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Basic Library/Learning Resource Center Management. by Ana Maria B. Fresnido. History. Pre-scientific Period, Pre-1880 Scientific-Management Period, 1880-1927 Human-Relations Period, 1927-1950 Synthesis Period, 1950-Present. Development of Library Management. Library Management, Pre-1937

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history
History
  • Pre-scientific Period, Pre-1880
  • Scientific-Management Period, 1880-1927
  • Human-Relations Period, 1927-1950
  • Synthesis Period, 1950-Present
development of library management
Development of Library Management
  • Library Management, Pre-1937
  • Scientific Management, 1937-1955
  • Human Relations, 1955-Present
approaches to management
Approaches to Management
  • Traditional
  • Empirical
  • Decision theory
  • Mathematical
  • Human relations
  • Social systems
  • Formalistic
  • Spontaneity
approaches to management5
Approaches to Management
  • Participative
  • Challenge-response
  • Directive
  • Checks and balances
  • Management process
  • Management by objective
  • Organizational development
fundamental rules for managers
Fundamental Rules for Managers
  • Know yourself and how you work with people
  • Know the fundamentals of management before you explore new ideas in the field
  • Think twice before trying something, and then think again
fayol s general principles
Division of work or specialization

Authority and responsibility

Discipline

Unity of command

Unity of direction

Subordination of individual to general interest

Remuneration

Fayol’s General Principles
fayol s general principles8
Centralization

Lines of command or scalar chain

Order

Equity

Stability of tenure

Initiative

Esprit de corps

Fayol’s General Principles
functions of a manager
Functions of a Manager
  • Planning
  • Organizing
  • Staffing
  • Directing
  • Coordinating
  • Reporting
  • Budgeting
planning
Planning
  • Involves:
    • assessment of the future
    • determination of desired objectives in the context of that future
    • development of alternative courses of action to achieve such objectives
    • Selection of a course or courses of action from among those alternatives
planning11
Planning
  • Factors:
    • Time
    • Collecting and analyzing data
    • Levels of planning
    • Flexibility
    • Accountability
strategic planning
Strategic Planning
  • Is a continuous process of:
    • Making entrepreneurial—or risk taking—decisions systematically and with the greatest knowledge of their future consequences
    • systematically organizing the efforts needed to carry out these decisions; and
    • measuring the results of these decisions against the expectations through organized , systematic feedback.
strategic planning13
Strategic Planning
  • Requires:
    • Describing a vision for the organization
    • Identifying a mission within that context
    • Setting realistic goals
    • Establishing attainable objectives
    • Developing activities that are stated as policies in actions
strategic planning14
Strategic Planning
  • Steps:
    • Identify a planning team
    • Identify the organizational culture and the values or assumptions that are the organization’s guiding principles
    • Conduct environmental scan
    • Create a vision statement that focuses on a better future by communicating enthusiasm and excitement
strategic planning15
Strategic Planning
  • Steps:
    • Formulate a mission statement that identifies distinctiveness
    • Develop the goals and objectives
    • Develop strategies and action plans
    • Implement the strategic plan
    • Monitor, evaluate, and adjust the plan as objectives are accomplished and priorities shift
planning16
Planning
  • Types:
    • Objectives
    • Policies
    • Procedures
    • Rules
    • Programs
    • Budgets
    • Strategies
de la salle university manila vision mission statement
De La Salle University-ManilaVision-Mission Statement

Vision

De La Salle University-Manila is an internationally recognized Catholic university established by the Brothers of the Christian Schools in 1911. Inspired by the charism of St. John Baptist de La Salle, the University harmonizes faith and life with contemporary knowledge to nurture a community of distinguished and morally upright scholars who generate and propagate new knowledge for human development and transformation. As resource of Church and Nation, the institution endeavors to form Lasallian Achievers for God and Country who will lead in building a just, peaceful, stable and progressive Filipino nation.

de la salle university manila vision mission statement18
De La Salle University-ManilaVision-Mission Statement

Mission

Guided by this Vision, the University will become a leading research university in Southeast Asia. With its corps of eminent faculty ably supported by visionary leaders and technology-enabled professional services, the institution will offer excellent multidisciplinary programs and build a community of learners and scholars who value the pursuit of knowledge within the perspective of Christian ideals and values. In an academic environment permeated by excellence and scholarship, the institution will train leaders, competent professionals, scholars, researchers and entrepreneurs who will participate actively in improving the quality of life in Philippine society.

de la salle university manila strategic decisions and targets 2003 2013
De La Salle University-ManilaStrategic Decisions and Targets2003-2013
  • Academics
    • Academic Programs
    • Strategic Decisions
      • Develop and provide support mechanisms for innovative modes of delivery (curricular flexibility, multidisciplinarity, online learning, seminar, drama)
    • Academic linkages
    • Strategic Decisions
      • Expand and strengthen programs for faculty and students with foreign universities and research institutions
        • Reinforce library linkages with AUN libraries and international learning centers in the Asia-Pacific region (to be incorporated in the strategic plans of units concerned)
  • Governance
    • Information Technology in Administration
    • Strategic Decisions
      • Enhance the effectiveness, efficiency and security of University services and records through streamlining and automation process
    • Target

All major operational systems and processes (i.e., communication, enrolment,

library, finance) of the University will be computerized

de la salle university manila sy2004 2005 operational plans dept university library administrator
De La Salle University-ManilaSY2004-2005 Operational PlansDept: University LibraryAdministrator:
organizing
Organizing
  • Organizations:
    • are group of individuals joined together to accomplish some objectives
    • are designed to overcome individual limitations
    • have characteristics of their own, over and above the characteristics of the people who make them up
organizing22
Organizing
  • Involves:
    • Determining the specific activities necessary to accomplish the planned goals
    • Grouping the activities into a logical framework or structure
    • Assigning these activities to specific positions and people
    • Providing means of for coordinating efforts of individual groups
organizing23
Organizing
  • Organizational structure
    • is the system of relations, formally prescribed and informally developed, that governs the activities of people who are dependent on each other for accomplishment of common objectives
basic elements of an organization
Basic Elements of an Organization
  • Strategic apex
  • Middle line
  • Operating core
  • Technostructure
  • Support staff
de la salle university library organizational chart

AVP for Academic

University Library

Services

Council

College Library

Committee

Director

Student Library

Committee

De La Salle University LibraryOrganizational Chart

EDRC/ASRC

Public Programs

Coordinator

Librarian

Clerk

(2)

Office Assistant

& Secretary

Security, Safety

& Maintenance

Instructional

Media Services

System Services

Archives

Readers’ Services

TechnicalServices

Head

Head

Head

Coordinator

Head

Information

Reference

Collection

Development

Special

Collection

Bibliographic

Control

Filipiniana

Librarian

Circulation

Librarian

Periodicals

Librarian

Acquisitions

Librarian

Cataloging

Librarian

Librarian

Librarian

Librarian

Librarian

Librarian

Assistant

Librarian

(3)

Assistant

Librarian

(1)

Assistant

Librarian

(2)

Assistant

Librarian

(1)

Assistant

Librarian

(1)

Assistant

Librarian

(1)

Assistant

Librarian

(2)

Assistant

Librarian

(4)

Clerk

(4)

Assistant

(2)

Clerk

(8)

Technician,

Photographer

(10)

Clerk

(1)

Clerk

(2)

Clerk

(3)

Clerk

(1)

Clerk

(1)

Clerk

(2)

abm/02July.03

staffing
Staffing
  • Principles of Human Resource Management (Armstrong)
    • People are the most important assets an organization has, and their effective management is the key to success
    • Organizational success is most likely to be achieved if the human resources policies and practices are linked with and make contributions to the achievement of the organization’s objectives and strategic plans
staffing27
Staffing
  • Principles of Human Resource Management (Armstrong)
    • The organization’s culture and values will exert a major influence on the achievement of excellence, and this culture must be managed so that the values are accepted and acted upon by employees
    • Continuous effort is required to encourage all individuals in the organization to work together with a sense of common purpose
staffing28
Staffing
  • Types of Staff
    • Professional librarians
    • Support staff
    • Technology specialists
    • Part-time employees
staffing29
Staffing
  • Job Description
    • Elements:
    • Job identification
    • Job summary
    • Job activities and procedures
    • Relationship of the job to the total institution
    • Job requirements
staffing30
Staffing
  • Job analysis
    • Methods
    • direct observation of the job
    • interviews
    • written questionnaires
    • asking employees to record what they do on a job through daily log or diary
staffing31
Staffing
  • Recruitment
  • Selection
  • Applicant testing
  • Job interviews
  • Training
staffing32
Staffing
  • Training
    • Principles:
    • Teach the simple task first
    • Break down the task into basic components
    • Teach only the correct procedures
    • Keep teaching cycles short, and reinforce them with practice
    • Develop skills through repetition
    • Motivate the trainee
staffing33
Staffing
  • Staff development
  • Mentoring
  • Performance appraisal
    • Objectives
      • to determine how well an employee performs on a job
      • to help an employee know how well he or she is doing, so that improvement needs to be made, the employee knows in what are performance is falling short
staffing34
Staffing
  • Performance appraisal
    • Types:
      • Immediate supervisors evaluate subordinates
      • Peer ratings
      • Upward evaluation
      • 360-degree or multi-rater feedback
      • Employee self-evaluation
staffing35
Staffing
  • Performance appraisal
    • Standards:
    • Quality-quantity standards
    • Desired-effect standards
    • Manner of performance standards
staffing36
Staffing
  • Performance appraisal
    • Problems:
    • The halo effect
    • Prejudice and partiality
    • Leniency or strictness
    • Central tendency
    • Contrast
    • Association
    • Recency
staffing37
Staffing
  • Performance appraisal
    • Methods:
    • Essay method
    • Ranking systems
    • Graphic rating scale
    • Behaviorally anchored rating scales (BARS)
staffing38
Staffing
  • Performance appraisal
    • Appraisal review process
      • The office that is responsible for distributing evaluation forms to supervisors distributes the appropriate forms
      • The office identifies the individual whose performance is to be evaluated, the department in which the job is located, the name of the person responsible for completing the form, and the date the form is due back in the initiating office
staffing39
Staffing
  • Performance appraisal
    • Appraisal review process
      • The person who receive the form evaluates the employee’s performance
      • The rater must share the results with the employee thru a performance appraisal interview
      • The rater returns accomplished form to the initiating office
staffing40
Staffing
  • Compensation/Salary Administration
    • Principles:
    • Equal pay for equal work
    • Employees are not required to enter a salary scale at the first step
    • If an employee is promoted form one rank to another, the employee should not be forced to take a pay cut if the beginning salary of the other rank is lower than the salary the employee earned
staffing41
Staffing
  • Salary increases
    • Methods of determining:
    • Length of service
    • Merit system
    • Combination of length
directing
Directing
  • Major Aspects
    • Motivating
      • Ensure that worker’s motives and values are appropriate for the jobs on which they are placed
      • Make jobs attractive to and consistent with workers motives and values
      • Define work goals that are clear, challenging, attractive, and attainable
directing43
Directing
  • Major Aspects
    • Motivating
      • Provide workers with the personal and material resources that facilitate their effectiveness
      • Create supportive social environments
      • Reinforce performance
      • Harmonize all of these elements into a consistent socio-technical system
directing44
Directing
  • Motivating
    • How?
        • ensure that workers’ motives and values are appropriate for the jobs on which they are placed
        • make jobs attractive to and consistent with workers motives and values
        • define work goals that are clear, challenging, attractive, and attainable
directing45
Directing
  • Motivating
    • How?
        • provide workers with the personal and material resources that facilitate their effectiveness
        • create supportive social environments
        • reinforce performance
        • harmonize all of these elements into a consistent socio-technical system
directing46
Directing
  • Major Aspects
    • Leading
      • Functions of Leadership
          • Executive or top coordinator
          • Planner for the group
          • Policy maker within limits
          • Expert in the field
          • Example setter
          • Controller of internal relations
directing47
Directing
  • Major Aspects
    • Leading
      • Major roles of leaders
          • Arbitrator and mediator
          • Purveyor of rewards and punishment
          • Substitute for individual responsibility
directing48
Directing
  • Major Aspects
    • Leading
      • Major roles of leaders
          • Symbol of the group
          • Representative to nongroup persons
          • scapegoat
directing49
Directing
  • Major Aspects
    • Communication
      • the process of creating and exchanging messages within a network of interdependent relationships to cope with environmental uncertainty
directing50
Directing
  • Major Aspects
    • Communication
      • Emotional Impact of Messages
        • Facial expression (55%)
        • Voice tone (38%)
        • Words (7%)
directing51
Directing
  • Major Aspects
    • Communication
      • Types
        • Written
        • Oral
        • Nonverbal/Symbolic
directing52
Directing
  • Major Aspects
    • Communication
      • Flows
        • downward communication
        • upward communication
        • horizontal communication
directing53
Directing
  • Major Aspects
    • Communication
      • Basic Organizational Communication Needs
          • Encourage all levels of staff to speak out without fear of reprisal
          • Provide a clear picture of each staff member’s place in the organizational structure and clarify chain of command
          • Establish links with communication systems outside the organizational hierarchy
directing54
Directing
  • Major Aspects
    • Communication
      • Basic Organizational Communication Needs
          • Ensure that administrators are visible
          • Maintain personal contact between administrators and staff
          • Provide effective leadership and communication
          • Supply administrative feedback to upward communication
directing55
Directing
  • Major Aspects
    • Communication
      • Basic Organizational Communication Needs
          • Keep open input and response channels in communicating with the individual
          • Reduce communication barriers between library groups
          • Overcome communication problems caused by geographic locations of units
directing56
Directing
  • Major Aspects
    • Communication
      • Basic Organizational Communication Needs
          • Define who needs to know when
          • Establish a system-wide rapid communication mechanism for pressing matters
          • Know the people with whom you interface in other units
          • Maintain lateral communication between/among units/sections/staff performing similar functions
directing57
Directing
  • Major Aspects
    • Communication
      • Basic Organizational Communication Needs
          • Maintain lateral communication between/among units/sections/staff performing dissimilar functions
          • Create a mechanism that will provide opportunity for ongoing consultation and understanding between units
directing58
Directing
  • New Methods of Management
    • Participative management
    • Quality circles (Japanese management)
    • TQM
directing59
Directing
  • TQM
    • Deming’s 14 points
        • Create consistency of purpose toward improvement of product and service, with the objective of becoming competitive and providing jobs
        • Adopt a new philosophy
        • Cease dependence on mass inspection to achieve quality
        • End the practice of awarding business on the basis of price tag
directing60
Directing
  • TQM
    • Deming’s 14 points
        • Constantly improve the system of production and service to improve quality and productivity and thus decrease cost
        • Begin training and education on the job
        • Institute leadership
        • Drive out fear so that everyone may work effectively for the organization
        • Break down barriers between departments
directing61
Directing
  • TQM
    • Deming’s 14 points
        • Eliminate slogans, exhortations, and targets when asking for zero defect and new levels of productivity
        • Eliminate work standards (quotas) on the factory floor and substitute leadership
        • Remove barriers that rod the hourly worker of their right to pride of workmanship
directing62
Directing
  • TQM
    • Deming’s 14 points
        • Institute a vigorous program of education and self-development
        • Put everybody in the organization to work to accomplish the quality transformation because it is everyone’s job