Maslow’s Hierarchy of Needs or Needs Theory
SelfActualization
Esteem Needs
Social or
Affiliation Needs
Safety and
Security Needs
c) Douglas McGregor (1906-1964)
1) Put forth two influential sets of assumptions
i.
Theory X – traditional, autocratic, managerial perception of workers
ii.
Theory Y – presents much more positive picture of people
d) William Ouchi
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1) Wrote the best-selling book, Theory Z, showed how selected Japanese management practices
may be adapted in the United States
2) Focused on increasing employee loyalty to the company by providing a job for life with a strong
focus on the well-being of the employee, both on and off the job
3) Tends to promote stable employment, high productivity, and high employee morale and
satisfaction.
e) Peter Drucker (1919-2005)
1) Introduced in the 1950s, Management By Objectives
i.
advocates substituting a more participative approach for that of authoritarianism; a process of
agreeing upon objectives within an organization so that management and employees agree to
the objectives and understand what they are in the organization.
f) Other proponents were:
1) Chris Argyris - suggested that organizational structure can curtail self-fulfillment; single-loop and
double-loop learning; maturity/immaturity continuum
2) Rensis Likert, Warren Bennis, Robert Blake, Jane Mouton
E. The Quantitative Approach- next meeting
1. After WW2 , there was a movement in the US and other countries to develop better and more
sophisticated tools to use in management
2. Since during the WW2, scientists, mathematicians and statisticians were extensively used to solve
problems.
3. This management approach makes use of sophisticated mathematical, statistical, and economic methods
to improve managerial decision making
4. Subfields include: management science, decision theory, and operations research.
5. Management Science
a) apply scientific analysis to managerial problems, improve the manager’s decision-making ability, high
regard for economic effectiveness criteria, rely on mathematical models, and the use of computers
6. Decision Theory
a) Concerned with the study of rational decision-making procedures and the way managers reach to a
decision
b) use game theory, simulation, and linear programming in decision making
7. Operations Research
a) Applied form of management science that helps organizations develop techniques to produce their
products and services more efficiently
b) Uses techniques such as cost-benefit analyses, linear programming, systems analysis, simulation,
Monte Carlo techniques, and game theory
c) Managing information for timely decisions making has become a major focus on some researches.
1) One result is that of MIS (Management Information Systems) was developed as a sophisticated
technique for systematically gathering relevant information for decision makers.
F. The Systems Approach
1. A widely accepted theoretical bases for modern management
2. Integrates knowledge from the biological, physical, and behavioral sciences
3. Organizations are regarded as systems that function as a whole
4. Envisions organizations as porous entities that are greatly affected by the outside environment
5. Ludwig Von Bertalanfy (1901-1972)
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a) Wrote about the systems theory of an organism
b) Defined the system as “a set of elements standing in interrelation (interaction) among themselves with
the environment”
1) Other schools of management regarded the environment as a closed system
6. The Contingency Approach
a) 1970s – became one of the most influential thinking about management
b) Believes that there is no one best way to manage
c) Takes the situational approach, considers the circumstances of each situation and then decides which
response has the greatest change of success
d) Posits that:
1) No best management technique
2) No best way to manage
3) No technique or managerial principle is effective all the time
4) What works best? It all depends on the situation
5) Each organization is unique
e) Challenge of this approach: perceiving organizational situations as they actually exist and choosing
the best management tactic to deal with the situation
f) No silver bullet, no one-size-fits all approach; tells the manager to look at the organization, its goals,
objectives , technology it uses, the people who work there, the outside environment, and other factors
G. The Learning Organization
1. 1990s - came into being
2. Peter Senge - Put forth this approach to help organizations meet the challenges of a rapidly changing
environment
3. A learning organization is one in which all employees are constantly learning
4. Organization maintains open communication, decentralized decision making, and a flattened organization;
an organization that overcomes limitations, understands the pressures against it, and seizes the
opportunities when they present themselves
5. Basic principles are:
a) Personal mastery – with people identifying what is important in the process
b) Mental models – with the organization continuously challenging members in order to improve their
mental models
c) Shared vision – requiring an imagining of what the organization should be
d) Team learning – through cooperation, communication, and compatibility
e) Systems thinking – recognizing the organization as a whole
6. This approach seems to be a good fit as more organizations are making the shift from the command-andcontrol organization, the organization of departments and divisions, to the information-based organization,
the organization of knowledge specialists
II. Library Management Overview
A. LIBRARIES: Yesterday, Today and Tomorrow
1. All libraries share one important feature:“they provide access to information recorded on some type of
medium”
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2. For librarians, what is more important is the . . .“Ability of patrons to retrieve and access the information in
an efficient and effective manner”
3. How do librarians achieve that?“Successful management processes to create appropriate work
environments”
4. In the book of Thomas Peters and Robert Waterman entitled “In Search of Excellence,” they identified
eight (8) characteristics of excellent enterprises:
a) Action-oriented
b) Learned about customers’ needs
c) Promoted managerial autonomy and entrepreneurship
d) Achieved productivity by paying close attention to the needs of their people
e) Driven by the company philosophy based on the values of their leaders
f) Focused on the business they knew best
g) Had a simple organization structure with lean staff
h) Centralized and decentralized, depending on appropriateness
5. Libraries tended to copy what has worked effectively in the past
6. However, for libraries to survive, they should be:
a) Open to new methods and techniques
b) Able to compete with the growing and aggressive information industry
c) Flexible and adaptable to change
7. Today, libraries and librarians are facing far greater challenges than ever before as a result of:
a) Increasing competition
b) Growing globalization
c) Ever and fast-changing technology
d) Pace of change
B. Management Defined
1. “the art of getting things done through people” (Mary Follet, early 20th c.)
2. “the creative problem-solving process of planning, organizing, leading, and controlling an organization’s
resources to achieve its mission and objectives” (Higgins, 1991)
3. “using organizational resources to achieve objectives through planning, organizing, staffing, leading, and
controlling” (Stueart & Moran, 7th ed.)
4. “the process of designing and maintaining an environment in which individuals, working together in
groups, efficiently accomplish selected aims” (Weihrich & Koontz, 11th ed.)
5. Common way to view management is as a “set of common processes of functions that, when properly
carried out, lead to organizational efficiency and effectiveness.”
6. EFFECTIVENESS – achievement of objectives
7. EFFICIENCY – achievement of the objectives with the least amount of resources
C. The Managers
1. Who are the managers that you know?
2. “Individuals in the organization who are in a position to make the decisions that allow an organization to
reach its objectives”
3. Managerial Functions
a) PLANNING
1) 1st function of management
2) Thinking ahead of the THINGS to be done, and the METHODS to get them done
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3) Defines where the organization wants to be in the future
4) Transition from point A to point B
b) ORGANIZING
1) 2nd function of management
2) Establishing formal structure of authority
3) Matching individuals and their talents
c) STAFFING
1) 3rd function of management
2) Also called human resources or personnel
3) Involves hiring, training, compensating, and retaining people
d) CONTROLLING
1) 5th function of management
2) Monitoring the activities of the organization
3) The mirror image of planning
4) In planning – establishes where the organization is going
5) In controlling – decides whether they are on target to reach their goals
e) LEADING
1) 4th function of management
2) Focuses on the human element such as employees’ attitudes, personality attributes and
perceptions
3) Creating shared culture and values, communicating goals to employees, and motivating them
D. Managerial Roles
1. ROLE – expected set of behaviors and activities
2. According to Henry Mintzberg, managers play a number of roles and these roles can be grouped in three
(3) broad categories: interpersonal, informational, and decisional roles
E. Manager’s Resources
1. Human Resources
a) Employees who work in the organization
b) In libraries, employees are usually classified as professionals, paraprofessionals, clerical workers,
technical specialists, part-time workers like student assistants
2. Financial Resources
a) Profit organization – funds come from the customers who purchased their goods or services
b) Non-profit organization – funds come from donations, grants, etc.
3. Physical Resources
a) Tangible or material parts of the organization
b) Assets – supplies, PPE (plant, property & equipment)
c) Management of these include acquisition, maintenance, and eventual replacement
4. Information Resources
a) Those that relate to the functioning of the organization itself
b) Before, these were largely on paper kept on filing cabinets
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c) Now, databases of the records of employees, and others
d) These information must be managed as valuable assets and leveraged for strategic advantage
F. Managerial Skills
1. Managers need different skills at different levels of management
2. Robert Katz identified three (3) managerial skills essential to successful management:
a) Technical – specific functions and tasks, important at first-line level manger/supervisor
b) Human – important at all levels
c) Conceptual – looking at the big picture
3. It is difficult to define the exact competencies of managers due to differences in position and location, as
well as social, cultural, and economic conditions in various countries
4. However, there are skills imperative to most contemporary managers:
a) Political
b) Analytical
c) Problem-solving
d) People
e) Financial
f) System
III. The Managerial Functions
A. Planning
1. Selecting missions and objectives as well as the actions to achieve them, which requires decision making,
that is, choosing a course of action from among alternatives (Weihrich & Koontz, 2005)
2. An effort to develop decisions and actions in order to guide what an organization does and why it does it
(Stueart & Moran, 2007)
3. Bridges the gap from where we are to where we want to go
4. Planning and controlling are inseparable
5. A manager’s most essential task is to see that everyone understands the group’s mission and objectives
and the methods for attaining them
6. Planning Models (as applied to libraries/information centers / prelude to strategic planning)
a) Issue-based (or goal-based) strategic planning
1) Simplified form of strategic planning
b) Self-organizing planning
1) Requires an intensive examination of the current organization and clarifying the organization’s
values and then articulating a vision
c) Alignment modeling and organic modeling
1) Ensure strong alignment between the organization’s mission and its resources to effectively
operate the organization
d) Scenario planning
1) A scenario is formed by developing and describing a desirable future situation and identifying the
course of events that enables one to progress from the original situation to that future situation;
Best-case, Reasonable case, Worst-case
7. Types of Plans
a) Missions or purposes - basic purpose or function or tasks of an enterprise or agency or any part of it;
answer the question who, what, how
b) Objectives or goals – the ends toward which activity is aimed; emphasis is on verifiable objectives,
which means that at the end of the period, one can determine whether or not it has been achieved
c) Strategies - determination of the basic long-term objectives of an enterprise and the adoption of
courses of action and allocation of resources necessary to achieve the goals
d) Policies - general statements or understandings that guide or channel thinking in decision-making;
sources of policy:
1) Originated policy - flow mainly from the objectives and are the main source of policy making within
the organization
2) Appealed policy - made by snap decisions
3) Implied policy
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4) Externally imposed policy
5) Procedures - chronological sequences of required actions; detail the exact manner in which
certain activities must be accomplished
6) Rules – spell out specific required actions or non-actions, allowing no discretion
7) Programs – a complex of goals, policies, procedures, rules, task assignments, steps to be taken,
resources to be employed, and other elements necessary to carry out a given course of action
8) Budgets - statement of expected results expressed in numerical terms; a quantified type of plan;
are control devices; a fundamental planning instrument in most companies
8. Management by Objectives (MBO)
a) A comprehensive managerial system that integrates many key managerial activities in a systematic
manner and is consciously directed toward the effective and efficient achievement of organizational
and individual objectives (Weihrich & Koontz, 2005)
b) Is a process of agreeing upon objectives within an organization so that management and employees
agree to the objectives and understand what they are in the organization (wikipedia)
c) It is an example of Participative Management, where it involves supervisors and employees in the
management process
d) Involves the SMART method to maintain the validity of objectives: Specific, Measurable, Achievable,
Realistic, Time-bound
e) Has its strengths and weaknesses
9. Total Quality Management (TQM)
a) Is a management philosophy that seeks to integrate all organizational functions (marketing, finance,
design, engineering, and production, customer service, etc.) to focus on meeting customer needs and
organizational objectives. (http://www.isixsigma.com/library/content/c031008a.asp)
b) The simple objective of TQM is "Do the right things right the first time, every time“
c) Deming Cycle (PDCA - Plan, Do, Check, Act)
d) Requires management commitment; continuous improvement
10. Strategic Planning
a) Analyzing the current and expected future situation, determining the direction of the firm, and
developing means for achieving the mission (Weihrich & Koontz, 2005)
b) Usually involves the process MOSSIC (Mission, Objectives, Situation Analysis, Strategy Formulation,
Implementation, Control)
11. SWOT Analysis
12. TOWS Matrix
a) A conceptual framework for a systematic analysis that facilitates matching of the external threats and
opportunities with the internal weakness and strengths of the organization
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b) Was conceptualized due to the SWOT Analysis’ “static-ness” and its somehow inability to lead to the
development of distinct alternative strategies
c) 4 Alternative Strategies
1) WT Strategy – minimize both weaknesses and threats and called the “mini-mini”
2) WO Strategy – minimize the weaknesses and maximize the opportunities; “mini-maxi”
3) ST Strategy – using the organization’s strengths to deal with threats in the environment; maximize
the strength, and minimize the threat; “maxi-mini”
4) SO Strategy – capitalizes the company’s strengths to take advantage of opportunities; the most
desirable; “maxi-maxi”
13. Portfolio Matrix
14. Industry Analysis
a) Michael Porter suggested 5 forces in the industry analysis:
1) Competition among companies
2) Threat of new companies entering the market
3) Possibility of using substitute products or services
4) Bargaining power of suppliers
5) Bargaining power of buyers and customers
15. Competitive Strategies
a) You can choose among the following strategies:
1) Overall Cost Leadership
i.
Aims at reduction in cost; requires large market share and efficient operation
2) Differentiation
i.
Offering something unique in the industry in terms of products or services
3) Focus
i.
Concentrates on special groups of customers, a product line
16. Decision Making
a) The selection of a course of action from among alternatives
b) Managers must make choices on the basis of limited or bounded rationality (i.e., in light of everything
they can learn in the situation, which may not be everything they should know)
c) When selecting among alternatives, managers can use 3 basic approaches such as: Experience,
Experimentation, Research & Analysis
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B. Organizing
1. After defining the goals and objectives of the organization (PLANNING), the next step is to design an
organizational structure that will facilitate the achievement of those goals and objectives
2. Organizing involves . . .
a) Determining what tasks to be done
b) Who is to do them
c) How the tasks are to be grouped
d) How all the tasks are to be coordinated
3. Organizing divides an organization into smaller, more manageable units and makes the work done in
each unit compatible with that done in the others
4. Provides shape and structure to an organization
5. Organizations are goal-directed, boundary maintaining, and socially constructed systems of human
activity
6. Like people, organizations have life cycles
7. Parts of an Organization
a) According to Henry Mintzberg, there are 5 basic elements of organizations:
1) Strategic Apex – top management; responsible for the overall functioning of the organization
2) Middle Line – middle level managers who coordinate the activities of the various units
3) Operating Core – workers who carry out the mission of the organization
4) Technostructure – those with technical expertise; mission is to effect coordination through
standardization. For example, the industrial engineers standardize work processes.
5) Support Staff – workers who provide experience in labor relations or personnel; examples are
cafeteria, mailroom, legal counsel, public relations, etc.; normally, tasks that are outsourced
8. Formal and Informal Organization
a) Formal Organization
1) The intentional structure of roles in a formally organized enterprise
2) Legally constituted by those in authority
b) Informal Organization
1) A network of interpersonal relationships that arise when people associate with each other
2) Usually found within the confines of a formal organization
3) Never found on the organization chart, but they have profound impact on the formal organization
9. Organizational Structure
a) Also called organizational design
b) Results from the organizing process and is the system of relations, both formally prescribed and
informally developed, that governs the activities of people who are dependent on each other for the
accomplishment of common objectives
c) Structure refers to the definition of individual jobs and their relationship to each other as depicted on
organization charts and job description
d) Organization structure is the source of how responsibility is distributed, how individual positions are
coordinated, and how information is officially disseminated
10. Organizational Chart
a) Is a graphic representation of the organizational structure
b) Primary function is to show how lines of authority link departments
c) Used to define and describe channels of authority, communication, and information flow
d) Used to show the status or rank of members of the organization, and the span of control of each
manager can be detected
e) Solid lines represent lines of authority
f) Broken lines represent staff organizational units
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11. Organizational Culture
a) Assumptions that a group discovers it has as it learns to cope with problems of external adaptation
and internal integration
1) External adaptation – how the organization finds a niche in and copes with the external
environment
2) Internal integration – establishment and maintenance of effective working relations among
members of the organization
b) Culture reflects the values of the organization
c) Research shows that successful organizations have strong cultures, but also have adaptive ones
d) Comes from 3 main sources:
1) Beliefs, assumptions, and values of the organization’s founder
2) Learning experiences of group members as the organization evolves
3) New beliefs, values, and assumptions brought in by new members and leaders
12. Span of Management
a) Also called Span of Control
b) The principle that states that “there is a limit to the number of subordinates a manager can effectively
supervise, but the exact number will depend on the impact of underlying factors”
c) Can either be wide span or narrow span
d) Reengineering the Organization
1) Michael Hammer and James Champy popularized the concept
2) Also called “starting over”
3) Fundamental question to be asked, “if I were recreating this company today (from scratch),
knowing what I know now and given current technology, what would it look like?”
4) Defined as:
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i.
The fundamental rethinking and radical redesign of business processes to achieve dramatic
improvements in critical contemporary measures of performance such as cost, quality,
service, and speed
e) Departmentation / Departmentalization
1) It is the grouping of activities and people into departments
2) It can be done by function, by territory or geography, by the kinds of customers served, and by
product
i.
Other kinds include matrix or grid organization, and the strategic business unit
ii.
In libraries, two other methods were developed: subject and form of resources
3) Department - A distinct area, division or branch of an organization over which a manager has
authority for the performance of specified activities
13. Authority and Power
a) Authority
1) Legitimate right of a supervisor to direct subordinates to take action within the scope of the
supervisor’s position
2) Flows down the vertical chain of command within the organization
3) Is vested in the organizational position, not in the person holding the position
b) Power
1) The potential ability to influence the behavior of others
2) John French and Bertman Raven identified 5 types of power:
i.
Legitimate – comes from a formal management position
ii.
Reward – power to provide rewards for people
iii.
Coercive – derives from the potential to inflict punishment
iv.
Expert – derives from expertise or knowledge
v.
Referent – derives from the respect and esteem accorded to an individual by virtue of
personal attributes that command respect and admiration
14. Delegation
a) Transfer of authority within prescribed limits
b) The delegation of authority to subordinates does not relieve the manager from ultimate responsibility;
a manager is responsible for the actions of subordinates, even if authority has been delegated
c) Effective managers have learned to delegate
d) Empowerment
1) Employees at all levels in the organization are given the power to make decisions without asking
their superiors for permission
15. Centralization & Decentralization
a) Centralization
1) Authority is concentrated in the highest echelons of the hierarchy; almost all decisions are by
those on top
2) Organizations marked by a high degree of retention of power, duties, and authority by top
management
b) Decentralization
1) Authority to make decisions is pushed down the organizational structure
2) Organizations marked by a high degree of delegation of duties, power, and authority at lower
levels
3) Described as participative
C. Staffing
1. Names
a) Personnel Management
b) Human Resources Management
1) Favored term since 1989
2) Name change was symbolic of the expanding role of human resources
3) Employees looked upon not only as costs but more importantly, as resources
4) Good human resources are the greatest asset of an organization
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2. Types of Staff
a) Professional - usually has a master’s degree, second master’s, PhD; work at tasks that are
predominantly intellectual and non-routine, requiring a special background and education on the basis
of what the library needs; Serve in leadership roles, directing the organization, departments and other
units; provide expertise to fulfill information needs of the clients
b) Support / Para-professional- workers with a varied set of skills from paraprofessional to clerical;
largest group of full-time employees; wide range of duties;
c) Part-time – work easily learned; repetitive tasks; require a great deal of training and supervision
3. Organizational Framework for Staffing
a) Jobs – individual building blocks upon which the organization is built
b) Job, position, occupation? (in HR, they differ)
1) Job – a group of positions that generally involve the same responsibilities, knowledge, duties, and
skills
2) Position – a collection of tasks and responsibilities that constitute the total work assignment of a
person; thus, there are as many different positions in an organization as there are people
employed there
3) Occupation/ Profession – general class of job found in a number of different organizations (i.e.,
librarian/librarianship)
c) Job Enrichment
1) An attempt to motivate employees by giving them the opportunity to use the range of their abilities
2) 5 dimensions (by JR Hackman & GR Oldham)
i.
Skill variety
ii.
Task identity
iii.
Task significance
iv.
Autonomy
v.
Feedback
d) Job Description
1) Specifies the duties associated with that job
2) Relationship of the job to other units
3) Personal characteristics like education, skill, experience
e) Job Analysis
1) Allows the institution to gather information about what is actually being done by employees
holding specific jobs
f) Job evaluation
1) An attempt to enumerate the requirements of each job and its contribution to the organization and
then to classify it according to importance
2) Criteria used: skill, education, experience, and the amount of end responsibility
4. Recruitment and Hiring
a) Stages in Recruiting and Hiring
b) After the person has been hired … a new process begins.
1) Training and staff development
2) Performance appraisals / Performance evaluation
3) Discipline and grievances
4) Employee compensation
5. Training and Staff Development
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a) A never ending process
b) Can be expensive, but the investment is returned to the company as quality performance
c) Training
1) Learning skills or knowledge that are to be used on the present job
2) Orientation -first type of training received
3) Initial Job Training - from the immediate supervisor or from the departing employee
d) Staff Development
1) Involves learning of a larger scope that goes beyond the present job and looks toward the future
6. Performance Appraisal / Performance Evaluation
a) The systematic evaluation of an individual employee’s job-related strengths and weaknesses
b) Why do appraisals? To determine how well an employee performs the job; To help an employee
understand how well he or she is doing
c) Findings of the appraisal must be communicated well to the employee
d) Basis for salary increase, promotion, demotion, termination, training, staff development, etc.
e) Done annually, semi-annually, quarterly, etc.
f) Types: Peer appraisal; Appraising superiors; Three-hundred-sixty-degree appraisal / multirater
feedback; Self appraisal
7. Discipline and Grievances
a) Discipline
1) The action taken by an organization against an employee when the employee’s performance has
deteriorated to the point where action is necessary or when that person violated an institutional
rule
2) A method of communicating to employees that they need to change to meet standards
3) Dual objectives:
i.
Preserving the interests of the organization
ii.
Protecting the rights of the individual
b) Grievance
1) Any dissatisfaction relating to one’s employment that is brought to the attention of the
organization’s management
c) Grievance Systems
1) Provides a method for employees to deal with the problems they have with supervisors or with the
organization
2) Best for all organizations to have formal grievance procedures
3) Open-door policy – supervisors encourage employees to come to their office voluntarily anytime
to discuss problems and complaints
8. Employee Compensation
a) Ultimate aim is to arrive at an equitable system of compensating employees for the work they perform
b) Wage
1) The compensation of employees whose pay is calculated according to the number of hours
worked each week; reported by hour
c) Salary
1) The compensation that is uniform from one pay period to the next; reported by year
2) For most companies, salary is kept as a secret
i.
Why? To prevent discontent among employees
ii.
Sometimes, pay ranges are revealed, but not what the individual is earning
d) Employee Benefits
1) This consists the major part of an employee’s compensation package
2) Those mandated by law (social security, philhealth, 13th month pay, etc.)
3) Group insurance plans, medical plans , retirement plans
4) Provident fund
5) Leaves – sick leave, vacation, etc.
6) Travel expenses
7) Work-at-home / telecommuting
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8) Flexible time
9) And more
9. Career Development
a) A career is defined as a series of positions occupied by an individual during the course of a lifetime
b) Careers go through certain stages
c) Career development is a long-term attempt to help employees shape careers that are satisfying them
1) Ultimately, this is the responsibility of the individual employee
2) But the best organization pay attention to this topic
d) The Stages of a Career
e) Mentoring
1) A specialized form of career development
2) Mentor – an influential person who significantly helps another (usually younger, protégé) to reach
his/her major goals
3) There’s a clear link between career success and having a mentor
4) 4 functions of mentoring: teaching, psychological counseling and emotional support,
organizational intervention, and sponsoring
5) Some organizations have formal mentoring
6) Mentoring (formal or informal) should be encouraged in organizations
10. Health and Safety Issues
a) Employers have a responsibility to ensure the health and safety of their employees
b) Physical stress
c) Job-related mental stress
d) Burnout
e) Violence and crime in the workplace / natural disasters
f) Sexual harassment
D. Leading
1. Also called directing or commanding
2. Managerial function that enables managers to get things done through people, individually and in groups
3. Involves directing and motivating the human resources
4. It is complex because it requires understanding humans, thus it is heavy on behavioral sciences such as
psychology and sociology
5. 3 major aspects
a) Motivating / Motivation
b) Leadership
c) Communication
6. Leading is done by managers at different levels of the organization (i.e., top management, middle,
supervisors)
7. 4 basic assumptions about people (Davis & Newstrom)
a) Individual differences
b) A whole new person
c) Motivated behavior
d) Value of the person
8. There is no one best way to lead and no universal theory is appropriate in all cases
9. Motivation
a) A general term applying to the entire class of drives, desires, needs, wishes, and similar forces
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b) The willingness to expend energy to achieve a goal or reward
c) Affects employee performance and organizational effectiveness
d) Managers motivate by providing an environment that induces workers to contribute to the goals of the
organization
e) What motivates people varies from individual to individual and even within the same person over time
f) Theories and models to explain motivation can be classified into 2 groups:
1) Content Models (4) -explain what workers want and need
2) Process Theories (6) - focus on how managers can use their knowledge of workers’ needs and
desires to motivate behavior; focus on the psychological and behavioral processes involved in
motivation
g) Motivation: Content Models
1) Maslow’s Hierarchy of Needs
i.
EC Nevis studied individuals in China and found out that the Chinese hierarchy of needs
differ: Belonging, Physiological, Safety, Self-Actualization
2) Alderfer’s ERG Theory -Clayton Alderfer proposed a similar theory to Maslow’s Hierarchy of
Needs; has only 3 categories: Existence needs (basic needs), Relatedness needs (satisfactorily
relating to others), Growth needs (referring to self-development, creativity, growth, and
competence); Suggests that one may be motivated by needs on several levels at the same time
3) Herzberg’s Two-Factor Theory of Motivation - found out that one group of factors contributed to
employees feeling good about their jobs (motivators); other group of factors pertains to the
conditions under which a job is performed (hygiene or maintenance)
4) McClelland’s Need Theory - proposed that there are 3 major categories of needs among workers:
Need for achievement, Need for power, Need for affiliation
h) Motivation: Process Theories
1) Adam’s Equity Theory
2) McGregor’s Theory X and Theory Y
3) Vroom’s Expectancy Theory
4) The Porter and Lawler Motivation Model
5) Behavior Modifications (by BF Skinner)
6) Goal-Setting Theory (Edwin Locke)
i) More on Motivation
1) Raymond Katzell and Donna Thompson summarized the vast body of research on motivation into
7 imperatives:
i.
Ensure that workers’ motives and values are appropriate for the jobs in which they are placed
ii.
Make jobs attractive to and consistent with workers’ motives and values
iii.
Define work goals that are clear, challenging, attractive, and attainable
iv.
Provide workers with the personal and material resources that facilitate their effectiveness
v.
Create supportive social environments
vi.
Reinforce performance
vii.
Harmonize all of these elements into a consistent socio-technical system
2) Managers must develop individual approaches based on their personality, managerial philosophy,
and knowledge of their workers
j) Special Motivational Techniques
1) Money
i.
Is often more than monetary value; it can also mean status or power, or other things
2) Other rewards considerations
i.
Intrinsic rewards - include a feeling of accomplishment and self-actualization
ii.
Extrinsic rewards -include benefits, recognition, status symbols and money
iii.
Incentive plans - may be based on piecework; sales commission, merit pay, bonus plans,
profit or gain sharing, stock options
3) Participation
i.
Appeals to the need for affiliation and acceptance; gives people a sense of accomplishment
4) Quality of Working Life (QWL programs)
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i.
A systems approach to job design and a promising development in the broad area of job
enrichment, combined with a grounding in the socio-technical systems approach to
management; managing the competing demands of home and work
5) Job enrichment
i.
Building into jobs a higher sense of challenge and achievement
10. Leadership
a) Harry Truman: leadership is the ability to get men (and women) to do what they don’t like to do and
like it
b) The art or process of influencing people so that they will strive willingly and enthusiastically toward the
achievement of group goals
c) An effective leader has the ability to influence others in a desired direction and thus is able to
determine the extent to which both individuals and the organization as a whole reach their goals
d) Ingredients of leadership (4):
1) The ability to use power effectively and responsibly
2) The ability to comprehend that human beings have different motivating forces at different times
and situations
3) The ability to inspire followers
4) The ability to act in a manner that will develop a climate conducive to responding to and arousing
motivations
e) Leadership: Managers & Leaders
f)
Leaders must fulfill 2 major roles:
1) A leader must exercise power wisely and efficiently
2) Each leader must, through actions, appearance, and articulated values present a vision that
others will want to emulate
g) 3 Elements of Good Leadership (Gary Wills)
h) Approaches to the study of leadership:
1) Trait - based on the premise that leaders were born, not made, and only those who were born
with these traits could be leaders
2) Charismatic -indicate that charismatic leaders may have certain characteristics, such as: Being
self-confident, Having strong convictions articulating a vision, Being able to initiate change,
Communicating high expectations, Having a need to influence followers and supporting them,
Demonstrating enthusiasm and excitement, Being in touch with reality
3) Behavioral (3) – University of Iowa Studies (autocratic, democratic, laissez faire); Ohio State
Studies; University of Michigan Studies (tried to identify managers supervisory styles and their
effects on employee productivity)
4) Styles of Leadership (3) - Likert’s Systems of Management; Leadership Grid;
Transactional/Transformational Model
5) Situational or Contingency Model - argues that there is no single ideal type of leader, but instead,
a number of leadership styles that may be appropriate, depending on the situation
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6) Leadership in the 21st century – heroic / post-heroic leadership
11. Communication
a) Key ingredient in effective leadership
b) Lifeblood of organizations
c) Some researches estimate the time spent by a manager in communicating --- range as high as 95%
d) Organizational Communication
1) Defined by Gerald Goldhaber as the process of creating and exchanging messages within a
network of interdependent relationships to cope with environmental uncertainty
e) Communication Process
1) Source
i.
Sender of the message
2) Message
i.
The source has to encode the message in some form that can be understood by both sender
and receiver
3) Channel
i.
Link between the source and the receiver
4) Receiver
i.
Recipient of the message
5) Noise
i.
Anything that hinders communication
6) Feedback
i.
The receiver can become a source and provide feedback by encoding and sending a
message
f) Types of Communication
1) Written
i.
Memos, email messages, letters, reports, directives, policies, etc.
ii.
Some are poorly written, unclear and ill-defined
iii.
Allows no opportunity for immediate feedback and clarification
iv.
Can be preserved
2) Oral
i.
Considered as the richest communication medium
ii.
There is an opportunity for feedback
iii.
Ambiguous or misunderstood words
iv.
Best way to resolve conflicts
v.
Time consuming
vi.
Are not preserved
3) Nonverbal
i.
Not spoken or written
ii.
Action speaks louder than words
iii.
Consists of various types of body language (i.e., facial cues, hand or arm gestures, posture,
dress, etc.)
iv.
Can contradict, supplement, substitute or complement verbal communication
g) Flows of Communication
1) Downward
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i.
ii.
iii.
Flows from superiors to subordinates
The most common type of communication within the organization
Some problems:
1. Organizations rely too heavily on written methods
2. Many organizations suffer from message overload
3. Filtering of information
2) Upward
i.
Flows from subordinates to superiors
ii.
Most of these messages ask questions, provide feedback, or make suggestions
iii.
Essential to an organization’s effectiveness
3) Horizontal
i.
Lateral or diagonal exchange of information within an organization
ii.
Typically fulfills the following purpose: task coordination, problem solving, information sharing,
conflict resolution
iii.
Specialization impeded horizontal communication
iv.
This does not follow chain of command so precautions must be taken
4) Changing flows of communication
i.
Email
ii.
Virtual communication (i.e., telecommuting, work-at-home, etc.)
h) Informal Organizational Communication
1) Grapevine
i.
Informal communication network
ii.
Moves upward, downward, diagonally, within and without chains of command, between
workers and managers, within and outside the company
iii.
Much faster at moving information than formal channels
iv.
Manager’s task is to make it beneficial to the organization
2) Managing by Walking Around (MBWA)
i.
Managers getting out of their offices, walking around the organization, and spending some
time with employees
ii.
Employees are flattered when top management come to their work area and speak with them
iii.
Robert Goffee & Gareth Jones: followers will give their hearts and souls to authority figures
who say “you really matter”, no matter how small the follower’s contributions may be
i) Conflict
1) Common result of poor communication
2) Conflict may result in either positive or negative outcome
3) Conflict is considered essential to innovation
4) Characterized as being interpersonal or intergroup
5) 5 styles of handling conflict:
i.
Avoiding
ii.
Compromising
iii.
Competing
iv.
Accommodating
v.
Collaborating
6) Conflict Management is a necessary managerial skill; managers get better at handling conflicts
with experience
7) How can conflict be managed?
i.
Acknowledge that certain amount of conflict is inevitable in any organization
ii.
Deal with the conflict before it escalates
iii.
Resolve a conflict in a way that allows the participants to feel positive about the outcome
E. Controlling
1. The measurement and correction of performance in order to make sure that enterprise objectives and the
plans devised to attain them are being accomplished (Weihrich & Koontz, 2005)
2. Monitoring the activities of the organization
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3. The mirror image of planning
a) In planning – establishes where the organization is going
b) In controlling – decides whether they are on target to reach their goals
4. Planning and controlling may be viewed as the blades of a pair of scissors
a) Without objectives and plans, control is not possible because performance has to be measured
against some established criteria
5. Tools of Controlling
a) Cost-benefit Analysis
1) Determines whether the potential worth or value of a service is greater than or less than the cost
of providing it
2) An attempt to identify and express in monetary terms one measure in determining the value
3) Is the service/process justified?
b) Benchmarking
1) An approach for setting goals and productivity measures based on best industry practices
2) A benchmark is a reference point or standard against which progress or achievements can be
assessed
3) Five Stages
i.
Measuring services and selecting the aspects to be benchmarked
ii.
Identifying benchmarking partners
iii.
Identifying the best practice
iv.
Changing procedures and features of services based on those best practices identified
v.
Measuring the new approaches
c) Program Evaluation and Review Technique (PERT)
1) A method of planning and scheduling work
2) Reminds people of the preparation work needed before an event and helps them check if the
tasks will be completed on schedule
3) Aids in identifying potential weaknesses of the project
4) Sometimes called the Critical Path Method (CPM)
d) Balanced Scorecard
1) A survey instrument that focuses upon a chosen number of measurements identified in a strategic
plan process in order to measure the organizational performance
2) Suggests to view the organization into 4 perspectives:
i.
Learning and growth
ii.
Business
iii.
Customer
iv.
Financial
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e) LibQUAL+(from http://www.libqual.org/about/about_lq/general_info)
1) A suite of services that libraries use to solicit, track, understand, and act upon users' opinions of
service quality. These services are offered to the library community by the Association of
Research Libraries (ARL). The program's centerpiece is a rigorously tested Web-based survey
bundled with training that helps libraries assess and improve library services, change
organizational culture, and market the library.
2) The LibQUAL+ questions measure customer perceptions of library service across four
dimensions:
i.
Affect of service
1. Human side of the enterprise
ii.
Personal control
1. Extent to which users are able to navigate and control the information universe
iii.
Access to information
1. An assessment of the adequacy of the collection
iv.
Library as place
1. Space for study and collaboration, a sanctuary for contemplation and reflection, or an
affirmation of the primacy of the life of the mind in university priorities
3)
f) ISO 11620:2008(from http://www.iso.org/iso/catalogue_detail.htm?csnumber=37853)
1) An international standard on library performance indicator
2) Specifies a set of 29 indicators grouped in the following areas:
i.
User satisfaction
ii.
Public services
iii.
Technical services
g) Management Information Systems (MIS)
1) A system developed to gather internal data, summarize it, and organize it for decision making in
the control process
2) Use tools such as PERT/CPM, GANTT Chart, On-Line Analytical Processing (OLAP)
h) Decision Support Systems (DSS)
1) An interactive software-based system that is useful for decision-makers in the process of
compiling useful information from raw data, documents, personal knowledge, and/or business
models to identify and solve problems and make decisions
2) Supports the planning, control, and operational functions of an organization by furnishing
information in the proper time frame to assist in the decision-making process
3) Can be subsumed under MIS
i) Time-and-Motion Studies
1) Enable a library system to record in flow chart from the present method of doing things, to analyze
the method’s effectiveness, and from the analysis, to improve the method
2) The new method of doing things can then be timed to report the performance standard
j) Operations Research
1) Helps management achieve its goals using scientific method
2) The key components are the scientific method; using a systems approach to problem solving; and
employing mathematical, probability, and statistical techniques and computer modeling
k) Knowledge Management
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1) A system that attempts to capture the knowledge and expertise of human capital as well as
documents, repositories, routines, processes, practices, and norms within and flowing into the
organization by creating a computerized system to capture both the implicit and explicit
knowledge within the organization
2) Elements include accessing, evaluating, managing, organizing, filtering, and distributing
knowledge
3) KM efforts can help individuals and groups to share valuable organizational insights, to reduce
redundant work, to avoid reinventing the wheel per se, to reduce training time for new employees,
to retain intellectual capital as employees turnover in an organisation, and to adapt to changing
environments and markets (from Wikipedia)
4)
6. Budget
a) From old French, bougette, meaning purse
b) A widely used managerial control
c) Sources of funds
1) From the parent organization
2) From the government
3) From private organizations
4) From fund-raising activities
d) Budgeting Techniques
1) Line-Item budgeting
2) Formula budgeting
3) Program budgeting
4) Performance budgeting
5) Planning, Programming, and Budgeting System (PPBS)
6) Zero-Based budgeting (ZBB)
e) Accountability and Reporting
1) The final aspect of budgeting
2) Keeping accurate records of what has been disbursed, what has been encumbered, and what
remains
3) Periodic statements and expenditures and audit of the expenses at the end of the year provide
feedback to the budgetary process
4) Reporting through monthly records, reporting to the funding authority, to the staff, to the public
IV. The Academic Library
A. Mission/Goals/Functions
1. To contribute to the goals of the college or university of which it is a part and to the wider scholarly
community
a) Goals pertain to teaching, learning, research and public service in some combination
b) Function is to provide bibliographical and physical access to books and other information sources
required to support the diverse missions of various academic and research institutions
2. Character and quality of an institution of higher learning are shaped in large measure by the nature of its
library holdings and the ease and imagination with which those resources are made accessible to
members of the academic community.
B. The Essentials
1. resources for instruction, research and extension
2. a competent library staff
3. organization of materials for use
4. adequate space and equipment
5. integration of the library with administrative and educational policies
6. integration of the library with the community, state, regional, national and international library resources
7. adequate financial support
8. a workable policy of library government
C. Resources for Instruction, Research & Extension
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1. Essentials of a Good Library Program
a) Content/Collection
b) Competent and Efficient Library Staff
c) Adequate Financial Support
d) Suitable Working Quarters
e) Dynamic Leadership
2. Services/ Functions
a) User services
b) Facilities
c) Technology
3. Collections
a) Print Resources
1) Books
2) Serials
3) Government Documents
4) Other Print Resources
5) Pamphlets
6) Technical Reports
7) Clipping Files
b) Microform Resources
1) Microfilm
2) Microfiche
3) Microcard
4. Graphic Resources
a) Two-Dimensional Graphic Representation
1) Paintings, drawings, charts, diagrams, graphs, photographs, posters, maps
b) Three-Dimensional Graphic Representation
1) Spherical maps or globes, models and mock-ups, dioramas, displays and exhibits, sculpture, kits,
realia—coins, stamps, games, puzzles, toys
5. Audio-Visual Resources
a) Audio resources
b) Film resources
c) Video resources
6. Computer Resources
a) Automated library systems
b) Online databases
c) CD-ROM technology
7. Telecommunication Links
a) LAN/WAN
8. Community Resources
a) Local history collection
b) Oral history
D. Environmental Scanning
1. Needed to be conducted when building resources of an academic library
2. It is a process for gathering information about activities, trends, relationships, competitors, potential
dangers, and any other factors in the environment that could impact the organization (Evans & Ward,
2007).
3. Variables to be considered:
a) Customers – User behavior and needs
b) Competitors/market – other libraries and information centers, services
c) Funding sources
d) Suppliers
e) Labor issues – availability of qualified people for positions in information services
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Legal/regulatory factors – legal concerns for libraries and information services is copyright
Economic trends
Technology
Political changes/trends
Socio-cultural factors – i.e., values, attitudes, demographics, historic context, and customs of the
society in which the organization operates.
Library Collections
1. A distinguished collection of books is the sine qua non of a great academic or research library. There are
other important factors but we should not forget that books are subsidiary to the root element that gives
the library its name – liber, the Latin word for book.
2. The library shall select and acquire materials in all formats (consider electronic formats) to the level
required to support academic programs.
3. Electronic formats cover e-books and online subscriptions to databases.
4. LIBRARY COMMITTEES TO INVOLVE FACULTY (subject experts) and librarians (literature specialists or
subject bibliographers) should actively develop and strengthen library collections in support of curricular
offerings, research and information needs of the academic community.
5. The academic library should hold BIBLIOGRAPHIC TOOLS for both current and retrospective materials
such as standard catalogs, subject bibliographies, periodical indexes, abstracts and some machinereadable files.
6. The library must maintain the following current awareness services: acquisitions lists, list of ongoing
researches, list of periodicals, list of university publications, readers’ interest files and referral lists. Inhouse indexes, in-process files, information files, shelf-lists, and others.
7. USER EDUCATION is usually integrated in freshmen orientation courses. The institution may also offer
reference and bibliography courses in the general education program.
Facilities
1. Building resources
a) Ideally, the library should be housed in one or more buildings adequate to its role within the institution
and should reflect a coherent planning effort.
2. Equipment
a) The library should provide directional, informational and reference services.
b) Provide printed, graphic or electronic media.
c) Must have multi-media equipment to provide services designed for all levels of users: audio-visual
equipment, projection aids, microcomputers, video, microforms and photographic equipment and
facilities.
Financial Resources
1. The sources of funding vary greatly in accordance with the style of the parent institution.
2. Academic libraries usually get an annual appropriation generated from library fees collected from
students.
3. Other sources of revenues are fines, penalties, library energy fee, grants and institutional subsidy and
audiovisual fee to supplement the book fund.
Human Resources
1. The library is dependent on human resources skilled in the knowledge-based disciplines to achieve its
goals.
2. These people select, acquire, process, and arrange the library’s collections; they provide access to these
information and direct its activities and provide its services.
3. The number of library staff required are determined by the programs offered, the extent of services, and
the hours during which the service is offered.
4. While there are no absolute requirements, it is clear that the level of service is determined by the
availability of staff.
5. Staff should include librarians and other professionals, support staff, clerks, and students.
Service
1. What Service means:
a) Any person who enters the library building, calls us on the phone, or enters our Website is a patron.
f)
g)
h)
i)
j)
E.
F.
G.
H.
I.
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b) A patron should be made to feel like the most important person in the world when they have contact
with us.
c) Our building, our actions, our speech, and our attitude communicate our level of concern.
J. Role of the Academic Librarian
1. The librarian as a TEACHER
a) Based on his role as reference specialist, information specialist and bibliographer.
b) An expert in retrieving information by means of catalogs, indexes, reference books and more recently,
modern technology.
c) Acts as provider of information and referral services.
2. As SUBJECT SPECIALIST
a) Responsibilities include selection and collection development, library instruction (including formal
courses), liaison with users and technical services, research assistance and bibliographic services,
current awareness and use of machine-readable databases and helping to improve bibliographic
control of the collection.
3. As LEARNING ADVISOR and FACILITATOR
4. Acts as a HELPER and EDUCATIONAL COUNSELOR:
a) advise faculty on available resources in special subject areas
b) provide resources on teaching units and resources for classroom use
c) assist in locating materials
d) compile bibliographies
e) develop in-service training programs
f) provide referral service
g) develop orientation program for new students
h) assist faculty in compiling reading lists or syllabi
i) provide individualized reading list
j) participate in team teaching
k) coordinate with faculty in book selection
l) assist in selecting reading materials
m) provide training programs for faculty as well as orientation program for new faculty
n) provide reading guidance through conference with individual student, instructor and guidance
counselor
K. Linkages / Cooperation
1. Consortia, networking, inter-lending, resource sharing, cooperative acquisition, shared or cooperative
cataloging is a welcome consequence in this era of rapid information explosion and shrinking budget
2. Cooperative arrangements are in the form of interlibrary loans, resource sharing on limited basis, staff inservice training and use of bibliographic tools for reference, acquisition, cataloging and classification
purposes.
L. Information Technology and the Academic Library
1. The modes of library operations have dramatically changed with the advent of information technology.
2. Among these developments is the introduction and acceptance of microforms as storage of information
and the use of audiovisual in user education as new information media.
3. Computers further revolutionized library processes and delivery of vital services.
4. Successful interfacing with telecommunications that allows networking and remote access of online
databases.
5. Another development which accelerated acceptance of the use of computers in libraries is the recognition
of management of the role that timely and accurate information plays in their work thus leading to fuller
support of information stores and to an increasing demand for computer-literate librarians.
M. Hybrid Libraries
1. Libraries that have both physical collections and digital collections.
2. They consist of a combination of traditional preservation efforts such as microfilming and new
technologies involving digital projects.
3. Hybrid Libraries: Information Sources Accessed Across Networks
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a) Books published in the traditional way, electronic books and mixed media books in a variety of
formats (e.g. paper, CD-ROM)
b) Journals published in paper, electronic and hybrid formats
c) Reports, whether paper or electronic or both
d) Patents, standards, etc. whether paper or electronic or both
e) Official documents, including legislation, again whether paper or electronic or both
f) Slides and other images in analogue formats
g) Images in digital formats
h) Analogue audio tapes
i) Digital audio
j) Analogue video
k) Digital video
l) Geospatial information, such as paper-based and digital maps
m) Collections of data, e.g. in demographic databases
n) Grey literature, such as ‘junk’ mail, election addresses, etc.
o) Websites and individual web pages
p) Java applets
q) Computer files of various types
r) Streamed data, such as that from satellite observation or news-feeds
s) Semi-published or unpublished company records
t) Dynamic documents created when they are requested
u) Dynamic documents updated automatically from a remote source
N. Digital Libraries
1. Libraries in which collections are stored in digital formats (as opposed to print, microforms, or other
media) and accessible by computers.
2. The digital content may be stored locally, or accessed remotely via computer networks.
3. A digital library is a type of information retrieval system.
O. Leadership
1. Leadership for today is a collaborative activity. It generates the opportunity for all members of an
organization to engage in visioning and motivating one another to meet the challenges of a continually
changing environment.
2. The outcome is that the organization moves forward to achieve its goal of fulfilling the information needs
of the community it serves.
3. Leaders require specific characteristics and skills to make this happen.
4. Making the right decisions, taking action at the right time, and building trust with the community have
always presented challenges, but the way these can be accomplished continues to change dramatically
(Evans & Ward, 2007).
P. Evaluation of Academic Libraries
1. An academic library can be evaluated in the following components:
a) Administration
1) Consideration should be given to such factors as:
i.
evidence that the librarian and staff have a clear understanding of the objectives of the library
ii.
the existence of a definite statement of the responsibility and authority of the librarian
iii.
the efficiency of the library’s administrative organization
iv.
evidence that the major policies and procedures in technical processes and public services
have been clearly formulated and are thoroughly understood by the staff responsible for
carrying them out
v.
the efficiency of budget and accounting procedures
vi.
the existence of close and cordial relationship between the library, administration and faculty
b) Book Collections
1) Some methods of evaluating book collection are:
i.
checking the book collection against standard lists
ii.
checking the reference collection against selected lists of reference books
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iii.
faculty appraisal of the book collection through systematic study of bibliographic and standard
lists
iv.
maintaining records of borrowings by students and instructors of each department
v.
study of student and faculty failure to secure books they need from the library collection
during a given period
2) Six (6) bases of departmentalization of library collections:
i.
Function
ii.
Activity or Process
iii.
Clientele
iv.
Geography
v.
Subject
vi.
Form of Material
3) Evaluation Periodicals
i.
Periodicals are important in the college library for several reasons:
1. Supply reading collateral to students’ course
2. Provide general and recreational reading
3. Keep the faculty informed of developments in their field
4. Furnish research material for the more mature students and faculty
ii.
For evaluative analysis of periodical collection, there are periodical guides, similar to the
Classified list of periodicals for the college library which may be used for checking purposes
iii.
The periodical collection must also be evaluated for completeness of back files for the
purpose of instruction and research
iv.
Accessibility of book and periodical collections is another measure of evaluating library
service.
c) Staff
1) There are two things of first importance in the evaluation of the staff:
i.
the ability of the staff to do work assigned; and
ii.
the conditions under which the staff works.
2) Factors to consider:
i.
Education and training
ii.
Appropriate experience
iii.
Personal qualities
iv.
Attitudes toward work and service
v.
Participation in administrative committee work
vi.
Staff size in relation to amount and kind of services rendered and the number of hours the
library is open
d) Finance
1) The quantitative measurements include:
i.
The total expenditure for library service in relation to:
1. the total expenditures of the college for educational purposes
2. the service load of the library
3. the expenditures of other college libraries of similar size, type and function
ii.
The per capita expenditures of the library for specific purposes, such as books and services
iii.
The distribution of library expenditures for specific purposes, such as books and services
e) Library Use
1) Circulation. The most important measure of the effectiveness of a library is the extent to which it is
used.
i.
Circulation statistics
ii.
The popularity of Xeroxing parts of books for study and research would also affect circulation
figures
f) Reference Services
1) Keeping quantitative records of different types of reference questions
2) Amount of time devoted to the varied operations of the reference department.
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3) Many college libraries keep regular statistics of the questions asked at the reference desk:
i.
The statistics may be further refined to show how many inquiries were received from
students, faculty, administrators, and non-campus users.
ii.
A count and sometimes listing of typed bibliographies prepared by the reference staff in
response to specific inquiries is frequently kept.
iii.
A record of unanswered questions has value in building up the reference collection.
iv.
Records of inter-library loans afford an additional measure of one part of the reference
department’s work.
g) Buildings and Equipment
1) Consider the following:
i.
Suitable site centrally located with reference to classroom buildings.
ii.
Provision for a growing collection of books with possibility for future expansion.
iii.
Sufficient reading space for study, reference and research and general reading purposes with
provisions for future expansion.
iv.
Proper arrangement, space and relationships among areas devoted to loan desk service,
card catalog, book stack, bibliographical tools, workrooms in which books are cataloged and
prepared for the shelves.
v.
Administrative and workroom space for the acquisition and preparation of books.
vi.
Small conference rooms adjoining service departments for working quarters and for
consultation with readers by the staff of the departments.
vii.
Special facilities such as carrels, seminar rooms, and similar facilities placed as conveniently
as possible to the book stack collection.
viii.
Suitable lighting in reading rooms, working quarters, and card catalog areas.
ix.
Storage and exhibit facilities for special materials, such as finely printed and rare books, map
collection and other materials.
x.
Special provision for audio-visual, computer services, photocopying services.
xi.
Booklifts and elevators.
xii.
Air conditioning and sound proofing.
xiii.
Facilities/installations for automated library processes.
xiv.
Other facilities as adequate toilet facilities, storage and receiving rooms, and janitor space.
2) Academic libraries should have adequate space for the office of the librarian and staff, readers
and collections.
3) Whether occupying the building of its own or only a part of a building, it should be strategically
located and should be accessible to the students and faculty.
i.
The reading room should have a seating capacity of not less than 10% of the total enrolment
computed at 1.86 sq. m. or 20 sq. ft. per reader.
ii.
There should be space provisions for work areas of the library personnel computed at 50 sq.
ft. or 4.6 sq. m. of floor space per staff member
iii.
Standard library furniture and equipment should be provided for storage and retrieval
purposes of library materials.
iv.
Shelving space to accommodate 7 books per linear foot should be provided. Shelves should
not be more than 6 1/2 feet high.
v.
Space provision for hardware facilities (cyber nooks, data centers, etc.)
Q. Library Cooperation in Academic Libraries
1. Most cooperative programs are directed toward the achievement of one or more of three major goals:
a) improving bibliographical access to library materials
b) improving physical access to library materials
c) engaging in cooperative collection development
2. Bibliographic access is achieved through:
a) Standardization of bibliographic data
b) Authoritative serials database
c) Union lists and union catalogs
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d) Cooperative cataloging utilizing computer technology and producing computer-based bibliographic
databases
3. Physical access is achieved through:
a) Interlibrary lending
b) Regional networking
c) Direct access through telecommunications, photocopying service, special delivery or communications,
such as telefacsimile
4. Cooperative collection development
a) Cooperative acquisition
b) Universal Serials and Book Exchange (USBE)
c) Shared or cooperative purchasing
R. Library Redesign
1. With Evaluation Results, you can now Redesign your library:
2. Strategies
a) Access Services
b) Public Services
c) Technical Services
d) Collection Development
e) Technology [convergence/collaboratory]
f) Resource Sharing
g) Public Relations
h) Special Services
i) Non-Print Media
j) Physical Facilities
S. Library Consortium
1. A formal association of libraries usually restricted to a geographical area, number of libraries, type of
library, or subject interest, which is established to develop and implement resource sharing among
members and thereby improve the library services and resources available to their target groups. Some
degree of formalization of administration and procedures is required.
V. Management of Public Libraries
A. Introduction
1. Definition: 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)
B. Missions of the Public Library
1. Creating and strengthening reading habits in children from an early age;
2. Supporting both individual and self-conducted education as well as formal education at all levels;
3. Providing opportunities for personal creative development;
4. Stimulating the imagination and creativity of children and young people;
5. promoting awareness of cultural heritage appreciation of the arts, scientific achievements and innovations;
6. Providing access to cultural expressions of all performing arts;
7. Fostering inter-cultural dialogue and favoring cultural diversity;
8. Supporting the oral tradition;
9. Ensuring access for citizens to all sorts of community information;
10. Providing adequate information services to local enterprises, associations, and interest groups;
11. Facilitating the development of information and computer literacy skills; and
12. Supporting and participating in literacy activities and programmes for all age groups, and initiating such
activities if necessary.
C. Funds, Legislation & Networks
1. The public library, shall, in principle be free of charge.
2. The public library is the responsibility of local and national authorities. It must be supported by specific
legislation and financed by national and local governments. It has to be an essential component of any
long-term strategy for culture, information provision, literacy and education.
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D. Operations & Management
1. 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.
2. Cooperation with relevant partners – for example, user groups and other professionals at local, regional ,
national as well as international level- has to be ensured.
3. Guidelines for Public Libraries
a) IFLA “Guidelines of Public Libraries”
b) Fundamental and Common Purposes and activities that a Public Library Can Serve
c) Objectives and Mission Statements of Public Libraries
d) Minimum Standards for Philippine Public Libraries ( as proposed by a Committee from the National
Library ) to the Board for Librarians
E. The Public Library System of the Philippines
1. American Circulating Library established on March 9, 1900 *Ms. Charles Greenleaf *Ms. Nellie Young
Egbert
2. Act. No. 96 - March 5, 1901
3. Act No. 222 - September 6, 1901
4. Act No. 1175
5. Iloilo Provincial Library - October 29, 1916
F. Public Libraries as Categorized
Level
# of Libraries
Regional
1 out of 16
Congressional
3 out of 250
Provincial
49 out of 81
City
101 out of 136
Municipality
576 out of 1,500
Barangay Reading Center 499 out of 41,975
1. Listed in the Public Libraries Division is a total of more than 1000 affiliated public libraries but only about
70 % of them are considered operational.
2. Public libraries are established at the whims and interests of the LGU officials.
3. MOA between LGU and TNL is required before a public library is considered an affiliate of the National
Library.
G. Laws / Legislations Relevant to Public Librarianship
1. RA 7160 – Local Government Code
2. RA 411 – An act to provide for the establishment, operation and maintenance of municipal libraries
throughout the Philippines, appropriating funds therefor
3. RA 7743 – An act providing for the establishment of congressional, city and municipal libraries and
barangay reading centers throughout the Philippines, appropriating the necessary funds thereof and for
other purposes
4. Act No. 1849 – The lawmakers in the Philippines Assembly created the Philippine Public Library through
Act No. 1849, June 3, 1908
5. RA 3873 – An act changing the name of the Bureau of Public Libraries to the National Library
6. RA 8047 – An act providing for the development of the book publishing industry through the formulation
and implementation of a National Book Policy and a National Book Development Plan.
7. RA 7160 – An act providing for a Local Government code of 1991
8. RA 7356 – An act creating the National Commission for Culture and the Arts, establishing a national
endowment fund for culture and the arts, and for other purposes.
9. RA 6966 now RA 9246 – (6966): An act regulating the practice of librarianship and prescribing the
qualifications of librarians; (9246): an act modernizing the practice of librarianship in the Philippines
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thereby repealing republic act no. 6966, entitled: "an act regulating the practice of librarianship and
prescribing the qualifications of librarians," appropriating funds therefor and for other purposes.
10. RA 8392 The Higher Education Modernization Act of 1998
11. CSC Office Memo 99, S 2001
a) The organizational set-up of public libraries is dependent on the LGU. At Present, due to the
implementation of the Local Government Code, majority of the country’s public libraries are under the
administrative supervision of the Legislative branch of the LGU. NLP assumes the technical
supervision.
H. National Libraries
1. History
a) National Libraries dates back as early as the 15th and 16th centuries. The Biblioteca Marciana in
Venice (1468) and the Bibliotheque Nationale of France (1537) have been recognized as pioneers of
this type of library. Bibliotheque Nationale was first named the Royal Library and was declared by the
national convention as the national library.
b) During the 19th century, there were twenty national libraries in the world. Though access to
collections was limited at first, the situation changed drastically in the 1950s. Missions of national
libraries were associated with social needs. Presently, the two biggest national libraries are the
Library of Congress and the Russian State Library.
c) IFLA has a section CDNL – Conference of Directors of National Libraries and a subsection at regional
level – Asia-CDNLAO – Conference of Directors of National Libraries of Asia and Oceania. CDNLAO
holds annual meetings to discuss issues, concerns and programs of its membership.CDNL holds its
meetings during IFLA Congress. CDNLAO is asked to report to CDNL on its activities and status.
CDNLAO meetings are held during IFLA Congress. Election of CDNLAO officers are held and as
agreed upon, the Director of the National Library of the host country shall preside during the meeting.
2. Definition: A library is called a national library when it is “ the official depository of printed works; a general
access library; an information-bibliographical center; a center of coordination, planning, and stimulation of
the entire library system of the nations”.
3. Functions
a) National libraries are designated as legal depositories of their country’s records;
b) The collections of national libraries are encyclopedic in scope. They should acquire substantial
portions of national and international literature and records thru legal deposits and international
exchanges;
c) National libraries produce card catalogs and make them available to the whole country’s libraries.
They also construct union catalogs and current bibliographies;
d) National libraries act as clearing houses for interlibrary loans;
e) A national library is libraries’ library which provides technical standards, establishes professional code
of practice, etc.;
f) National libraries shall be kept with up to date innovative techniques, such as microfilming, photo
duplication;
g) Some national libraries have “no longer sheen publicity nor disdain popularity”; they are increasing in
public awareness by sponsoring exhibits, lectures, seminars; and
h) Some national libraries conduct schools of library science and provide quarters and secretarial
assistance for the professional associations.
I. The National Library of the Philippines
1. One of the cultural agencies of the government. At present, through Executive Order No. 08 issued in
March, 1999 and for purposes of program and policy coordination, it is under the National Commission for
Culture and the Arts NCCA).
2. The Library has two functions, as a national library and as a public library. As a national library, it is the
repository of the written and printed cultural heritage of the country. Headed by a Director who is
appointed by the President of the Philippines, with an Assistant Director, also a presidential appointee, it
has a staff complement of a little less than two hundred.
3. History
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a) The nucleus of The National Library is the Museo Biblioteca de Filipinas established in 1887 with Don
Pedro A. Paterno as the first Filipino Director. It has a measly collection of books. Don Paterno was
also responsible in publishing the first library periodical in the Philippines, Boletin del Museo
Biblioteca de Filipinas. The Museo-Biblioteca ceased its operation during the end of the Spanish
regime.
b) During the American period, the American Circulating Library was established by Mrs. Charles O.
Greenleaf on March 9, 1900 in memory of the Amercian soldiers who died in the Philippines. Ms.
Nellie Young Egbert was the first librarian. This was turned over to the Insular government in 1901.
c) In 1909 it was made a division of the Philippine Library with Dr. James Robertson as its first director.
The Philippine Library was organized to unify all activities of government libraries. The first Director of
the Philippine Library was a bibliographer and a well known historian. He co-edited with Emma Helen
Blair the 55-volume “The Philippine Islands”.
d) When Dr. Robertson resigned in 1915, his successors to the position of Director were either Filipino
scholars or trained librarians. Dr. Trinidad H. Pardo de Tavera was the Library Director when the
Philippine Library Association was organized in October, 1923. He also became the first president of
the Association.
e) Since then, The National Library had already 16 directors, the present, its 17th.
4. Present
a) Location − after transferring from one location to another, finally the Library found its permanent home
at T. M. Kalaw Street, Manila, a building constructed out of public contributions during the birth
centenary anniversary of Dr. Jose P. Rizal in 1961.
b) At present, and after the implementation of the government’s rationalization plan, The National Library
has nine divisions. These are: Filipiniana; Reference; Bibliographic Services; Collection Development
and Catalog Division; Information Technology Division, Public Libraries Division, Research and
Publications, and the Financial and the Administrative Division.
c) The Library has an aggregate collections of more than one million volumes excluding the non-book
materials and rare books and manuscripts and the books allocated to all public libraries.
d) In 1991, The National Library with the support of the National Commission for Culture and the Arts
was able to work for the passage of Proclamation No. 837 signed by President Corazon C. Aquino
declaring November 1991 and every November thereafter as Library and Information Services month.
e) The National Library and the Philippine Library Association worked out for the issuance of
Proclamation No. 109 designating November 24-30 each year as National Book Week. It was signed
by President Manuel L. Quezon on November 19, 1936. International and regional conferences held
in the Philippines were co-sponsored by The National Library and the Philippine Library Association
too. These are some activities related to educational and cultural concerns of The National Library.
f) A cultural agency that had experienced a series of name changing, The National Library finally got its
more appropriate name on June 18, 1964 with the passage of R.A. No. 3873 but on May 13, 2010
President Gloria Macapagal Arroyo signed Republic Act 10087 changing The National Library (TNL)
to National Library of the Philippines (NLP) to be easily identified with its peers of other countries in
regional and international events.
5. Mission
a) The National Library of the Philippines as the repository of the printed and recorded cultural heritage
of the country and other intellectual, literary and information sources shall provide access and
services to these resources for the people’s intellectual growth, citizenship building, lifelong learning
and enlightenment, and shall ensure the preservation and conservation of these materials for the
future generations of Filipinos.
6. Vision
a) Fulfillment of its leadership role among the nation’s libraries by continuously spearheading projects
and programs directed to the development of library and information services in the country.
7. Objectives
a) To acquire and preserve all Filipiniana materials;
b) To provide national bibliographic services;
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c) To develop, in cooperation with local government units, a system of public libraries and information
centers throughout the country;
d) To provide information, reference and research resources to the public;
e) To promote, establish and maintain national and international standards in library and information
services.
8. Issues, Trends and Developments
a) Full implementation of the Integrated Library Computerization Project as part of National Library
services
b) Public Libraries Information Network (PUBLIN) launched May 27, 1998, one component of the
Philippine Library Information Network (PHILIN), a networking and resource sharing among public
libraries.
c) New and On-going Projects:
1) The Philippine eLibrary Project
2) The establishment of Children’s Library at the second floor inside the Reference Division.
3) The continuing activity of preserving and conserving the precious cultural heritage of the country
at the Filipiniana Rare Books and Manuscripts Section and at the Special Collection Section
d) Digitization of Filipiniana rare books, special collection and manuscripts
e) Production of Guides to the different collections in the different divisions
f) Installation of Electronic Alarm System
g) Continuous acquisition of books and other library materials for the collection development of the
reading areas of the central library and for allocation to the public libraries
h) Staff development and the continuing professional education.
i) Implementation of laws such as R.A. 7743 and R.A. 8293 otherwise known as the Intellectual
Property Code under which is the Copyright Law
j) Continuous acquisition and organization of government publications
k) The Library for the Blind caters to special clientele: the blind and the visually handicapped
l) The establishment of the Phil Presidents Room
VI. School Library Management
A. Introduction
1. Students with well-equipped library media centers, staffed by professional library media specialists,
perform better on assessments of reading comprehension and basic research skills.
B. School Library Standards
1. School library (IFLA/UNESCO)
a) Provides information and ideas so students can function successfully in society
b) Equips the student with life-long learning skills
c) Develops the imagination
d) Enables them to live as responsible citizens
2. Development of U.S. Standards
a) ALA, 1920 – standards for secondary school libraries
b) ALA,1925 – Elementary School Library Standards
c) ALA, 1925 – National Standards: School Libraries for Today and Tomorrow
d) ALA, 1960 – Standards for School Library Programs (AASL)
e) ALA,1969 – Standards for School Media Programs
f) ALA, 1975 – Media Programs: District and School
g) ALA, 1988 – Information Power: Guidelines for School Library Media Programs (AASL & AECT)
3. Development of Philippine Standards For School Libraries
a) DECS, Bulletin #1, s.1988 - DECS & Phil Assn. of School Librarians (PASL)
b) DECS ORDER No. 6, s. 1998- Standards for Philippine School Libraries: School Library Media
Centers
c) Dep Ed Order no. 56 s. 2011 (July 19, 2011) - latest standards for School Library Media Centers
C. School Library Media Program
1. Mission
a) ALA – ensure that students and faculty are effective users of ideas & information.
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b) Mission accomplished by:
1) Providing access to materials in all formats
2) Providing instruction
3) Collaborating to design learning strategies
2. Goals
a) Provide access to information thru:
1) Curricular learning activities that help students achieve info literacy & contribute to life-long
learning
2) Collection of diverse resources in all formats acquired inside & outside
3) Collaboration & assistance to teachers in use of instructional/info technology
3. Philippine Standard for School Library Media Centers
a) Introduction
b) I. Mission, Goals & Objectives
c) See Dep Ed Order no. 56 s. 2011 (July 19, 2011)
4. Specific to School Overall Objective
a) help students be info literate − learn how to learn: know how knowledge is organized/ how to find &
use information
b) prepared for lifelong learning − can always find info for any task or decision at hand
D. Personnel
1. AASL Position on Appropriate Staffing
a) Success of lib program depends on quality & no. of personnel
b) Well-educated & highly motivated prof staff, supported by tech/clerical staff
2. 3 Categories
a) Professional: education & certified as librarians by PRC
b) Paraprofessional: qualified in special area of library work
c) Nonprofessional: has clerical and/or secretarial training/experience to carry out routine operations
3. Duties of Library Personnel
a) Duties of Professional Librarian
1) Helps integrate tech in school program; plans w/ teachers to help students use library resources &
develop info lit skills; offers staff development programs; acquires materials/technologies to meet
needs; updates self professionally.
b) Duties of Para professional
1) Produce materials; repair equipment; assist users locate/select/use materials & equipment.
2) Plan/prepare displays; answer simple reference queries; maintain library records.
c) Duties of Non professional staff
1) Performs clerical/secretarial work (e.g. correspondence, maintains/updates.
2) Records & inventories, transacts library operations (e.g. files invoices, verifies purchases, etc.).
d) Philippine Standard III. Human Resources
1) See Dep Ed Order no. 56 s. 2011 (July 19, 2011)
e) Skills & Qualities of Library Personnel (IFLA/UNESCO)
1) Ability to communicate positively, understand & cooperate w/ individuals & groups in/outside
school.
2) Has knowledge/understanding of cultural diversity, learning methodology & educ theory, info
skills/IT, child lit/media, management & marketing.
E. Budget
1. Prerequisite Information
a) Sources of financial support - administrative pie & library fees; allocated by school board, principal
and/or director; augmented by book fines & donations
b) Library standards and accreditation levels are goals, therefore library development plans should be
supported by adequate funding so these will be realized
c) Inventory of collections - inventory of materials/ equipment/services show present status; present
directions for future growth to achieve standards, i.e. dev plans in 3 or 5 or 10 - yr. projections
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d) Know curricular/extra-curricular offerings so know the materials & equipment that need to be acquired
e) Know the school budget system & calendar, accounting code & requisition forms for books/AV
materials/supplies/ repairs; purchases of new equipment; changes in facilities/physical plant
f) Budget Projections allow for: flexibility in enrollments, changes in instructional strategies, curriculum
changes, technological advancements, inflation.
g) Budget levels - determine a budget by choosing a particular level & method of allocating funds
h) Financial Records to maintain - record expenditures of items: date/amount spent, vendor/invoice #;
running balance for each category; annual financial report
2. Strategies to Get Financial Support
a) Apprise administrators of positive correlation btw size of lib collection/staff and student’s acad
achievement
b) Inform administrators of internal/external financial changes that affect library’s funding needs.
c) Enlist help of faculty in recommending purchases
d) Indicate areas where funding is crucial because of new technology
e) Submit realistic budgets reflecting actual needs & what can be achieved with proposed funding
f) During budget presentation - reflect background work & careful planning, highlight steps library is
taking to control/curtail rising costs, indicate accomplishments as a result of previous budgets
g) Budget Process − determine library goals (prioritize programs & identify costs); assess & finalize draft
of budget; develop & practice your presentation; present budget & await approval; implement &
monitor budget
h) Philippine Standard VIII. Financial Resources
1) See Dep Ed Order no. 56 s. 2011 (July 19, 2011)
F. Functions & Services
1. Main Considerations When Planning Services
a) Library users - analyze characteristics of school community (cultural/socio-economic demographics,
etc.), curricular/extra-curricular needs, educational skills
b) Available library resources -consider the following: physical plant, collection size & depth, media
formats & present/future planned technologies and service hours
c) Competencies of the library personnel prof competencies - able to provide info services, manage info
resources, etc. personal competencies - skills/attitudes/values enable lib to be efficient, communicate
well & continue professional development
2. Services to Students
a) Promote love of reading by choosing new books for students
b) Assist students in extra-curricular activities
c) Teach lib info skills in context of classroom research assignments
3. Services to Faculty/Staff
a) Collaborate/develop lesson plans w/ teachers that hone critical thinking & info lit skills
b) Up-date teachers on current technologies
c) Help faculty prepare AV materials
d) Ask faculty as subject specialists to select resources
e) Inform them about new journal contents, books and equipment
f) Support concerns/issues of staff and committees - counselors, student supervisors, committees on
discipline, celebrations, etc.
4. Services to Administrators
a) Inform about best practices, new programs, educational trends
b) Research about topic/agenda of meetings
c) Updates about his/her interests & concerns
d) Plan with administrator based on teaching/learning needs of teachers & students
e) Provide library guidelines/standards to help principal know more about the library program
5. Philippine Standard V. Services and Utilization
6. Philippine Standard VII. Information Technology Facilities and Services
7. Philippine Standard IX. Linkages and Networking
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a) See Dep Ed Order no. 56 s. 2011 (July 19, 2011)
G. Facilities
1. Purpose: provide the physical space where the info needs of the school can be met.
2. Factors to Consider:
a) Location – easily accessible; noise-free & pollution-free
b) Size – accommodate activities that promote learning
c) Lay-out – flexible learning environment accommodates multiple uses/new technologies
3. Space for 5 Major Service Functions
a) Reading, listening and viewing areas
b) Distributing, organizing, accessing/storing collections: circulation desk (card catalog and security
system), workroom and librarian’s office, reading rooms, stacks
c) Producing instructional materials: preparation of graphics (slides, transparencies, computer graphics,
etc.), duplication of materials, photography, videotaping and/or audio production
d) Maintaining and repairing equipment: work area with work tables & adequate tools
e) Providing IT services: Internet access for research and study
4. Factors: Number of computers, OPAC, database searching, automated circulation
5. Environmental Elements:
a) Lighting- 35-70 ft candles for regular viewing; 100-200 ft. candles for work needing more illumination;
dark areas for projection; emergency illumination for safety
b) Thermal environment - Heating, cooling & ventilation
c) Factors: library location , comfort of users, thermal requirements of materials/equipment
d) Electric Power - sufficient number of electrical outlets in many locations; automatic voltage regulators
and transformers for AV equipment
e) Color - May have positive or negative influence on children & YA; cheerful, bright areas of color
stimulate children; aesthetic appeal to students
f) Furnishings - safe & comfortable; size & height appropriate for students; individual carrels & small
tables; shelves in different sizes/types for extra-large picture books, thick references, hard-bound
books, magazines; display facilities.
6. Philippine Standard VI. Physical Facilities
a) See Dep Ed Order no. 56 s. 2011 (July 19, 2011)
H. Collection
1. Collection Development Policy
a) Philosophical/practical basis for developing collection
b) Coordinates acquisition, organization, circulation & maintenance of lib. resources
2. IFLA: written with involvement of school community; outlines role of library in relation to: curriculum,
learning methodology, students’ needs, faculty teaching needs, national standards/criteria and levels of
achievement.
3. Selection/Acquisition of Resources
a) Strength of a lib program determined by availability of resources in all formats...varying levels of
difficulty...diverse appeal...many points of view.
4. General Criteria for Selection
a) Authority & scope, authenticity, format & technical quality, treatment/arrangement, aesthetic
considerations, price, special features, general suitability.
5. School Library Materials
a) provide information that: support student research, enhance/enrich the curriculum, encourage student
hobbies/interests and motivate students to learn how to learn.
6. Types
a) Similar to other libs: reference, non-fiction, fiction, periodicals/newspapers, AV and IT resources.
b) Different from other libs: reading level & topics of interest to children/YA
7. Selection Aids
a) for print materials – Wilson Catalogs
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I.
J.
b) for non-book core collection – H.W. Wilson Nonbook Materials Core Collection (www.hwwilson.com) –
reviews electronic, digital, audiobooks, videos, non-bk items for pre-K to 12; reviews adult/prof. mat/ls
used in curriculum.
c) for internet sources – explore the websites of professional associations for librarians
8. Special Collections for School Libraries
a) Picture books, children’s classics, award winning books for children/YA, paper backs, career
materials.
Awards
1. US Awards for Children’s Literature
a) Newbery Medal – most distinguished contribution to American lit for children
b) Caldecott Medal - best illustrated book for children
c) Batchelder Award -outstanding children's bk translated into English
d) Geisel Medal - most distinguished beginning reader book pub in US
e) Belpre Medal - outstanding work for children/youth by Latino/Latina writer and illustrator
f) Andrew Carnegie Medal - outstanding video production for children
g) Odyssey Award - best English audio book for children/YA in US
h) Sibert Medal - most distinguished informational book
i) Wilder Medal - for an author/illustrator whose books, published in US, made substantial/lasting
contribution to children’s lit over the yrs.
2. Philippine Awards
a) Philippine Board of Books for Young People
b) PBBY Salanga Writer’s Prize - for children’s stories
c) PBBY Alcala Illustrator’s Prize - for best illustration
d) Carlos Palanca Memorial Awards for Lit. - "Pulitzer Prize" of the Phil.
e) has several categories for children’s lit. - Kabataan Sanaysay, Kabataan Essay in English, Tulang
Pambata, Maikling Kwentong Pambata, Short Story for Children, Poetry for Children
f) Pilar Perez Medallion for Young Adult Literature - The competition was part of Teens Read,Too!
campaign of Adarna House, Filipinas Heritage Lib., Candy Magazine, MTV Ink, & Phil. Daily Inquirer;
discontinued in 2003
g) Philippine National Children's Book Awards (NCBA) - very best children's/YA books awarded every 2
yrs. by Philippine National Book Development Board (NBDB) & Phil Board on Books for Young
People (PBBY)
h) Ceres Alabado Award for Outstanding Contribution in Children's Literature
i) Gintong Aklat Award (Golden Book Award) - for all-around excellence
3. International Awards
a) Hans Christian Andersen Award - Nobel Prize for "lasting contribution to children's literature" - given
biennially by International Board on Books for Young People (IBBY)
b) Astrid Lindgren Memorial Award - rewards lifetime achievements; world's largest prize for children's &
YA literature
4. Online Award
a) Children's & YA Bloggers' Lit. Awards -1st major series of book awards given by children's/YA book
bloggers
Organization, Circulation, Maintenance
1. Organization
a) Most school libraries use DDC, Sear’s List of Subject Headings, AACR2
2. Circulation
a) Routines/procedures to ensure effective circulation = circulate as many as possible most of school
year
b) Consult faculty/ administrators to develop consistent policies/procedures for borrowing
3. Maintenance
a) Weeding, checking materials for cleaning, monitoring equipment for repair, inventor
b) Evaluation – part of maintenance process; determines how effectively collection meets needs of
users.
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4. Philippine Standard IV. Collection Management
a) See Dep Ed Order no. 56 s. 2011 (July 19, 2011)
K. Accreditation
1. Philippine Accreditation Agencies For Schools
a) PAASCU - Philippine Accrediting Association of School, Colleges and Universities (1957)
b) PACUCOA - Philippine Association of Colleges and Universities Commission on Accreditation (1977)
2. Accreditation Process
a) School signifies its intention to the agency for accreditation
b) School makes self-survey and prepares/submits reports to agency
c) Seam of accreditors visit school
d) Accrediting agency makes decision to grant or defer accreditation to school
3. Library Reports to be Prepared for Accreditation
a) Collect data that show performance in library development; collaborative activities/linkages; finance;
staffing; services
b) Include: summary of major accomplishments/concerns; library development plan over a 3-5 yr. period;
process of assessing progress towards lib goals
c) Appendices: statistical reports/data on circulation, inventory; facilities/equipment use; user requests;
faculty/student use; assessment/survey/evaluation of library performance; lib budget/finances;
staffing, etc.
d) Accreditation visit – an opportunity for consultancy; learn new perspectives; get affirmation of
direction; interview of the accreditor based on library report; solicit recommendations & advice on
plans
e) Recommendations of Accrediting Agency - check if appropriate vis-a-vis library’s goals; inform
staff/library users so will know why & how to implement; assess recommendation and monitor
implementation to determine success
L. Role of School Library Administrator
1. Information Power states that responsibilities of a Library Supervisor are:
a) Teacher/instruction consultant − implements integrated program of lib/info skills instruction; guides
students so can come up w/ new knowledge & understandings; develops/implements studentcentered lib program based on school’s VMG, curriculum & promotes info lit. skills; serves as
resource person to school community; orients regarding use of instructional resources/technology
innovations.
b) Communicator − conveys information thru print (newsletters, manuals, bulletins, reports/studies); AV
presentations; internet - library webpage, etc.
c) Manager − administers/prepares budget reports; selects, prepares & maintains collection; plans &
implements policies/SOPs; handles personnel management, environment/facility management,
linkages/networking.
2. Philippine Standard II. Administration
a) See Dep Ed Order no. 56 s. 2011 (July 19, 2011)
M. Challenges of School Libraries
1. ADVOCACY
a) Librarians are the face of their library, so should talk positively about the library everyday.
b) IFLA – library has a written marketing & promotion policy w/ following elements: objectives &
strategies, action plan and evaluation methods.
2. BE PROACTIVE
3. CHALLENGES
a) Acquire IT so students learn how to function in electronic environments
b) Lead in promo/application of technologies that facilitate teaching
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c) Develop programs/services/collections that respond to students’ learning needs
d) Design resource-based learning units that develop info literacy for all subject areas
e) Organize/manage media centers to respond to changing info needs of students/faculty
4. BENCHMARK
a) Contact/visit school libraries, join professional organizations and consult school librarians to help you
develop your library.
VII. Management of Special Libraries
A. Definition & Objectives
1. ALA (American Library Association): a library established, supported, and administered by a business
firm, private corporation, association, government agency, or other special-interest group or agency to
meet the information needs of its members or staff in pursuing the goals of the organization.
2. SLA (Special Library Association): a library that provides focused, working information to a special
clientele on an on-going basis to further the mission and goals of the parent organization.
3. Special libraries are libraries established and supported by private and government agencies,
corporations, research institutions, international organizations, and others (i.e. academic, school) that
collect, manage, preserve, and provide immediate access to knowledge resources dealing with
specialized subjects, and focused information services to its clientele. (Definition formulated by the Task
Force on the Revision of the Philippine Special Library Standards, August 1, 2013)
4. The library advances the goals of the organization it serves and prioritizes the fulfillment of staff/clientele
information needs.
a) It shall develop a clear statement of its vision and mission which is aligned with the goals of the parent
organization.
b) The vision and mission shall be displayed on a strategic place in the library and on the library’s
internet portal or website. (Adopted by the Task Force on the Revision of the Philippine Special
Library Standards and the Panel of Reviewers convened by the Professional Regulatory Board for
Librarians in a Consultation Workshop held on August 1, 2013 at the National Library, Manila.)
5. Established as a result of a “perceived need” on the part of the administrative management.
6. Experience has led them to recognize the value of timely and effective library service and the realization
that good information is a part of a corporate strategy. (from “Special Library Objectives” by Elizabeth M.
Sabat in The Management of Special Libraries and Information Centers, 1995.)
B. History
1. July 2, 1909 – a historical date when 26 librarians met at Bretton Woods in New Hampshire to establish
the almost century old Special Library Association (SLA).
2. John Cotton Dana – founder of SLA
3. “Putting Knowledge to Work” – John A. Lapp
4. Father of Special Librarianship in the Philippines: Rufo Buenviaje
5. Why was there a growth?
a) Information explosion / Information society
b) Advances in computer and other ITs
C. Putting Our Knowledge to Work
1. With emphasis on evidence-based practice
2. Evidence-based practice involves consciously and consistently making professional-level decisions that
are based on the strongest evidence from research and best practice about what would work best for our
clients.
3. The areas in which decisions are made are cited in the SLA competencies document: selection and
acquisition of information resources; methods of information access; selection and use of information
technologies; and management of library and information services.
4. Flourishing of SLs and ICs - reflection of their success in responding to the recent trends and the needs
of their parent organization for efficient and effective information handling and management.
5. Associations: SLA, ASLP
a) Examples of SLs in the Philippines: ADB, SEAMEO INNOTECH, DOLE, etc.
D. Types
1. Research
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2.
3.
4.
5.
E.
F.
G.
H.
Corporate / Industrial
Government / Private
Institutional
Academic, School
a) Names: “_________ Library”
b) Sometimes called IC, LRC, Corporate Information Center, Business Information Center, etc. - signifies
broader scope and higher level
Distinguishing Characteristics
1. A special library is distinguished from other types of libraries by its:
a) Information function
b) Location
c) Client
d) Subject scope / subject orientation
e) Size (smallness)
f) Presence of professional librarian and the variety of his/her responsibilities
g) Salaries offered / compensation
What Does a Special Library Do?
1. As an Organizational Unit
a) Library’s place depends on the size of the organization
b) Logical position - one which ensures visibility of service and facilitates direct communication with its
client
c) The decision of where to put the library in an organization is based on:
1) Service sphere
2) Immediate and future plans
3) Communication patterns / Reporting relationships
Personnel
1. The library shall be managed, by a full-time licensed Head Librarian with the appropriate subject
specialization, experience or expertise needed to support the organization’s area(s) of interest and goals.
(Adopted by the Task Force on the Revision of the Philippine Special Library Standards and the Panel of
Reviewers convened by the Professional Regulatory Board for Librarians in a Consultation Workshop held
on August 1, 2013 at the National Library, Manila.)
2. Professional and clerical staff
3. In hiring professional staff in the library, consider the following:
a) Education
b) Personal qualifications
c) Professional specialties
4. Good information service begins with a professional librarian planning and supervising clerical and
support work to be able to achieve the library’s more extensive goals.
Functions
1. Collection Management
a) The library’s collection, regardless of information format, shall reflect the information needs of its
service community, and shall be made available to them and other stake holders.
b) The Head Librarian, in collaboration with the management or appropriate committee, or whichever is
applicable, shall have the authority to select materials to be purchased/subscribed to by the library.
c) There shall be a well-written and updated collection development policy (CDP) that shall include, at
the minimum, policies on selection, acquisition, deselection, evaluation, and gifts and exchange.
d) The library shall address issues on preservation, disaster risk management, and legal concerns, such
as, intellectual property rights, access, and resource sharing of its materials.
e) Collection maintenance practices, such as inventory, evaluation, and care of the collection, shall be
undertaken to ensure that library materials are relevant and responsive to the needs of its service
community.
2. Organization
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a) The library’s collection shall be catalogued and classified using any one of the internationally
accepted standards (i.e., The Library of Congress List of Subject Headings, Sear’s List of Subject
Headings, Special subject Thesauri, The Library of Congress Classification Scheme, Dewey Decimal
Classification, Resource Description and Access, and others).
b) If the need arises, the library shall devise its own organization system, preferably compliant with
internationally accepted standards.
3. Dissemination
a) Library services such as Selective Dissemination of Information (SDI), Current Awareness Service
(CAS), reference services, marketing (publicity and promotions), research services, training services,
information system services, information consulting services
1) Information Needs Assessment / Community Needs Assessment
2) Understanding the internal and external environment; SWOT analysis / TOWS
3) Marketing Plan
4) A lot of ways to market your library! (As long as you’re creative and out-of-the-box thinker, you
can come up with so many ways!)
b) Marketing
1) Web-based marketing - use of the web to advertise and sell products on the web
i.
Social Networking Sites – an online place where a user can create a profile and build a
personal network that connects him/her to other users, create interest groups, post blogs,
videos, music, and other user-generated content (i.e., facebook, multiply, etc.)
ii.
Blog – a type of website usually maintained by an individual who regularly enters
commentary, descriptions of events, or other material
iii.
Microblog – a form of communication that allows users to publish short pieces (usually 140
characters) of content; used by people to talk about their daily activities and to seek or share
information (i.e., Twitter)
iv.
Video & Photo Sharing – increase visibility for library, promote library programs, announce
events, substitute for library tour and orientation (i.e., podcasts, vodcasts, etc.)
4. Services
a) Technical Services
1) Collection development of a wide variety of formats
2) Cataloging and Classification
3) Creation and Management of Databases
4) Archiving and Preservation of Information Resources
5) Indexing and Abstracting
b) Readers’ Services
1) Circulation
2) Conventional and Digital/E-Reference
3) Research Support
4) Non-print and Multimedia
5) Document Delivery
6) Online Public Access Catalog (OPAC)
7) Training on Information Literacy
8) Marketing the Library
9) Photocopying and Scanning Services
Physical Facilities & Work Environment
1. Design & Location
a) The head librarian shall be consulted in planning the location, design, and other specific details of the
library.
b) The library building shall conform with the provisions of Presidential Decree no. 1096, otherwise
known as the National Building Code of the Philippines and any other pertinent laws such as those for
occupational safety and health. User safety, air space, light, ventilation, sanitation and maintenance
shall comply with the provisions of the said laws.
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c) The library shall be conveniently located within the premises of the institution it serves. It shall be
accessible to all staff and to other library clientele.
2. Area & Space Allocation
a) The library shall be provided a well-planned and adequate space for library users, storage of the
collections, work stations for the library staff, and information and communication technology (ICT)
equipment.
b) A separate office shall be provided for the Head Librarian.
c) Discussion and/or private study rooms shall be provided if space is available.
3. Lighting & Ventilation
a) Illumination and ventilation shall follow standards specified in the National Building Code.
b) Heat sensitive materials (films, tapes, discs, etc.) and equipment (computers, viewing devices, etc.)
shall be stored in climate-controlled room.
4. Furniture & Equipment
a) The library shall have necessary equipment to access information. There shall be sufficient number of
Computer workstations with Internet connectivity, at least one printer/scanner and other equipment for
the use of the library staff and clientele.
b) Appropriate library furniture and equipment shall be provided.
5. Safety & Security Measures
a) Safety and security measures shall be in place. Provisions for emergency exit door, fire extinguishers,
emergency warning device, and installation of monitoring camera or electronic surveillance system
and the like shall be provided.
b) Pest control measures shall be utilized, as needed.
c) The library shall adopt a sustainable disaster risk management program.
J. Information Technology-based Services
1. The library shall utilize available Information and Communication Technologies (ICTs) to improve
resources and services.
a) An Integrated Library System (ILS) compliant with international standards on communication formats
(MARC 21, Dublin Core, NISO Z39.50 etc.) shall be in place.
b) Management of ILS, IT equipment, and servers shall be jointly coordinated by librarians and IT
department staff.
c) The library shall have Internet connections with optimum speed, performance, and bandwidth for
quick access to web-based resources and services. Preferably, a dedicated connection for the library
shall be provided.
2. The library shall create and maintain a web site or portal which will serve as the focal point where users
can access resources and services.
3. There shall be enough computers to serve the daily average number of library users.
4. The library shall consider security and privacy issues a major concern. Firewall and filtering policies
should be discussed and negotiated with IT Department in adherence with institutional policy.
5. The library shall develop capacities among its users through instruction and literacy programs on how to
effectively access information and use of relevant technologies.
6. The library shall initiate digitization projects and curate or preserve digital contents following best practices
and established standards.
7. The library shall develop and maintain institutional repositories to preserve the intellectual heritage of the
parent organization.
8. The library shall provide open access to documents emanating from government-funded researches and
grants.
9. The library shall uphold and respect privacy and intellectual property rights.
K. Budget / Finance
1. The head librarian shall be responsible for preparing and managing the finances of the library.
2. The library shall have sufficient budget, adequate enough to sustain and improve resources and services.
3. Library’s primary planning and control device.
4. The librarian prepares the annual budget and “usually” exercises full control over its
allocation/implementation.
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5. The budget process, structure and planning, will depend upon the type of budget the
organization/institution employs.
6. Variations in budget preparation:
a) Lump sum budget
b) Line-item budget
c) Zero-based budget
d) Others:
1) Budget categories: salaries, print and non-print materials, membership in professional
association, electronic resources, cataloging tools, facilities, photocopying equipment, supplies,
services, travel and continuing education, equipment, furnishing
7. Sources of funds: organization, grants/donations, fee-based services, projects
L. Collaboration
1. The library shall engage in proactive local and international collaborative activities to maximize its
resources and services subject to existing policies of institutions and government rules and regulations.
a) The library shall participate in consortia and enable resource sharing covered by an agreement and
subject to existing policies of the parent institution and publishers.
b) Libraries and its librarians shall be members of local or international library, information science,
knowledge management, librarians’ and information professionals’ organizations.
M. Evaluation & Measurement
1. Needed to monitor how far the library has gone in fulfilling its objectives. Thus, evaluation should be
related to objectives.
2. Methods:
a) User surveys
b) Statistics
c) Objectives
d) Annual reports
e) Others
N. Trends & Issues
1. Social Responsibility & Managerial Ethics
a) Classical View vs Socioeconomic View
1) Classical view – management’s only social responsibility is to maximize profits
2) Socioeconomic view – businesses are not just economic institutions . . . they have a social
responsibility to the society . . .
b) From Obligations to Responsiveness – social responsibility, social obligation, social responsiveness
1) Corporate Social Responsibility (CSR)
c) Value-based Management – an approach to management in which managers establish, promote, and
practice an organization’s shared values.
2. Networking & Cooperation
a) Networks, Council, Consortia, Cooperatives: a group of independent and autonomous libraries
banded together by formal or informal arrangement for the shared purpose.
b) Goals: to share resources, exchange information, efficient use of computer and telecommunications
technologies, creates joint projects to reduce needless duplication of effort and resources.
c) Types: subject, type of library, multitype, geographic.
d) Activities: interlibrary loans, cooperative indexing/abstracting, translation of materials, document
delivery, cooperative acquisition, cooperative storage facilities, shared cataloging of records creation,
staff training, sharing management information.
e) Problems: confidentiality, need for standardization, governance/structure, need for legal identity, turf
protection, financing.
f) Examples:
1) ALBASA (Academic Libraries Acquisition Services Association, Inc.)
2) ARALIN (Association of Academic and Research Library Information Network)
3) DOST-ESEP (Department of Science and Technology – Engineering and Science Education
Program)
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4) IIC (Inter-Institutional Consortium)
5) Mendiola Consortium
6) Ortigas Center Library Consortium
3. Digital / Virtual / Hybrid Libraries
a) Others are still left on the crossroad: will they espouse on the idea of an electronic environment, or
will they gear away from this and continue doing what they have been traditionally accustomed to?
b) Traditional vs. electronic resources
c) Some management issues:
1) Expensive
2) Challenge in the library collection development
3) Requires good marketing strategies
4. Flexible Library Services
a) Refers to the kind of service that the library offers to its clients, which is adaptable and very
accommodating to the needs of the clients.
b) Challenges:
1) Competencies and qualities of library and information professionals
2) Confusion in the roles of libraries and information professionals
3) Budget, policies and standards, and structural set-ups
4) Ethical and intellectual property concerns like privacy, confidentiality, copyright, protocols, etc.
5. Financial Viability
a) Defined as “the ability of an entity to continue to achieve its operating objectives and fulfill its mission
over the long term”
b) May be hard for a special library to be financially viable due to a possibility of the parent organization
being unable to see the use of maintaining a library
c) The library must be able to make sure that the parent organization sees that you are used so that it
can get a sustainable source of budget and search for alternative ways to get extra income.
d) The library must also maintain its relevance to the parent organization’s mission and vision; and must
embody what its parent organization represents.
6. Evidence-based Librarianship
a) Putting Knowledge to Work
b) Has to do with the collection, interpretation, and integration of valid and research-derived evidence or
empirical data in information practice.
VIII. Code of Ethics for Registered Librarians
A. Filipino Work Values
1. Comparative Outlooks of High and Low Performers
High Performers
Have a positive attitude toward work
Are happy in their jobs
See work as a source of self-satisfaction
Like to be involved in all kinds of tasks
See problems as challenges
Regard work as a stepping stone to higher goals
2. Positive Traits
a) Matulungin (helpful)
b) Mabait (kind)
c) Masipag (industrious)
d) Marunong makisama (cooperative)
e) Masayahin (happy disposition)
f) Mapagbigay (being able to give way)
g) Maunawain (understanding)
h) Maaasahan (dependable)
i) May kusa (has initiative)
Low Performers
Have a negative attitude toward work
Are unhappy in their jobs
See work merely as a source of income
Avoid being involved in other tasks
See problems as problems
Regard work as disagreeable; complain about it
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j) Malinis (hygienic)
3. Traits of Managers Filipino Workers Like
a) Matulungin (helpful)
b) Masiyahin (joyful)
c) Marunong makisama (can get along well with others)
d) Mabait (kind)
e) Madaling lapitan (approachable)
f) Marunong mag-utos (knows how to give orders properly)
g) May pasensya (patient)
h) Maaasahan (dependable)
i) Masipag (industrious)
4. Negative Traits
a) Mayabang (boastful)
b) Mapagmataas (haughty)
c) Mataray (rude)
d) May kinikilingan (having favorites)
e) Tamad (lazy)
f) Ayaw tumanggap ng pagkakamali (does not accept mistakes)
g) Makasarili (selfish)
h) Mahirap lapitan (unapproachable)
i) Tsismoso (engage in gossips)
j) Walang malasakit sa kapwa (having no concern for others)
B. Librarians’ Taxonomy of Values
1. Professional Values
a) Values that originate in the nature of our mission and are inherent in librarianship and its function in
society:
1) Service
2) Stewardship
3) Philosophical Values
4) Democratic Values
5) Reading and Books
2. General Values
a) Values that are commonly shared by normal, healthy people
1) Work Values
2) Social Values
3) Satisfaction Values
3. Personal Values
a) Idiosyncratic to librarians; our typical conservative approach
1) Humanistic Values
2) Idealistic Values
3) Conservative Values
4) Aesthetic Values
4. Rival Values
a) Modern civilization is a mess...
1) Bureaucratic Values
2) Anti-Intellectual Values
3) Nihilistic Values
C. Code of Ethics That Guide Librarians and Information Workers
1. Code of Ethics for Registered Librarians (Philippines)
a) Relation with State and Society
b) Relation with Clients
c) Relation with Profession and Colleagues
d) Relation with Agency
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e) Relation to Oneself
2. IFLA’s Code of Ethics for Librarians and Information Workers
a) Access to Information
b) Responsibilities Towards Individuals and Society
c) Privacy, Secrecy and Transparency
d) Open Access and Intellectual Property
e) Neutrality, Personal Integrity, and Professional Skills
f) Colleague and Employer/ Employee Relationship
D. Code of Ethics for Registered Librarians
1. Preamble
a) Librarians are imbued with lofty ideals of service to people through books and other records of
knowledge, a service they believe is their best way to serve humanity, enrich people's lives and attain
self actualization.
2. Relation with State and Society
a) Librarians should:
1) recognize and respect the supreme authority of the State.
2) always observe that the well-being of the public and interest of the State are above the well-being
and interest of any individual.
3) get involved in civic affairs and cooperate with other organizations to promote the growth and
development of the community.
3. Relation with Clients
a) Librarians should:
1) remain true to the people they serve; must act with dignity, fairness, justice, sincerity and genuine
willingness in the discharge of their duties.
2) provide the highest level of service through courteous, prompt, adequate, skillful, accurate and
unbiased responses to all requests for assistance.
3) keep in confidence information that has been obtained in the course of professional service
except when disclosure to the appropriate authority is clearly in the public interest.
4) not discriminate against any library user.
4. Relation with Profession and Colleagues
5. Librarians should:
a) regard their profession as a public trust and at all times uphold the integrity and dignity of the
profession.
b) not directly or indirectly assist in the unauthorized practice of librarianship.
c) exchange information with their fellow librarians, contribute to the work of library associations and
library schools.
d) observe punctuality in appointments, in the discharge of duties, in the fulfillment of contracts, and in
any other relationship with clients, employees and employers.
e) avoid situations in which personal interest might be served or financial benefits gained at the expense
of library users, colleagues or the employing agency.
f) guided in all their relations by the highest standards of honor and integrity and shall act with fairness
and impartiality to all.
g) keep their reputation above reproach and should so conduct themselves to gain public esteem and
respect for the library and the profession.
h) strive to improve, enhance and upgrade their professional knowledge through formal and informal
means.
i) encourage and provide opportunities for the professional development and advancement of librarians.
j) perform and discharge their duties with the highest degree of professionalism, excellence, intelligence
and skill.
k) not malign directly or indirectly the professional reputation, competence, capability, prospects or
practice of another professional.
l) adhere to the principles of due process and equality of opportunity in peer relationships and personal
actions.
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m) distinguish clearly in their actions and statements between their personal philosophies and attitudes
and those of an institution or professional body.
n) help to create and maintain conditions under which scholarship can exist like freedom of inquiry, of
thought and of expression.
o) be receptive to new ideas, new knowledge and innovations that will contribute to the development of
the profession.
6. Relation with Agency
a) Librarians should:
1) assist in the improvement of libraries and information systems.
2) be vigilant in the protection of all library property and resources.
3) resist all efforts by groups or individuals to censor library materials.
4) perform the functions of their office in good faith and to the best of their abilities, using reasonable
skills and diligence.
5) discharge their duties with promptness, punctuality.
7. Relation to Oneself
a) Librarians should:
1) not accept gifts or favors that might lead to unfair library practice, nor offer any favor, service or
things of value to obtain special advantage.
2) not engage in any activity that would result in a conflict of interest.
3) be entitled to a just and fair compensation for services rendered; in the computation of such
compensation, the period of time consumed, the knowledge, experience, ability and reputation
brought into the plan/project, depreciation of materials/equipment used, if any, shall be taken into
consideration.
4) refrain from associating with, or allowing the use of their names by any persons or organizations
whose relationship therewith would cast a doubt on their integrity and reputation.
IX. Code of Ethics for Librarians and Information Workers
A. Preamble
1. The function(s) of Codes of Ethics can be described as:
a) encouraging reflection on principles on which librarians and other information workers can form
policies and handle dilemmas.
b) improving professional self-awareness.
c) providing transparency to users and society in general.
B. Access to Information
1. The core mission is to ensure access to information for all for personal development, education, cultural
enrichment, leisure, economic activity and informed participation in and enhancement of democracy.
2. Thus, reject censorship in all its forms, support provision of services free of cost to the user, promote
collections and services to potential users, and seek the highest standards of accessibility to both physical
and virtual services.
C. Responsibilities Towards Individuals and Society
1. In order to promote inclusion and eradicate discrimination, librarians and other information workers ensure
that the right of accessing information is not denied and that equitable services are provided for everyone.
2. To enhance access for all, librarians and other information workers support people in their information
searching, assist them to develop their reading skills and information literacy, and encourage them in the
ethical use of information (with particular attention to the welfare of young people).
D. Privacy, Secrecy and Transparency
1. Respect personal privacy, and the protection of personal data, necessarily shared between individuals
and institutions.
2. Support the fullest possible transparency for information relating to public bodies, private sector
companies and all other institutions whose activities effect the lives of individuals and society as a whole.
E. Open Access and Intellectual Property
1. Provide the best possible access for library users to information and ideas in any media or format, whilst
recognising that they are partners of authors, publishers and other creators of copyright protected works.
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2. Ensure that both users’ rights and creators’ rights are respected. They promote the principles of open
access, open source, and open licenses. They seek appropriate and necessary limitations and exceptions
for libraries and, in particular, seek to limit the expansion of copyright terms.
F. Neutrality, Personal Integrity and Professional Skills
1. Strictly committed to neutrality and an unbiased stance regarding collection, access and service.
2. Seek to acquire balanced collections, apply fair service policies, avoid allowing personal convictions to
hinder the carrying out of their professional duties, combat corruption and seek the highest standards of
professional excellence.
G. Colleague and Employer/ Employee Relationship
1. Treat each other with fairness and respect.
2. Oppose discrimination in any aspect of employment because of age, citizenship, political belief, physical
or mental ability, gender, marital status, origin, race, religion or sexual orientation.
3. Support equal payment for equal work between men and women, share their professional experience,
and contribute towards the work of their professional associations.
H. Keep in Mind…
1. As Librarians and Information Workers
2. WE should be guided by the
3. Filipino Librarians’ Code of Ethics
4. your Institution’s Core Values, Principles and Philosophies
5. and your Own Work Values
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