Download Statement of the Problem

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, 19271950
 Synthesis Period, 1950-Present
Development of Library
Management
 Library
Management, Pre-
1937
 Scientific Management, 19371955
 Human Relations, 1955Present
Approaches to Management








Traditional
Empirical
Decision theory
Mathematical
Human relations
Social systems
Formalistic
Spontaneity
Approaches to Management
Participative
 Challenge-response
 Directive
 Checks and balances
 Management process
 Management by objective
 Organizational development

Fundamental Rules for
Managers
Know yourself and how
you work with people
2. Know the fundamentals of
management before you
explore new ideas in the
field
3. Think twice before trying
something, and then think
again
1.
Fayol’s General Principles
1.
2.
3.
4.
5.
6.
7.
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
Centralization
9. Lines of command or scalar chain
10. Order
11. Equity
12. Stability of tenure
13. Initiative
14. Esprit de corps
8.
Functions of a Manager







Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting
Planning

Involves:
1. assessment of the future
2. determination of desired objectives
in the context of that future
3. development of alternative courses
of action to achieve such
objectives
4. Selection of a course or courses of
action from among those
alternatives
Planning

Factors:
1.
2.
3.
4.
5.
Time
Collecting and analyzing data
Levels of planning
Flexibility
Accountability
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 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 Planning

Steps:
1. Identify a planning team
2. Identify the organizational culture
and the values or assumptions that
are the organization’s guiding
principles
3. Conduct environmental scan
4. Create a vision statement that
focuses on a better future by
communicating enthusiasm and
excitement
Strategic Planning

Steps:
5. Formulate a mission statement
6.
7.
8.
9.
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
Planning

Types:
1. Objectives
2. Policies
3. Procedures
4. Rules
5. Programs
6. Budgets
7. Strategies
De La Salle University-Manila
Vision-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 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
Academics
A.
1.
Academic Programs
•
Strategic Decisions
iv.
Develop and provide support mechanisms for innovative modes of delivery
(curricular flexibility, multidisciplinarity, online learning, seminar, drama)
Academic linkages
Strategic Decisions
5.
•
i.
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
B.
Information Technology in Administration
Strategic Decisions
1.
•
ii.
•
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:
Key Result
Areas
Year Two
Extent/Forms
of
Performance
Status
Accomplishment
Unit/Section/
Person
Responsible
Academics
SY2004-2005
Establishment &
development of
digital library
Explore
subscribing to
IEEE for CCS &
IE of COE
Fund sourcing
Director, CCS,
COE
Assess
Filipiniana coll. &
and IRS coll.
Written
assessment
report
Filipiniana/
Reference
Revise & update
the scope of the
Filipiniana coll.
Filipinina Coll.
Dev. Policy
Statement
Technical
Services
Digitization of
COE, CBE &
CED
COE, CBE & at
least 35% of
CED theses
scanned
Research
Conduct project
studies
Digitization of
selected
resources
Provision of
funds to support
scanning of at
least 1000 titles
Director/Archives
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
Organizing

Involves:
1. Determining the specific activities
necessary to accomplish the
planned goals
2. Grouping the activities into a
logical framework or structure
3. Assigning these activities to
specific positions and people
4. Providing
means
of
for
coordinating efforts of individual
groups
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
 Strategic
apex
 Middle line
 Operating core
 Technostructure
 Support staff
AVP for Academic
Services
University Library
Council
College Library
Committee
Director
Student Library
Committee
EDRC/ASRC
Public Programs
Coordinator
Librarian
Office Assistant
& Secretary
Clerk
(2)
Archives
Head
Instructional
Media Services
Security, Safety
& Maintenance
Readers’ Services
Head
Head
Special
Collection
Information
Reference
Librarian
Librarian
Filipiniana
Librarian
System Services
Technical Services
Coordinator
Head
Circulation
Periodicals
Bibliographic
Control
Acquisitions
Librarian
Librarian
Librarian
Librarian
Collection
Development
Librarian
Cataloging
Librarian
Librarian
Assistant
Librarian
(3)
Assistant
Librarian
(1)
Assistant
Librarian
(2)
Assistant
Librarian
(1)
Assistant
Librarian
(1)
Clerk
(4)
Technician,
Photographer
(10)
Clerk
(1)
Clerk
(2)
Clerk
(8)
Assistant
Librarian
(1)
Clerk
(3)
Assistant
Librarian
(2)
Assistant
(2)
Clerk
(1)
Assistant
Librarian
(4)
Clerk
(1)
Clerk
(2)
De La Salle University Library
Organizational Chart
abm/02July.03
Staffing

Principles of Human Resource
Management (Armstrong)
1. People are the most important assets
an organization has, and their effective
management is the key to success
2. 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
Staffing

Principles of Human Resource
Management (Armstrong)
3. 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
4. Continuous effort is required to
encourage all individuals in the
organization to work together with a
sense of common purpose
Staffing

Types of Staff
1. Professional librarians
2. Support staff
3. Technology specialists
4. Part-time employees
Staffing

Job Description
–
1.
2.
3.
4.
Elements:
Job identification
Job summary
Job activities and procedures
Relationship of the job to the
total institution
5. Job requirements
Staffing

Job analysis
– Methods
1. direct observation of the job
2. interviews
3. written questionnaires
4. asking employees to record
what they do on a job through
daily log or diary
Staffing





Recruitment
Selection
Applicant testing
Job interviews
Training
Staffing

Training
– Principles:
1. Teach the simple task first
2. Break down the task into basic
components
3. Teach only the correct procedures
4. Keep teaching cycles short, and
reinforce them with practice
5. Develop skills through repetition
6. Motivate the trainee
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
Staffing

Performance appraisal
– Types:
 Immediate supervisors evaluate
subordinates
 Peer ratings
 Upward evaluation
 360-degree or multi-rater feedback
 Employee self-evaluation
Staffing

Performance appraisal
– Standards:
1. Quality-quantity standards
2. Desired-effect standards
3. Manner of performance
standards
Staffing

Performance appraisal
– Problems:
1. The halo effect
2. Prejudice and partiality
3. Leniency or strictness
4. Central tendency
5. Contrast
6. Association
7. Recency
Staffing

Performance appraisal
– Methods:
1.
2.
3.
4.
Essay method
Ranking systems
Graphic rating scale
Behaviorally anchored rating
scales (BARS)
Staffing

Performance appraisal
– Appraisal review process
1.
2.
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
Staffing

Performance appraisal
– Appraisal review process
3.
4.
5.
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
Staffing

Compensation/Salary
Administration
– Principles:
1. Equal pay for equal work
2. Employees are not required to enter a
salary scale at the first step
3. 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
Staffing

Salary increases
– Methods of determining:
1. Length of service
2. Merit system
3. Combination of length
Directing

Major Aspects
1. 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
•
Directing

Major Aspects
1. 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
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
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
Directing

Major Aspects
2. 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
Directing

Major Aspects
2. Leading

Major roles of leaders
• Arbitrator and mediator
• Purveyor of rewards and
punishment
• Substitute for individual
responsibility
Directing

Major Aspects
2. Leading

Major roles of leaders
• Symbol of the group
• Representative to nongroup
persons
• scapegoat
Directing

Major Aspects
3. Communication
• the process of creating
and
exchanging
messages
within
a
network of interdependent
relationships to cope with
environmental uncertainty
Directing

Major Aspects
3. Communication
• Emotional Impact of
Messages
 Facial expression (55%)
 Voice tone (38%)
 Words (7%)
Directing

Major Aspects
3. Communication
• Types
 Written
 Oral
 Nonverbal/Symbolic
Directing

Major Aspects
3. Communication
• Flows
 downward communication
 upward communication
 horizontal communication
Directing

Major Aspects
3. 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
Directing

Major Aspects
3. 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
Directing

Major Aspects
3. 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
Directing

Major Aspects
3. 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
Directing

Major Aspects
3. 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
Directing

New Methods of
Management
• Participative management
• Quality circles (Japanese
management)
• TQM
Directing

TQM
•
Deming’s 14 points
1. Create consistency of purpose toward
improvement of product and service,
with the objective of becoming
competitive and providing jobs
2. Adopt a new philosophy
3. Cease dependence on mass inspection
to achieve quality
4. End the practice of awarding business
on the basis of price tag
Directing

TQM
•
Deming’s 14 points
5. Constantly
6.
7.
8.
9.
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
Directing

TQM
•
Deming’s 14 points
10.Eliminate
slogans, exhortations, and
targets when asking for zero defect and
new levels of productivity
11.Eliminate work standards (quotas) on
the factory floor and substitute
leadership
12.Remove barriers that rod the hourly
worker of their right to pride of
workmanship
Directing

TQM
•
Deming’s 14 points
13.Institute a vigorous program of education
and self-development
14.Put everybody in the organization to
work to accomplish the quality
transformation because it is everyone’s
job
Thank you!!!