Management of Academic Libraries PATLS 2019

Library Organization
and Management:
Academic Libraries
ELVIRA B. LAPUZ
EBLAPUZ@GMAIL.COM
Overview
Review of the basic concepts and
principles of management and its
application to the organization and
administration of academic libraries.
LIS ENRICHMENT PROGRAM 2019 MANAGEMENT OF ACADEMIC

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Management
utilizing organizational resources to achieve
objectives through planning, organizing, staffing,
leading and controlling (Steuart and Moran,
2007)
At its most basic level, it is the process of
accomplishing things through people (Evans,
2007).
The art of getting things done through people
(Follet, 1941) – getting others to do your work!
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The aim of every manager is to “establish
an environment in which people can
accomplish group goals with the least
amount of time, money, materials, and
personal dissatisfaction or in which they
can achieve as much as possible of a
desired goal with available resources”.
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Managerial Functions
Planning
Organizing
Staffing
Controlling
Leading (Directing)

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Planning
involves selecting missions and objectives and deciding on the actions
to achieve them;
it requires decision making – choosing a course of action from among
alternative;
it implies managerial innovation;
it bridges the gap from where we are to where we want to go.

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Vision
a future oriented statement expressing what
the institution wishes to become, its
aspirations, core values and philosophies

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MISSION
a statement on the unique role of the library in the institution ; a clear
description of the organization’s purpose
Contains measurable objectives and targets
measurable, achievable, concrete, concise
-> “broad, aspirational, and idealistic, yet it should not be merely a statement of good
intentions” (Danner, 1997)

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Mission statement of top
Universities
UP De la Salle University
To provide the best possible access The De La Salle University Libraries
to information needed in support advances the learning and
of instruction, research, extension research thrusts of the university
and public service by providing quality information
resources, learner-centered
To provide the best possible services and programs.
information services through the
use of the new information and
communication technologies as
applied in libraries

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Ateneo Rizal Library UST Library
The mission of the Rizal Library is
to facilitate learning by providing
information services to the Loyola
Schools community to enable
them to achieve excellence in
carrying out their research,
teaching, and community service
functions as a Filipino, Catholic,
and Jesuit university.

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Goals and objectives
Goals are long term objectives that guide the institution’s decision
making ; they define the broad strategies an institution will pursue in
support of its mission
Specific
Measurable
Achievable
Realistic
Time bound

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Verifiable objective simply means that
at the end of the period it should be
possible to determine whether or not
the objective has been achieved.
Objectives state end results and

overall objectives need to be
supported by sub-objectives.

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Hierarchy of Objectives
Socio-economic purpose
Mission
Overall objectives of the organization (long range,
strategic)
More specific overall objectives (e.g. in key results area
Division objectives
Department and unit objectives
Individual objectives (performance, personal
development)

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Objective Setting
Quantitative and qualitative Objectives – making
objectives verifiable
Guidelines for Setting Objectives
◦ The list of objectives should not be too long, yet it should
cover the main features of the job
◦ Should be verifiable and should state what is to be
accomplished and when.
◦ Objectives should present a challenge, indicate priorities,
and promote personal and professional growth and
development.

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3 types of goals for academic libraries
1. Service goals
2. Administrative goals
3. Resources management goals

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3 types of objectives
1. Routine objectives
2. Innovative objectives
3. Improvement objectives

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Strategies, Policies and Decision Making
Strategies and policies Strategic planning is an
are closely related in a organization's process of defining
its strategy, or direction, and
sense that they both making decisions on allocating its
give direction and resources to pursue this strategy. In
framework for plans; order to determine the direction of
both are basis of the organization, it is necessary to
operation plans, and understand its current position and
both affect all areas of the possible avenues through
managing. which it can pursue a particular
course of action.

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Strategic planning
1. Environmental scanning
2. Identification of the library’s stakeholders
3. SWOT analysis
4. Formulation of the strategic plan
5. Implementation of the plan
6. Evaluation of the plan

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Organizing
Providing shape and structure to an organization
The identification and classification of required activities
The grouping of activities necessary to attain objectives
The assignment of each group to a manager with the authority
(delegation) necessary to supervise it
The provision for coordination horizontally and vertically in the
organization structure

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Re thinking the academic
libraries
1. Migration from print to electronic
2. Retiring legacy print collections for preservation
3. Repurposing library spaces
4. Redesigning the library as informal learning spaces
5. Partnerships with other campus units that support research,
teaching, and learning
6. Embedded librarianship
7. Purchasing TO curating content

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Lewis, David W. (2007). A Model for Academic Libraries
2005 to 2025

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Types of Organizations
Bureaucracies – formal and impersonal conduct, specialization, systems of

rules and procedures and hierarchy of position
Departmentalization – function, territory, product , customer, process
Mechanistic organization – shaped in traditional pyramidal pattern
Organic systems – loose and informal working relations; lateral and
horizontal flow of information
Other modifications – committees, task forces, quality circles, self-managing
teams, Matrix organizational structures

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Organizational chart
a useful aid for visualizing the horizontal and vertical differentiation within an
organization. It can be used to define and describe channels of authority,
communication and information flow.

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14 Principles of Management
Division of Work Centralization (or
Decentralization)
Authority
Scalar chain (Line of Authority)
Discipline
Order
Unity of Command
Equity
Unity of Direction
Stability of Tenure of Personnel
Subordination of individual
interest Initiative
Remuneration Esprit de Corps

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Staffing
involves manning the organization structure through proper and
effective selection, appraisal and development of people to fill the roles
assigned to the employers/workforce.
is performed by all managers depending upon the nature of business,
size of the company, qualifications and skills of managers,etc.

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Types of Library Staff
Professional librarians
◦ degree in library or information science
◦ PRC Registered/licensed
◦ Considering graduate studies
Support staff
◦ wide range of skills and responsibilities
◦ handle the routine work of most library departments
◦ varying education and experience levels
Part-time employees
◦ Studentassistants
◦ doing mostly repetitive clerical tasks

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Academic Library Staff
Composition
1. Reduced number of clerical/support staff positions
2. Continuing increase in the number of staff involved
in library technology
3. Fewer librarians will be involved in the traditional
library roles
4. New set of skills requirements (explicit strategy for
hiring and retaining staff with the skills, abilities, and
characteristics the organization requires)

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Changing Nature of Library Work
Shift from traditional, functional specialists
positions to “multi-skilled” positions
Increasing requirements for behavior skills
◦ ability to communicate internally and externally
◦ work effectively with others
◦ flexibility
◦ creativity
◦ innovative
◦ resourceful
◦ good communication skills

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Stages in hiring
Prescreening:
Advertise Review Background Interview Selection and
interviews,
position applicant pool verification finalists Hiring
exam

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Training and Development
Orientation - new employee is introduced to
coworkers, and is given information such as
working hours, place of work, performance
standards, benefits and facilities, and names of the
immediate and other officers. It usually includes
both general information and information about
the goals, objectives, and philosophies of the
organization;
Initial job training – informing the employee on
the specific tasks of the job.

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Training and Development(2)
Performance appraisal – the systematic evaluation of
an individual employee’s job related strengths and
weaknesses.
◦ To determine how well an employee performs on the job
◦ Help an employee understand how well he or she is doing on
the job, this way, if improvement needs to be made the
employee knows where his or her deficiencies lies.
◦ Results of performance appraisal are used as the basis for
making important human resource decisions relating to
promotion, demotion, and termination of employees

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Faculty status of librarians
“ library faculty should have the same
privileges and responsibilities as other
faculty on campus” – ACRL
it is associated with better job satisfaction,
improved status, higher salaries, and more
opportunities for professional development

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Conditions for librarians (ALA and
ACRL)
Librarians perform professional responsibilities.
Librarians have an academic form of governance for the library faculty.
Librarians have equal representation in all college or university governance.
Librarians receive compensation comparable to that of other faculty.
Librarians are covered by tenure policies.
Librarians are promoted in rank based on a peer review system.
Librarians are eligible for sabbatical and other leaves.
Librarians have access to research and professional development funds.
Librarians have the same academic freedom protections as other faculty.

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Discipline
action taken by organization against employee
(1) when employee’s performance has
deteriorated to a point where action is
necessary or
(2) when he or she has violated organization
rules; may constitute simple oral warning or
harshest penalty of discharge or
firing/termination of service

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Grievance – any dissatisfaction relating one’s
employment that is brought to the attention of an
organization’s management.
Grievance procedure – process or method for

employees to deal with problems they have with
supervisors or with organizations; defines manner in
which grievances are filed, to whom it is submitted,
how grievance proceeds through hierarchy, where
decisions are made, and the final point of decision.

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Motivation
refers to a process that elicits, controls, and
sustains certain behaviors; the willingness to
expend energy to achieve a goal or reward.
Managers motivate by providing an
environment that induces workers to
contribute to the furthering of the goals of
the organization.

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Mentoring
to support and encourage people to manage
their own learning in order that they may
maximize their potential, develop their skills,
improve their performance and become the
person they want to be." Eric Parsloe, The
Oxford School of Coaching & Mentoring

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Controlling
The measurement and correction of performance in order to make sure
that enterprise objectives and the plans devised to attain them are
being accomplished – Weihrich and Koontz, 2005
It implies the existence of goals and plans and the regulation of the
organization’s activities toward those goals.
Concern with keeping things on track, successful progress toward
meeting specified objectives.

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The control process
1. Establishing standards or criteria of performance
2. Measuring performance against these standards
3. Correcting variations from standards and plans
Performance indicators – an effort to develop decisions and

actions in order to guide what an organization does and
why it does it; quantitative and qualitative measurement
that describe the outcome to be achieved

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Techniques for Evaluating Activities
Developing standards or established criteria
Measuring performance (against standards)
Correcting deviations
Cybernetics

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Tools of Coordination
Cost-benefit analysis
Benchmarking
PERT (Program Evaluation and Review Techniques) / CPM (Critical Path
Method) – involves the following steps:
1. Identifying the specific steps and activities and milestones
2. Determining proper sequence of activities
3. constructing network diagram showing the tasks to be completed
4. estimating the time required for each activity as reflected in the
diagram
5. determining the critical path or the sequence of tasks with the longest
duration to complete
6. updating the PERT chart as the project progresses
Balance scorecard approach

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Leadership and communication
Leadership – the ability to inspire

confidence and support among followers
that allows the group to reach its goals;
the ability to influence others to go in a
desired direction

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Communicating – a key ingredient in
effective leadership
Components
◦Source
◦Message
◦Channel
◦Receiver
◦Noise
◦Feedback

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Communication flows
downward – from superiors to subordinates
upward – from subordinates to superiors
horizontal – lateral or diagonal
virtual – “could be recognized as the modern technological phenomenon
through which the transmission of information, and/ or action is
achieved to the remote or distant locations”

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Informal organizational communication
the grapevine
Managing By Walking Around (MBWA)

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Types of Budget
Line-Item Budget
Formula Budget
Program Budgeting
Performance Budgeting
Planning Programming Budgeting System (PPBS)
Zero Based Budgeting (ZBB) System

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Accountability and reporting
keeping accurate records of what has
been disbursed, what has been
encumbered and what remains and
reporting to funding authority, to the
staff or to the public

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Marketing the Library
the process of identifying the wants and needs of the population of the
library as information center customers
identifying the capabilities of the organization to address those needs
developing or adjusting services and products to satisfy various targeted
segments of that market (Steuart)

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10 reasons for marketing the Library
1. Competition for customers
2. Competition for resources
3. Maintaining relevance
4. Stop being taken for granted
5. Promote an outdated image
6. Visibility
7. Valuable community resource
8. Rising expectations
9. Survival
10. Beneficial to library image

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Marketing strategies
1. Newsletter and other publications
2. Bulletin Board Displays
3. Handbooks and Manuals
4. Use of Web 2.0 tools : blogs, wikis, social
networks

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Continuing Professional Education
refers to the inculcation, assimilation and
acquisition of knowledge, skills, proficiency and
ethical and moral values after the initial registration
of a professional that raise and enhance the
professional’s technical skills and competence. (Sec.
1 of the PRC Guidelines)
Compliance with the CPE Program is a moral and
legal obligation

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Objectives of the CPE
To provide and ensure the continuous education of a registered
professional with the latest trends in the profession brought about by
modernization and scientific and technological advancement
To raise and maintain the professionals capability for delivering
professional services
To attain and maintain the highest standards and quality in the practice of
his/her profession
To comply with the professionals continuing ethical requirements
To make the professional globally competitive
To promote the general welfare of the public

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Related Practices
and Trends in
Academic
Librarianship
Professional Association
International Federation of Library Associations (IFLA) “is the leading
international body representing the interests of library and information
services and their users. It is the global voice of the library and
information profession.”
The Congress of Southeast Asian Librarians (CONSAL) founded in
August 1970 in response to a growing sense of Southeast Asian identity,
fostered particularly by the formation of the Association of Southeast
Asian Nations (ASEAN). Member countries are: Brunei, Cambodia,
Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand and Vietnam.
CONSAL holds a conference every three years in each member country
by turn. It promotes cooperation in the fields of librarianship,
bibliography, documentation and related activities.

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Philippine Librarians’ Association, Inc.
(PLAI)
is “the only nationally accredited professional
organization of librarians in the Philippines to date.
At present, it serves as the umbrella organization
for all library groups in the country. “
Other Associations:
◦ Philippine Association of Academic and Research Librarians (PAARL)
◦ Association of Special Libraries in the Philippines (ASLP)
◦ Philippine Group of Law Librarians (PGLL)
◦ Agricultural Librarians Association of the Philippines (ALAP)

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Philippine Association of Academic and
Research Librarians (PAARL)
promote equitable access to and effective use of recorded knowledge in
support of teaching, research, scholarship, and community service;
articulate the concerns of academic and research libraries and their
institutions, and influence information policy development affecting the
future of academic and research libraries;
develop best practices and standards for the improvement of these types
of library service and librarianship;
develop a corps of professional librarians and information specialists in
academic and
research institutions; and,
cooperate with other organizations of similar aims.

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Accreditation
A process by which institutions or programs continuously upgrade their
educational quality and service through self-evaluation and the
judgment of peers; a concept based on self-regulation which focuses on
evaluation and the continuing reinforcement of educational quality; a
status granted to an educational institution or programs which meets
commonly accepted standards of quality or excellence.
Accrediting Agencies in the Philippines:
◦ FAAP (Federation of Accrediting Agencies of the Philippines)

◦ PAASCU ( Philippine Accrediting Association of Schools, Colleges, and
Universities)
◦ AACCUP (Accrediting Association of Chartered Colleges and Universities in
the Philippines)
Standards - measures of quality or value set up by authority, custom, or
by general consent to be followed as model or example.

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Academic library today
Displacement of paper by digital formats
Access to information is more important than
ownership
Primary use of search engines
Emergence of the digital lifestyle
Changing patterns of scholarly communication
Library as a “gateway”
Library as a place

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Open access
digital, online, free of charge, and free of
most copyright and licensing restrictions
Without price barriers (subscriptions,
licensing fees, pay-per-view fees) and
permission barriers

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Research data management
1. Libraries tackling research data generated
by faculty
2. Data organization, identification of
elements and data retrieval
3. Allows for data deposits in repositories
4. Facilitates data sharing

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Challenges to Research data
management
1. Faculty not wanting to work with librarians
2. Lack of funding
3. Lack of awareness
4. Lack of subject knowledge
5. Lack of time
6. Lack of training
7. Need for new and skilled (knowledgeable)

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References
Evans, G.E. and Alire, C.A. (2013). Management Basics for Information
Professionals. 3rd ed. London: Facet Publishing
Lewis, David W. (2007). A Model for Academic Libraries 2005 to 2025. Paper
presented at ”Visions of Change,” California State University, Sacramento, January
26, 2007
Steuart, R. D. and Moran, B.B. (2007). Library and Information Center
Management. 7th ed. Westport, Connecticut: Libraries Unlimited
Weihrich, H. and Koontz, H. (2005). Management: A Global Perspective. 11 th ed.
Singapore : McGraw Hill.

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References:
Aman, Mohammed M., "Academic Library Management Issues and
Practices" (2010). School of Information Studies Faculty Books. Book 1.
http://dc.uwm.edu/sois_facbooks/1

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Library Organization

LIS ENRICHMENT PROGRAM 2019 MANAGEMENT OF ACADEMIC

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Objectives state end results and

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Bureaucracies – formal and impersonal conduct, specialization, systems of

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Grievance procedure – process or method for

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Performance indicators – an effort to develop decisions and

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Leadership – the ability to inspire

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◦ FAAP (Federation of Accrediting Agencies of the Philippines)

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