University of the East

College of Arts and Sciences

Library Management



Controlling, Coordinating & Budgeting




Aimee Jane
Susanne M. Orbe

Professor Frederick Guerero











Controlling
Control is the process which standards for performance of people and process sre
set,communicated and applied. Effective control systems use mechanisms to monitor activities
and take correlative action if necesssary.
Control Process
The control process is a continous flow between measuring , comparing and action four steps are
involved in control process
Establish performance standards are created when objectives are set during the planning
process standard is any guideline established as the basis of measurement.It is precise,explicit
statement of any expected result from a product.
Time controls relate to the deadline s of times constraints
Material Controls relate to inventory and material-yield control
Equipment Controls are built into the machinery,imposed on the operator to protect the
equipment or the process
Cost controls help ensure that cost standards are met.Employee performance controls on focus
on actionds and behaviour of individuals and groups of employees
Financial Controls faciltate achieving the organizations profit motive they become control tools
by pointing out deviations between the standards and actual consumption
Operations control method asses how effeciently and effectively an organizations
transpormation process create goods and services it include
Total quality management (TQM) statistical process controland the inventory management
control
Statistical process control is the use of statistical methods and procedures to determine whether
production operations are beinfg performed correctly to detect any deviations and to find
eliminate and their causes
Inventory is a large cost of many organizations,the appropriate amount to order and how often
to order impact the firms bottom line


Economic order quantity(EOQ) is a mathematical model for deriving the optimal purchase
quantity it minimize total carrying and ordering cost by balancing orders costs
Just in Time(JIT) system is the delivery of finished goods just in time to be sold ,subassemblies
just in time to be assembled into finished goods
Step 2. Measure actual performance supervisors collect data to measure actual peformance to
determine variation from standard
Management by walking arround or observation ofvemployees working,provides unfiltered
information,extensive coverage,even the ability tovread between lines while providing insight
this might be misinterpreted by employees as mistrust
Step 3 Compare Measured performance against established standards comparing results with
standards determines variation can be expected in all activities and the range of variation the
acceptable variance has to established
Step 4 Take correlative Action the supervisor must find because of deviation from standard then
hevor she takes action to remove or minimize the cause

Types of Control
Controls are most effective when they are applied at key places,supervisors can implement
controls before the process begins(feed forward) during the process(concurrent) or after ceases
(feedback) .
Feed forward controls focus on operations before they begin their goal is to prevent anticipated
problems an example of feed forward control is scheduled maintainance on automobiles and
mahinery other examples include safety systems,training progrsms and budgets.

Concurrent controls apply to process as they are happening.concurrent controls enacted while
work is being performed being include any type of steering or guiding mechanism such as direct
supervision,automated systems
Feedback controls focus on the results of operations they guide future planning,inputs and
progress designs Example of feedback controls include timely(weekly,monthly,quarterly and
annualy) reports so that almost instaneous adjustments can be made.
Characteristics of effective controls


Control systems must be designed properly to be effective when control standards are inflexible
or unrealistic employees cannot focus on the organizations goal.Control system must prevent,not
cause ,the problems they were designed to detect.
Desciplining the control function provides supervisors with opportunities to improve systems on
a continous basis an empjasize on coaching and counseling can prevent descipline problems for
example poor performance due to low abilitybor in adequate training,it is correlative actions
taken by a supervisor when an employee does not abide by organizational rules or standards
Disciplinary problems common caterhories of desciplinary problems are attendance,poor
performance,or misconduct attendance includes unexcused problems,chronic absenteeism or
excessive tardiness poor performance includes failure to complete work assignment,producing
substardard product s or services misconduct includes theft,falsifying
employmentvrecords,willfully damaging organization

On the job problem behavior
Intoxication Horseplay Fighting Carelessness Sleeping Possesion of weapons Failure to use
safety devices Possesion of Narcotics or alcohol Insubordination Smoking Gambling Sexual
Harassment Failure to report injuries


Progressive discipline disciplinary treatment in mpst organizations is progressive,whereby the
organization attempts to correct the employee's behavior by imposing increasingly severe
penalties for each infraction the usual steps are
1.Verbal warning
2. Written Warning
3.Suspension,without pay
4. Termination of employment
Hot stove rule is a set of principled that guide effective disciplining
Immediacy the more quickly the descipline follow offenses the more likely the descipline will
be associated with the offense rather than with the dispenser of discipline
Warning it is more likely that disciplinary action will be interpreted as fair when employees
receive clear warnings that a given violation will lead to known a discipline


Consistency fair treatment demands they disciplinary action be consistent
Impersonal Nature penalties should be connected to the behavior( violation) and not to the
personality(person) of the violator
Counseling is a process through which one person helps another by purposeful conversation in
an understanding atmosphere
Termination Agenda
1.Communicate the decision
2. Explain the decision
3.Explain Severance Terms
4.Discuss the release
5. Discuss the resignation options
6. Explain outplacement assistance
7. Review provisions to develop reference guidelines
8. Discuss arrangements to clear out personal effect
9. Introduce outplacement consultant

Budget are simply plans of actions expressed in terms of cost it is an estimate of what
management thinks it will cost to carry out a plan of operation for the organization during a
period of time
For whom is the budget the budget is basically prepared for top management final decisions on
budget allocations on company direction on priorities for effort and other effort and other
company matters come from top management
Book collection it is suggested that the regular annual budget for published of publication be
estimated first then a special fund for the basic collection should be set at one to two times this
annual figure.
Building usually the special library's expenses for rental is absorbed by the parent organization if
floor space rental it is to be allocated it should be on pro rata basis Tudor(1972).


Line item is the most common form operating expenses are those incurred in the ordinary
activities of the library. Included here the salary and wages, materials and supplies, binding and
other miscellaneous expenses
Lump sum budget here the library is given a certain amount and told to provide a library service
.It becomes the library's responsibility to decide how the sum is broken into categories
Formula budget is the third form it abuses a pre determined standards of formulas for allocation
of monetary sources
Program budget here the proposed expenses of the library are described and analyze by function
it undertake. The subject librarian has overall responsibility for monitoring and expending his or
her budget. Specific duties include spending within the budget allocation; transferring funds to
cover new serials; negotiating cooperative funding with other subject librarians for expensive,
interdisciplinary items; and meeting any spending targets and dates. In addition subject
librarians should avail themselves whenever possible of non-state funds (including gift monies,
Allen endowment and other grant funds) to supplement his or her budget, and develop and
maintain relationships with dealers and donors (of both in-kind and monetary gifts.
10 most important Principles of Budgeting in management
a) Planning:
It is one of the major principles of preparation of budget. For efficient work, planning is
essential. Planning is for long term and budget is for short term. Planning and programming are
two sides of the same coin. In India planning is one of the steps in case of budgeting.
b) Research:
After planning, the next stage is research. Research entails determination of national need and
resources and global conditions. The present world is a single composite unit any change in any
part of the world would have wide repercussion in other parts of the world. Planning for future
depends on statistical information's collected from various sources.
c) Balancing the Budget:
By and large, the budget has to be balanced which is an indication of sound financial
management. In case of an unbalanced budget, this sooner or later weakens the strength of the
investors or public.
Balancing the budget does not mean that expenditure is balanced with income, in some cases,
there may be deficit but this deficit should be planned in advance.



d) Control:
Supervision of the financial flow to various departments implies the importance of control in
budget.
e) Executive discretion:
Executives implementing the budget must enjoy certain degree of discretion.
f) Annularity:
Under this principle, money is spent to the various departments and executives for one year. Any
amount left unspent during the budget year, the approval stands lapsed and it cannot be spent
until it is further approved for the next budget year.
g) Executive Responsibility:
For the purpose of granting funds, the executives must make estimate of expenditure and then
present it. The amount can be moved from one head to another, after seeking approval from the
president.
h) Rule of lapse:
Rule of lapse means that under this rule, if the money is left out, the approval of the money
lapses, the funds cannot be spent until further approval is granted.
I) Classification:
The expenditure must be classified in an efficient manner in the budget because of easy
understanding. The revenue thought to be classified into various heads.
j) Unity:
The various expenditures estimated in the budget and all revenue is generated at one amount,
from where all expenditures are met
The Need for Budgeting in Libraries
A budget is a guide or directive for fiscal management. Libraries need funds for
services, and these services must be budgeted for. Fletcher (1990) gives two definitions of
a budget, calling it "the overall picture of . allocations (for expenditure) and . income," as
well as "the financial allocation for specific purpose or purposes during a given period."
Although libraries are service-oriented and have little or no revenue-generating motives or
objectives, they still obviously require a budget. Technical services is not a significant
source of income in the library system. Very small amounts of income are made from
reprography and binding, but the amount is infinitesimal compared to the funds expended
on technical services.


Summary of Principles
Budgeting is essential.
Use funds judiciously for their original purpose
Chief librarians should be signatories to their library's account(s)
Software vendors must have concrete budgets and agreements.
Technical services budgets should include funds for staff development
TS librarians must "lobby."
Compile statistics and use to advantage.
Get other people (e.g., users), to argue your case for you.
Technical services should be showcased at every opportunity.
Start your budget late rather than not at all.
Mary Parker Fillet Principles of coordinating
1. Principle of Early Stage
According to this principle, coordination must start at an early stage in the management process.
It must start during the planning stage. This will result in making the best plans and
implementing these plans with success. If coordination is started early only then all the
management functions will be performed successfully. Thus by initiating proper coordination the
organization will achieve all its objectives easily and quickly.
2. Principle of Continuity
According to this principle, coordination must be a continuous process. It must not be a one-time
activity. The process of coordination must begin when the organization starts, and it must
continue until the organization exists. Coordination must be done continuously during the
management process. It must be done during planning, organizing, directing and controlling.
3. Principle of Direct Contact
According to this principle, all managers must have a Direct Contact with their subordinates.
This will result in good relations between the manager and their subordinates. This is because
direct contact helps to avoid misunderstandings, misinterpretations and disputes between
managers and subordinates. It enables the managers to coordinate all the different activities of
their subordinates effectively and efficiently.
4. Principle of Reciprocal Relations
The decisions and actions of all the people (i.e. of all managers and employees) and departments
of the organization are inter-related. So, the decisions and actions of one person or department
will affect all other persons and departments in the organization. Therefore, before taking any
decision or action all managers must first find out the effect of that decision or action on other


persons and departments in the organization. This is called the Principle of Reciprocal Relations.
Co-ordination will be successful only if this principle is followed properly.
5. Principle of Effective Communication
Co-ordination will be successful only in the presence of an effective communication. Good
communication must be present between all departments, within employees themselves and even
between managers and their subordinates. All communication barriers and gaps must be avoided
and fixed. Good communication helps to avoid misunderstandings in the organization. This
overall helps in coordination.


6. Principle of Mutual Respect
Coordination will be successful only if there exist a mutual respect throughout the organization.
All managers working at different levels (top, middle or lower) must respect each other.
Similarly, all employees must show a friendly attitude and should respect each other during
interactions. There must also exist a feeling of brotherly hood among managers and employees.
The managers must respect the feelings and emotions of the employees. On the other hand,
employees too must understand and acknowledge their bosses. Without mutual respect,
coordination may not survive, and it will eventually fail
7. Principle of Clarity of Objectives
Co-ordination will be successful only if the organization has set its clear objectives. Everyone in
the organization must know the objectives very clearly. No one must have any doubts about the
objectives of the organization. Clear objectives can be achieved easily and quickly.