LIBRARY MANAGEMENT

J ARUMUGAM
LIBRARIAN
PSG COLLEGE OF TECHNOLOGY
COIMBATORE-641004
JACS1986TVL@[Link]
+91 9965220665
 Management Schools of Thought

Classical School
Scientific Management School
Social System School
Psycho-Social Approach School
Human Behavior & Motivation School
System School
 Management Theories
Father of Classical School / Principles of Management Henry Fayol

Principles of Scientific Management F.W. Taylor

Father of Classical School / Principles of Management Henry Fayol

Principles of Scientific Management F.W. Taylor

Father of Modern Management / Management By Objectives Peter Drucker
(MBO)

Social System School Chester I Barnard

Need Theory Abraham Maslow
Motivation Hygienic Factor F. Herzberg
Social Relation of Management/Hawthorne Studies Elton Mayo

Father of Quality Management Philip B. Crosby

Psychological Factors Hugo Munsterberg
Bureaucratic Model / System School Max Weber
Theory X and Theory Y Dougles McGregor
Theory Z William Ouchi
 Elton Mayo 1880 – 1949

Chester I Barnard 1886 – 1961

Dougles McGregor 1906 – 1964

Mary Parker Follet 1868 - 1933

*. Human Relations approach to administration & Management =

Mary Parker Follet
 Scientific Periods
Pre Scientific Period Pre 1880

Scientific Period 1880 – 1927

Human Relations 1927 – 1950

Synthesis 1950 - 2007

Evans identifies 3 basic periods

Pre Scientific - Pre-1937
Scientific - 1937 – 1955
Human Relations - 1955-present
 School of Management Thoughts
 The schools of management thought are theoretical frameworks for
the study of management.

 Each of the schools of management thought are based on somewhat

different assumptions about human beings and the organizations for
which they work.

 Since the formal study of management began late in the 19th century,
the study of management has progressed through several stages as
scholars and practitioners working in different eras focused on what
they believed to be important aspects of good management practice.
 Scientific Management
Frederick Winslow Taylor
(1856-1915) is considered to be
the father of scientific
management.
The main concern of this
school was with the workers
who performed routine
manual tasks
Scientific management
school concerned with (i)
Efficiency (ii) standardization
and (iii) Discipline
 Hendry L Gantt
 Hendry L Gantt was contemporary and an
associate of Taylor. He emphasized the
psychology of worker and the importance
of morale in production.

 Gantt devised a wage payment system and

developed a charting stem or control chart
for scheduling production operation which
became the basis for modern scheduling
techniques like CPM and PERT.
 Classical School of Management
The Classical school of Management is based
on the actual work experience and
theories of certain key individuals namely
– Henry Fayol
– James Mooney
– Edward Tregakiss Elbourne
– Mary Parker Follet
– Luther Gullick
– Lyndall Urwick
– Oliver Sheldon
– E.F.L Brech
 Classical School of Management

The basic Principles laid down by the

classical school may be summed up as
follows:
– Scalar chain
– Unity of Command
– Exception
– Span of control
– Specialization
– Scientific Method
Human – Relations School
 Human – Relations School

Elton Mayo is considered as the father of

the human relations movement, which later
become organizational behavior
Workers are social beings
They tend to create informal groups
within the formal organization.
These informal groups determine how
their members have to behave in the
formal organization
Empirical School
The Empirical School seeks
to generalize the nature of
management based on the
experience of successful
managers
The main exponent of the
Empirical school is Ernest
Dale
 Behavioral School

Behavioral School represents the

synthesis of theories and methods or
relevant social sciences focusing on
both individual and group behavior
The chief exponents of the behavioral
school are Chester Barnard,
Douglas McGregor
Kelth Davis
David A Buchanan
 Maslow’s Needs Theory
Physiological Needs
Ex: Food, air, water, rest, etc.
Safety Needs
Ex: fire, accident, etc. & job protection, salary deduction
 Social Needs
Ex: Form associations, friendships, etc
 Esteem Needs
Ex: recognition, appreciation, self-respect and freedom
 Self-realization Needs
Ex: Self-fulfillment or self-development
 McGregor X-Y Theory

According to McGregor, Managers

could hold and practice two beliefs
about human behavior.

Theory X

Theory Y
 Decision Theory School

Focuses on managerial decision making

which, in its view, is the core
management task, pervading all
management functions.
Herbert A. Simon, the chief exponent of
this school, uses “ managing” and
“decision-making” as synonyms
Time and Motion Study

Frank and Lillian Gilbreth

concentrated on Time and
Motion study is a Process of
analyzing jobs to determine
the best movements for
performing each task.
 Systems management school

The exponents of the systems school

are Trist Croztery, Bamforth, Galbraith
and Likert

Systems approach is a valuable aid in

perception and analysis of the
managerial problems in all their aspects
 Management Science School

The important contributors have been

Churchman, March, Simon and Raiffa

The Management science school seeks

to solve managerial problems
according to the more sophisticated
quantitative methods
 Contingency or Situational
School
• The contingency approach to
management is an important perspective
in modern management thought
• The important contributors to this view of
management are Joan Woodward,
Lawrence, Hickson and Mintzhorg
• The main motto of the this school is “It all
depends”
Harrington Emerson "Twelve
Principles of efficiency (1913)
Twelve Principles of efficiency
 Administrative Management or
Modern Management Theory
Henry Fayol (1841-1925) a
French industrialist is the chief
architect and the father of the
administrative management
or modern management
theory.
Hendry Fayol -14 principals of Management as
general guidelines for management practice.
 Division of Labor

Specialization in the nature of work leads to division of

Labor. This in efficiency in the use of Labor.
 DISCIPLINE

It is the respect for following laid down norms for

achieving obedience, application, involvement as well
as an outward mark of respect.
 Unity of Command

This means that employees receive orders from one

superior authority only I.e., accountability to one
authority only. This authority is distributed among
various levels in the hierarchy of positions in the
organization
 Unity of Direction
Activities in an enterprise must be
organized to achieve set goals. Each
group of activities with the same
objective must have one authority and
one plan.
 Remuneration

Employees work for remuneration; therefore,

remuneration must be fair. It is an important motivating
factor.
 Distribution of Authority

This determines the extent of centralization

and dispersion of authority in the organization
 Scalar chain.

Positions in an organization follow a “Chain of

superiors” from the highest to the lowest rank.
 Order: Organisation of activities material and persons must be so arranged and
related to make the organization structure effective and efficient.

 Equity: Kindness and fair play should be the basis of management in dealing with
subordinates. This helps in commanding loyalty and devotion from the
subordinates.

 Stability of Tenure: Frequent change of persons affects an organization badly. A

high turnover of people constitutes both the cause and effect of bad management.
Job insecurity affects the morale of employee.

 Initiative: it is the keenness with employees think and carry out a plan. Curbing
initiative demoralizes people and deprives them of job satisfaction

 Esprit de Corps: This fosters brotherhood among, employees and forms a key
factor in raising employees stake in the growth of an organization.
 Luther Gullick

POSDCORP is an
acronym widely used in
the field of
management and Public
Administration that
reflects the classic view
of administrative
management. This
adopted by Luther
Gullick in 1937
 Theories of Motivation

Theory X and Theory Y – Douglas

McGregor
Hierarchy of Needs – Abraham Maslow
ERG Theory – Clayton Alderfer
Two factor Theory – Frederick Herzberg
Three Needs Theory – David McClelland
Goal Setting Theory – Edwin Locke
Expectancy Theory – Victor Vroom
 Systems Theory

Some of the advocates of this theory

Chester Barnard,

George Homans,

Philip Selznick and

Herbert Simons
Management by Objectives
(MBO)
 Management by Objectives
(MBO)
 Management by objectives (MBO), also known as
management by results (MBR), is a process of
defining objectives within an organization so that
management and employees agree to the
objectives and understand what they need to do
in the organization in order to achieve them.

 The essence of MBO is participative goal setting,

choosing course of actions and decision making

 The term “management by objective” was first

popularized Peter Drucker in his 1954 book the
practice of Management.
 Operational Research (OR)

Operational research encompasses a

wide range of Problem-solving
techniques and methods applied in the
pursuit of improved decision making
and efficiency.
 PERT (Program Evaluation and Review
Techniques)

A Pert chat is tool that facilitates decision

making.
Is a statistical tool that is designed to
analyze and represent the tasks.
PERT was developed by BOOZ Allen
Hamilton.
It was developed for US Navy special
projects office in 1957 to support the US
Navys Polaris nuclear submarine project.
 PERT (Program Evaluation and Review
Techniques)

 A Pert chat is tool that

facilitates decision making.
 Is a statistical tool that is
designed to analyze and
represent the tasks.
 PERT was developed by
BOOZ Allen Hamilton.
 It was developed for US
Navy special projects
office in 1957 to support the
US Navys Polaris nuclear
submarine project.
 Critical Path Method (CPM)
The critical path method (CPM) is an
algorithm for scheduling a set of project
activities.
It is an important tool for effective
project management.
The critical path method (CPM) is a
project modeling technique developed
in the late 1950s by Morgan R. Walker of
Dupont and James [Link], of
Remington Rand.
 SWOT analysis

SWOT analysis/ SWOT Matrix is

structured planning method used to
evaluate the strengths, weaknesses
opportunities and threats involved in
Project.
 SWOT Analysis

• SWOT analysis/ SWOT Matrix is

structured planning method used to
evaluate the strengths, weaknesses
opportunities and threats involved in
Project.
Library Collection Development

Library Collection development is the process of meeting the information

needs of the people (a service population in a timely and economical
manner using information resources locally held as well as from other
organization. Library collection development includes:

 The creation of policies to guide material selection

 Replacement of worn or lost materials

 Removal (weeding) of Materials no longer needed in the collection

 Planning for new collection or collection areas

 Cooperative decision making with other libraries or within library

consortia.
 International Standard Book Number
(ISBN)

 The international Standard Book Number (ISBN)

is a unique numeric commercial book identifier
based upon the 9 digit standard book Numbering
(SBN) code created by Gordon Foster, Emeritus
Professor of Statistics at Trinity college, Dublin, for
the Book sellers and stationers W.H. Smith and
others in 1965.
 The 10 digit ISBN format was developed by the
International Orgainization for Standardization
(ISO) and was published in 1970 as international
Standard ISO 2108
 Since 1 January 2007, ISBNs have contained 13
digits
 ISBN issuance

 India: In India Raj Ram mohan National Agency

(RRRLF) for ISBN is responsible for registration
of Indian Publishers, Authors, Universities,
Institutions and Government Departments who
are responsible for publishing books.
 United Kingdom and Ireland: In the United
Kingdom and Ireland the privately held
company, Nielsen Book Services part of Nielsen
Holdings N.V. is the responsible entity and there
is a charge. ISBNs are sold in lots of ten or more.
 ISBN Issuance

United States: In the united states the

privately held company RR Bowker is the
responsible entity and there is a charge,
which varies depending upon the number of
ISBNs purchased, with prices ranging from $
125.00 for a single number.
Publishers and authors in other countries
need to obtain ISBNs from their respective
national ISBN registration Agency. A
directory of ISBN Agencies is available on
the International ISBN Agency website.
 ISSN

 International Standard Serial Number (ISSN) is a unique eight digit

number used to identify a print or electronic periodical publication.

 Periodicals published in both print and electronic form may have

two ISSNs, a print ISSN (p-ISSN) and an electronic ISSN (e-ISSN or
eISSN). The ISSN system was first drafted as an ISO international
standard in 1971 and published as ISO 3297 in 1975.

ISSN code Assignment

 ISSN codes are assigned by a network of ISSN National centers,
usually located at national libraries and coordinated by the ISSN
International centre based in Paris

 National Science Library (NSL)

 New Delhi is the national centre in India of ISSN international
centre for assigning ISSN to serials published in India
 Kardex System

This devised by Remington rand India

ltd for keeping periodicals in which one
bottom card is prepared for each
journal while ordering. The standard
size of kardex card is 10 cm X 15 cm.
One tray can hold 50 cards
 Browne Charging System

• Miss Nina E. Browne introduced Browne

charging system in 1895 for circulating
the books

• Electrically book Operated system

• Gaylord Brother introduced this system

in 1932. UNESCO prescribed the norm;
Different Types in Charging Systems

Day book system – Dr. S.R Ranganathan

Color charging system – Walter H. Kaiser

Photo charging system – Nina E. Browne

 Budgeting Techniques
Line Item Budgeting
Lump sum Budgeting
Programme budgeting
Formula budgeting
Performance budgeting
Zero-based budgeting (ZBB)
Planning Programming Budgeting
system (PPBS)
 Line Item Budgeting

Previous years budget is essential

The budget estimates for the coming year

are therefore, based on the actual
spending of the pervious year

This is a very simple way of budgeting,

but it contains no specific measure of
knowing input-output ratios
 Lump sum Budgeting

No specific allocations are made for

purchase of different categories of
material or for any specific programme

It is a crude way of allocating budget

and is not suitable for budget allocation
in a big library
 Programme Budgeting

 Under this type of budgeting, allocations are made for

specific programmes after exploring the alternative ways
of Providing a programme
 For instance, an academic library may have different
programmes for different categories of users, say book
bank collection for weaker section of students, research
programmes for research scholars, text books collection
for undergraduate students. Separate allocation are
made in budget for each programme
 Formula Budgets
Here predetermined standards are
applied for allocation of money.

The formula is mechanical and easy to

prepare

No Skills are necessary to prepare and

administer formula budget.
 Performance Budgeting
Performance budgeting was identified
and named by the first Hoover
Commission in 1949 and is commonly used
in Federal and other public agencies in
USA.
Performance budget are arranged
according to functions, activities and
projects. It is a financial plan “Prepared,
analyzed and interpreted in terms of the
services and activities” to be performed
and the corresponding costs.
 Zero-Based Budgeting (ZBB)
The technique of Zero – based budgeting
was pioneered by Peter Phyor for achieving
better effective planning and fiscal control.
ZBB does not concern itself with what
happened in the past but it concerns with
what is required to be accomplished in
future.
Evan identifies the following phases in ZBB
Construction
Planning
Budgeting
Control
 Planning programming Budgeting System
(PPBS)
• PPB was introduced by Charles Hitch in 1961
• He applied this technique in the department of
defense in USA
• Some libraries are using PPBS or some kind of its
modified form.
The Important steps in PPBS are
• Identifying the objectives of the library
• Presenting the alternatives ways to achieve
those objectives
• Evaluating the result so that corrective actions can
be taken.
 Gantt chart

 Gantt chart was devised by Henry L Gantt which

is helpful in planning a complex process and
managing it.
 It shows the relationship between the work and
time spent on the job.
 In this method a project is broken down into
separate task, for each task, the requirement for
the completion pair of rackets of the task is
estimated which is shown within a pair brackets
are called as mild stones since one bracket
indicates the starting data and the other
indicates the end of the task
 Total Quality Management

 In the 1950s the Japanese asked W. Edward

Deming , an American statistician and
management theorist, to help them improve their
war torn(severely damaged by a long war)
economy.
 By implementing deming’s principles of Total
quality management (TQM), Japan experienced
dramatic economic growth
 Quality management experts, Joseph Juran and
Philip Crosby, also contributed to the
development of TQM theories, models and tools
 TQM is now practiced in business as well as in
government, the military, education and in non-
profit organizations including libraries
 TQM-Total Quality Management

TQM-Delighting the customer fully meeting

their needs (or) Identifying user needs
and expectations.

Flow Charts

Histograms

Run Charts
 MARKETING OF LIBRARY AND
INFORMATION SERVICES
• Why Marketing of Information Products and
Services?

Market Segmentation
Quality Service
Market Research
Marketing Mix
Marketing of E-resources
Marketing Plan
 Why Marketing of Information
Products and Services?
• Library services have long been perceived as
free as libraries are service organizations. But
in modern economy, nothing comes free.
Raina (1988) says, “the age old concept of
certain social services like health, education,
justice, etc. being made available free is
becoming irrelevant as the time goes by.
 Market Segmentation
Market segmentation means sub-dividing the
market (Customers) into subsets allowing each
subset to be selected as a target market to be
reached with a particular marketing method. For
instance, in a university setting, the library‟s
customer base can be sub-divided into :
Teachers, Research Students, Postgraduate
Students, Undergraduate Students, Distance
Learning Students and Non-teaching staff.
Identification of subsets helps in choosing the
appropriate marketing method.
 Quality Service
 Quality has to be maintained in respect of every aspect of library including
physical facilities, book stock, personal service by staff, equipment, internet
bandwidth etc. Ensuring the consistency in quality is a difficult task especially
in a service sector such as libraries. No public relation exercise can substitute a
quality service.
 Libraries need to have an integrated approach to quality service by staff
training, customer care meetings, written „Quality Service Standards‟, regular
monitoring of quality by senior staff, and staff motivation. Every library needs
to have preferably written quality standards which specify the level of
performance expected by the staff.
 For example : Every user will be received with a smile by the library staff;
Every bookshelf will be shelf -read in three days; Every complaint will be
replied in two working days; No furniture will be left un-repaired for more than
a week, etc. Nowadays because of internet, the users have better exposure to
what is happening in other countries and as a result, their expectations keep on
rising and the libraries need to raise to the occasion.
 Quality service generates word of mouth publicity for our libraries. It is said,
one satisfied customer brings ten new customers with him while one dissatisfied
customer takes away ten more customers with him.
 Market Research

Market research is an organized effort to gather

information about markets or customers. Market
research provides important information to
identify and analyze the market need, market
size and competition. Market research comprises
of systematic gathering and interpretation of
information about customers using statistical
and analytical methods to gain insight into
decision making.
 Marketing Mix
 Marketing mix refers to the mixture of several ideas and plans followed
by a marketing person to promote a particular product or brand.
Historically, there were said to be four Ps of marketing elements,
namely : Product/Service, Price, Promotion and Place.
 Recently, another three Ps have been added. They are : People, Process
and Physical Evidence. Examples of seven Ps in the context of libraries
are : Product/ Service (example : Book loans, DVD loans);
 Price (example : Membership fee, Photocopy charge);
 Promotion (example : Exhibitions, Poster displays);
 Place (example : Branches/departmental libraries, Mobile libraries);
 People (example : Staff training; Attracting suitable staff for the
library);
 Process (Example : Filling the forms, Procedures for enrolment), and
Physical Evidence (example : Interiors and exteriors of the library, Air-
conditioning).
 Marketing Mix
Product/Service
Price
Promotion
Place
Process
People
Physical Evidence
 Marketing Mix
Product/Service
This refers to the goods and services that the library
offers. While the traditional libraries offer lending
of print books, reference, photocopy services, etc.,
Price
Due to escalating costs, libraries have begun
charging for the services though selectively. Some
examples of pricing are in the case of photocopies,
inter –library loans, Membership fee for outsiders
or corporate members, Loan of special items such
as DVDs, Overdue charges for defaulters, Sale of
weeded out books, etc.
 Marketing Mix
Promotion

Nowadays, it is not enough if we just provide a good service. We need to „broadcast‟ what we
do and this message should reach the customer quickly. Promotion consists of providing a
means of persuasive communication to the greatest number of potential customers in the most
cost-effective method in order to persuade them to choose/use the services. The aim of
promotion is to increase the customer base besides retaining the existing customers. Broadly
speaking, the purposes are:

 Creating a proper mindset among the customers favorable to the library;

 Telling the potential customers the availability of the service;

 Convincing the customers the benefits of using the service;

 Prompt the customers to accept the service.

 Marketing Mix
Promotional methods
Mailshots
Personal Visits
Presentations to Customers
Brochures, Leaflets, Posters
Newsletters
Extension
Cultivating the Press
Media Advertisements
Process
Refers to the processes the customer has to undergo in order
to avail the library services. The library marketer has to make
the processes simple and customers‟ convenience is the
objective and guiding factor. Process also refers to the „behind
the screen‟ tasks in the library which have to be made
efficient, keeping in mind the customer service.
People
Staff plays a crucial role in promoting the library services.
Library staff need to have strong customer orientation in all
activities. Their skills need to be honed up in the area of
library techniques, communication, technology and team-
working skills. All the staff need to be trained and re-trained
periodically.
Physical Evidence
This is another aspect that is particularly
important in the provision of services and
refers to all physical aspects that can
influence the customer’s perception of
libraries. Things include interiors and
exteriors of the library, cleanliness,
arrangement of bookshelves, etc. Also it
refers to all stationery used in the library,
staff uniforms, warranties, guarantees, etc.
It is believed that the quality of service is
reflected in the physical evidence.
Marketing of E-resources

Library website is a shop window to the e-resources and it has enormous potential to attract people to the e-
resources, yet it is very poorly used globally.

According to a survey conducted by OCLC in which over 3300 online information seekers participated, only one
percent of them used library websites as a source to begin the information search. There are many guidelines for
the development of library websites (BHAT, 2008). The following are some specific points which help in
increasing the use of e-resources.

- Provide link to the library homepage from the parent organisation‟s homepage;

- Provide links to e-resources from the library homepage, prominently;

- Provide both alphabetical and subject wise journal lists as well as vendor wise lists;

- Provide telephone numbers and email addresses of library staff for any help;

- Provide subject guides to online resources; and

- Provide facility to register online for training sessions.

 Internal marketing to staff

Philip Kotler said, „All employees in an organization are involved in the process of marketing and they can
either carry out or destroy the marketing,‟

 Run monthly online resource challenge: This involves sending some interesting questions to the library
staff which can be answered by using the online resources. Gifts or certificates will motivate the staff to
participate in this competition.

 Run regular training sessions: Prepare a training package in order to cover all e-resources. These programs
be run on regular intervals.

 Encourage staff to experiment with online resources. Tell them that it is perfectly right to search online
resources during their leisure time.

 Involve staff in the selection and evaluation of online resources.

 Encourage the staff to use the databases for their own study and development.

 Involve maximum staff in vendor training sessions.

 Create an online forum for staff to share ideas relating to e-resources.

 Promoting the use by traditional
methods

 A-Z lists of journals: Providing a list of e-journals subscribed and providing a

direct link to the journals either from the library homepage or from the OPAC.
This will ensure that the user does not miss out a particular periodical though it is
hidden in a database. Such periodical list can be made alphabetically title wise.
 Access e-books through library OPAC. Some library automation packages do
allow the integration of e-books metadata with library OPAC provided the
metadata is in the standard format. Integration allows a single point of search both
for print and e-books.
 Subject guides compiled by the library staff comprising of evaluated printed and
e-resources. These subject guides are put on the library website.
Banners, posters, brochures, bookmarks, emails
etc.: Use of printed brochures, flyers, posters,
bookmarks etc., should not be underestimated. Such
flyers, brochures, bookmarks etc., be made freely
available in various service points in the library.
Posters be pinned in library, hostels, faculty meeting
places etc. Various e-journal publishers have
brought out templates of banners, posters,
brochures, bookmarks, emails and press releases
which can be used for publicizing their e-books.
These communication toolkits can be customized by
putting your library logo, address etc.
 Library newsletters (printed or electronic) can be used for providing general messages
about library services, such as new databases added, training programs, new facilities
etc. Also information about databases may be provided on the library newsletters.

 Various in- house magazines are brought out by student bodies, academic associations
etc. Write ups on subject specific online resources will attract the students and
researchers.

 Research reports culled out from the online databases may be distributed to key
academic staff. This provides good publicity for the online resources. Similarly key
reports may be mailed to senior academics discreetly.

 Encourage users to review databases. Such participation will encourage users who in
due course, will become „Library Ambassadors‟.
 Face to face interaction
Face to face interactions in the form of training programs,
personal visits, launch events, user meets, and library stalls
etc., still make a good impact in spite of large number of
other communication channels to reach people.
 Visits to departments: Visits to departments and
laboratories are still needed in order to get noticed.
 Subject specific training programs: These will be
welcomed by the departments. Similarly, presentations
might be offered to various Subject Associations such as
Physics Association, Pharmacy Association etc.
 Through events in the institution: Events in specific subjects may be used to promote e-
resources in the related area. For instance, Engineers‟ Day may be used to promote the
resource Engineering Village database. Therefore we need to have a good overview of what
is happening around in the campus.
 User Meets: Regular user meets or Open Houses may be used to publicize online resources.
 Competitions: Interesting competitions may be organized involving intensive use of online
resources. Vendors might be too happy to sponsor these competitions.
 Launches: Launch events for specific e-resource may be organized and it will attract good
publicity
 Library stalls and road shows: Library stalls and road shows in Institute events will create
awareness for various e-resources available in the library
 Training sessions, Workshops relating to specific resource be run. E.g.,Capitaline Plus.
Similarly workshops relating to resources of particular subject. E.g., Use of Physics
Databases will be welcomed by the concerned department.
 Training by vendors: Many of the vendors offer training in order to promote their
databases. Some databases such as Chemical Abstracts need intensive instruction by the
trainers and vendor‟s help has to be availed in order to exploit all the features of the
database.
 Promotion through the Web/Intranet

 E-mails – global

 Targeted emails

 Screen messages on computer terminals

 Online Information Tutorials

 Table of contents

 RSS Feeds

 Wikis

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 Measure the effectiveness

 Impact of the promotional strategies needs to be measured regularly. Some of the tools
for measuring the effectiveness are:
 Analysis of documents issued by the library.
Library attendance counts: Number of footfalls into the library.
 Number of times a particular book is used – this can be analyzed from the due date labels.
 E-resource usage statistics: Most of the e-resource publishers or aggregators provide
usage statistics and it will be available on the site itself. Administrator‟s User ID and
Passwords are issued by the resource provided. In case the site does not routinely provide
the statistics, the publishers would send the usage statistics on demand.
 Surveys: Surveys carried out manually or online in order to elicit user views regarding a
particular resource is useful.
 Open House/User Meets: User Meets and Open Houses can be held in order to obtain the
views of the users.
 Feedback from the staff: Informal feedback from the staff regarding a particular
promotional activity can be obtained.
 Monitoring the revenue growth of the library (in case revenue collection is also included
as one of the objectives of the library).
 CHANGE MANAGEMENT
 Change management is the application of a structured process and
set of tools for leading the personnel of an organisation to achieve
changes for a desired outcome. Change management emphasizes
the “people side” of change and targets leadership within all levels
of an organization.
 Before starting organizational change, questions to be asked are:
What do we want to achieve with this change, why, and how will
we know that the change has been achieved? Who is affected by
this change, and how will they react to it? How much of this
change can we achieve ourselves, and what parts of the change do
we need help with? These aspects also relate strongly to the
management of personal as well as organizational change.
 Steps for Change Management
 Perceiving a situation for change
 Analyzing the existing situations
 Conceptualizing the change and change management
 Preparing and trying out plan for change
 Overcoming resistance to change
 Implementing change
 Monitoring or reviewing change
 Situations for Change in Libraries
• External environment
Technological dimensions
New technologies offer services in a variety of improved ways, such as:
- Creation of new or improved services
-More involvement of customers in operational tasks by offering self- service - system;
- Bridging the gap between small and large libraries, as IT provides an opportunity to use the resources, services,
product from remote locations through resources sharing and networking;
- Accessible data bank, it would be helpful in recognizing the users‟ information needs in a better way. Need
recognition and helps in strengthening relations with the users; and
- Personalized interaction and services are also possible.
- The globalization of information is readily apparent. Many national and international information networks exist
for free flow of information. The technology is dramatically influencing service strategies such as:
- Modern communication infrastructures make possible service delivery at global level;
- The increased use of IT in offering services not only globalizes but also provides opportunities to know the
services offered globally; and
- The changing nature of services due to advanced technologies, which are radically altering the methods by which
L & I centers, can globalize their services.
Economic Dimensions:

• Internal environment
 Situations for Change in Libraries
Economic Dimensions

The main challenges before libraries and information centers managers are:

 To exploit resources properly and use them efficiently;

 To mobilize resources to meet the financial needs; and

 To make services and products qualitative and competitive through accountability.

 Socio- Political Dimensions

Internal environment
 Customers(Users)

 Physical resources

 Systems

 People (Staff)
 Types of Change

Anticipatory Changes
Reactive Change
Incremental Changes
Strategic Changes

Change can also be:

Continuous change
Discontinuous change
 Planning for Change
 Planning is an important step for change. Planning for change may be both internally generated and
externally imposed. However, change requires considerable thinking on planning for best chances of
success, may include:
 Conceptualizing: clear understanding and developing awareness, deciding whether to and envisioning
the change.
 Preparing: getting the organization ready for change, listening to the staff members and consider their
feelings respectfully.
 Organizing the planning group: selecting staff to participate and building them into teams and
organize meetings.
 Planning: creating and examining options based on the goals and objectives and then developing a
plan.
 Deciding: evaluating the options with pros and cons, deliberating and then making a decision.
 Managing the individuals: discussing the change and dealing with reactions to it, then monitoring its
implementation.
 Controlling resistance: identifying resistance, analyzing its source and counteracting it.
 Implementing: formal introduction of the change at the right time and then following it through.
 Evaluating: re-examining the goals, identifying problems, and making adjustments.
 Implementing Change
 Albrecht talks of needing time and patience when implementing change, and outlines the following
steps that will assist in making the process go more smoothly:

 - Involve staff from the very beginning and prepare them well in advance for change that will occur.

 - Have meetings and brainstorm to identify problems that may arise with the proposed changes and
also, those that may occur during the changeover process.

 - Let clients and users know in advance if the change is likely to have any impact on them.

 - It if is a major change, try to introduce it in stages or conduct a test run first in order to identify
problem areas.

 - Select certain key staff, who are well-trained and motivated, to be „change agent‟. They will act as
leaders to facilitate the introduction of the new system.

 - Make sure that during the changeover you make time to be fully involved and ready to assist
wherever necessary.

 - Have regular progress reviews where all staff involved can comment on the change, highlight
problem areas and try to preempt potential trouble.
 Knowledge Management
According to Wikipedia, Knowledge Management
(KM) is the process of capturing, developing,
sharing, and effectively using organizational
knowledge.
Factors Contributing to the Emergence of KM
Increased competition;
Volatile market;
Geographically distributed operations;
 Heightened consumer awareness;
Increasing workforce diversity;
Stringent regulatory regimes.
 Knowledge Management
• Where is KM Applicable
• Consulting organizations;
• R & D establishments;
• New ventures;
• Large, global organizations;
• Organizations with multiple product or
service lines in competitive markets.
Knowledge Management Activities

 Represent knowledge
 Store knowledge
 Integrate knowledge
 Deliver knowledge
 Facilitate collaboration
 Manage quality
 Measure usage and benefits
 Nurture KM
 Knowledge Management
• Benchmarking: The practice of comparing the performance of an organization / unit / function against the
performance of 'the best' - whether they be other organizations, industry standards or internal departments.

• Competitive advantage: A term largely used by the private sector to refer to something that characterizes the company
from its competitors giving it an advantage and making it likely to earn profits

• Content management: 'Content' in this context generally refers to computer-based information. Content management
is about making sure that content is organized, relevant, up-to-date, accurate, accessible, etc so that quality
information is delivered to the user.

• Domain Knowledge: Knowledge pertaining directly to a domain; The domain could be an activity, an organization
such as a hospital or university

• Data mining: The technique for analyzing data in very large databases and making new connections between the data
in order to reveal new knowledge, trends and patterns.

• E-Commerce: Use of electronic information systems including internet technologies) for commercial transactions
such as buying and selling things.

• Explicit Knowledge: Knowledge, which is not tacit; Recorded, documented knowledge

• Knowledge Assets (AKA Intellectual Assets): The intangible assets of an organization / community that relate
specifically to knowledge, such as technical know-how, best practices, intellectual property, etc
 Knowledge Management

• Knowledge Base: That component of a knowledge-based system containing domain

knowledge represented in a manner suitable for machine systems to reason with and
draw inferences

• Knowledge harvesting: A set of processes and tools for making tacit Knowledge more
explicit

• Knowledge Repository: A place where knowledge is stored and can be accessed and
used. It is usually a virtual / digital repository but may also include a physical place
like a library

• Tacit Knowledge: Knowledge / know-how that people possess and carry in their heads.
Tacit knowledge may be inaccessible to conscious recall and reasoning
 Disaster Management
Disaster Management Act 2005 defines disaster management as a continuous
and integrated process of planning, organizing, coordinating and implementing
measures which are necessary or expedient for:
a) Prevention of danger or threat of any disaster

b) Mitigation or reduction of risk of any disaster or its severity or consequences

c) Capacity building

d) Preparedness to deal with any disaster

e) Prompt response to any threatening disaster situation or disaster

f) Assessing severity or magnitude of effects of any disaster

g) Evacuation rescue and relief, and

h) Rehabilitation and reconstruction.
 Disaster Management
Disaster Planning
Disaster plans are systematic procedures that clearly detail what
needs to be done, how, when, and by whom before and after the
time an anticipated disastrous event occurs.
History of disasters in libraries
The Library of Congress was destroyed during the War of 1812
when British forces set fire to the US Capitol during the Burning
of Washington. The 1966 Florence flood destroyed 2 million
volumes of cultural objects in the Bibliotheca Nazionale Centrale.
Several libraries, archives, and museums of India, Indonesia,
Malaysia, Maldives, Thailand, Sri Lanka were destroyed because
of the 2004 Indian Ocean earthquake. Library of Egyptian
Scientific Institute, Cairo was destroyed in December 2011 and
only 30,000 volumes have been saved of 200,000.
 Possible threats to libraries and their resources

Fire
Water
Physical Damage
 Biological Agents: Materials may
be eaten, soiled, stained and shredded.
 E-disasters
 Risk assessment of libraries : External risks

- Consider the library location, identify the

potential industrial or natural hazards.
- How close is the building to a chemical plant, or
natural waterways, or bushland?
- How safe is the building from natural disasters
such as fire, flood, cyclone, and earthquake?

[Link] COLLEGE 103

 Internal risks

- Are collections housed away from plumbing, mechanical and electric

plants?
- Are storage areas safe from leaks and flooding?
- Are collections stored underground?
- Are flammable materials such as solvents and paints appropriately
stored away from collections?
- Is there the backup of system/network settings ready to port to a new
server in case of server/hardware failure?
- Is there a battery backup for all the hardware of the library?
- Is there anti-virus protection in server, PC and laptops?

[Link] COLLEGE 104