librarymanagement

a presentation by:

group 4

the creative problem-solving process of

planning, organizing, leading, and controlling

an organization’s resources to achieve its

mission and objectives. (Higgins, 1991)

management

Individuals in the organization

who are in a position to make the

decisions that allow an

organization to reach its

objectives

managers

managerialfunctions

planningorganizingstaffing

leading

controlling

planningorganizingstaffing

leading

controlling

planning

•thinking ahead of the things

that need to be done, and

the methods to get them

done.

•defines where the

organization wants to be in

the future.

•transition from point A to

point B

planningorganizingstaffing

leading

controlling

organizing•establishing formal structure of authority

•matching individuals and their talents

planningorganizingstaffing

leading

controlling

staffing

•also called human

resources or personnel

•involves

hiring, training, compe

nsating, and

retaining people

planningorganizingstaffing

leading

controlling

leading

•focuses on the human element such as

employees’ attitudes, personality

attributes and perceptions

•creating shared culture and values,

communicating goals to employees,

and motivating them

planningorganizingstaffing

leading

controlling

controlling•Monitoring the activities of the

organization

•The mirror image of planning

In planning – establishes where the

organization is going

In controlling – decides whether they are

on target to reach their goals

managerialroles

interpersonalinformational

decisional

interpersonalinformational

decisional

interpersonal

FIGUREHEAD – represents their organizations to

the outside world; performs ceremonial functions;

symbols of the organization itself.

LEADERS – perform functions such as

motivating, communicating with, and inspiring

their employees.

LIAISONS– between employees or employees and

customers; good networkers

interpersonalinformational

decisional

informational

MONITORS – always seek information both inside

and outside the organization; develop systems that

track progress and overall performance of their

unit.

DISSEMINATORS – gather information and

share it with others.

SPOKESPERSON – transmit official information

about the organization thru memos, annual

reports, speeches, etc.

interpersonalinformational

decisional

decisional

DISTURBANCE HANDLERS– conflict resolution

and crisis response

RESOURCE ALLOCATORS– making decisions about

how resources should be distributed

NEGOTIATORS – bargaining for resources

ENTREPRENEURS – work to introduce innovation into the

organization; bringing new ideas and ensuring that the

organization can keep up

with the changing world

manager’sresources

humanfinancial

physicalinformation

humanfinancial

physicalinformation

•employees who work in the organization

•in libraries, employees are usually

classified as professionals, paraprofessionals, clerical

workers, technical specialists, part-time workers like

student assistants

human

humanfinancial

physicalinformation

financial•profit organization – funds come from the

customers who purchased their goods or

services

•non-profit organization – funds come from

donations, grants, etc.

humanfinancial

physicalinformation

•tangible or material parts of the organization

•assets – supplies, PPE (plant, property &

equipment)

•management of these include acquisition,

maintenance, and eventual replacement

physical

humanfinancial

physicalinformation

information

•those that relate to the functioning of the

organization itself

•databases manage the records of employees, and

others

•these information must be managed as valuable

assets and leveraged for strategic

advantage

managerialskills

politicalproblem-solving

analyticalpeop

le financial

system

politicalproblem-solving

analyticalpeop

le financial

system

•libraries and information agencies are

intensely political organizations

•managers need to create a vision and

inspire others to believe in it

•managers need to create a conducive

climate for strategic thinking and action

•flexibility and risk-taking

political

politicalproblem-solving

analyticalpeop

le financial

system

•managers are change agents, therefore, they

must be good at analysis

•lucid, rational, well-argued analysis is what

managers need

•critical thinking is key to effective management

analytical

politicalproblem-solving

analyticalpeop

le financial

system

•the most important day-to-day activity of a manager

problem-solving

politicalproblem-solving

analyticalpeop

le financial

system

•people are the heart of any organization

•managers must see things through the eyes of others

•managers deal with communication, conflict

resolution,

•coordination of team-based initiatives, etc.

peop

le

politicalproblem-solving

analyticalpeop

le financial

system

•managers need a sound grounding in financial

matters

financial

politicalproblem-solving

analyticalpeop

le financial

system

•managers need to be familiar with computer-

based information systems

•systems are not only technological but also an

arrangement of resources and routines

system

public library

The public library, the local gateway to knowledge, provides

a basic condition for lifelong learning, independent decision-

making and cultural development of the individual and social

groups (UNESCO Public Library Manifesto)

• A clear policy must be formulated, defining

objectives, priorities and services in relation to the

local community needs. The public library has to be

organized effectively and professional standards of

operation must be maintained.

• Cooperation with relevant partners – for

example, user groups and other professionals at

local, regional, national as well as international

level- has to be ensured.

Management really cannot be taught; the principles can be imparted, but management must also be learned through experience.

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