Librarians as a Manager in a modern world

1. Library Management
•Managerial roles and functions
•Social responsibility and managerial ethics
•Decision making
•Professional branding

2. Signs of a successful library
•Many people use it
•Attractive and welcoming
•Sufficient books processed and ready to use
•Well organized and administered
•An increasing number of books are issued
•Users accepts the library

3. Managerial Roles

4. • Advocate
 Act as lawyer when they deal with the issue
relating to law such as copyright law, intellectual
property right.
 Communicate news about the library through
newsletters, web sites and memos to parents and
staff
 Update users, staff and faculty on what is
happening in the library and to promote library
activities and special projects

5. • Consortia Manager
 Responsible for coordinating and overseeing
consortium operations, including strategic
planning, systems development and project
management
 Facilitating communication among the
participating libraries
 Consortium's representative with vendors for
contracted products and services (technical
librarian)

6. • Consultant
 They advice to solve problems
 Recommends both the best sources of
information and ways in which to access
information
 This is a consultancy role which deserves
recognition
 Skills (knowledge on the collection and interpersonal
communication skills) need to be developed to a high
level in order to achieve the librarian as consultant
role

7. • Content Manager
 Knowledgeable about the transformation of the
traditional to modernize type of collections
• Facilitator
 Ensure that user and/or staff knows how to access
relevant sources of information

8. • Guide/Teacher
 Provide guidance to their user community with
Information literacy program
 Information literacy is the ability to access and evaluate
information that promotes both independent learning
and social responsibility
 Users must know how to plan, locate and retrieve
information– aim of this role
 More specified to teacher-librarians

9. • Intermediary
 "A person or mechanism placed physically between IR
(Information Retrieval) systems and actual user with the
purpose to transform interactively requests for information
to query formulations that suit the retrieval components of
one or several IR systems, to model and support the actual
user as to his information need and underlying goals and
to provide information of potential value to that user from
IR systems“– Peter Ingwersen
Users
Librarian
Information

10. • Knowledge Manager
 Effectively participate in the process of knowledge
creation which includes mechanisms for
knowledge capture, exploitation and protection
besides in required infrastructure creation by the
virtue of capabilities gained as Information
Managers of the organization Librarians, in
future, would move from the background to the
center of the organization

11. • Researcher
 They are highly skilled in the research process and
possess a unique knowledge of both the breadth
and depth of information resources in various
subject specialties
 By facilitating access to nascent information in the
way to finding it, analyzing, synthesizing and
packaging the LIS professionals would move to the
beginning of the information production
cycle, playing a more substantial role in the
information creation process

12. • Sifter
 "software programs to extract unknown, valid and
actionable patterns, associations, changes, anomalies and
rules from large databases“– data mining
 The term "sifter" may be used for the skilled
librarian who helps users make sense and order of
the resources
Raw Information
Librarian
Produced Information
On this role, it seems that the librarian is the catalyst to produce or
extract the unknown information to a valid information.

13. • Web designer
 Librarian create a web page to deliver information
about the library and its services like hours of
service, location of services, details of library
staff, library policies, an interface to the library
Online Public Access Catalog (OPAC), etc.

14. Managerial Functions

15. Planning
• Planning includes articulating clearly the
objectives to be achieved/decision
making, determining the resources required to
reach these objectives, preparing budgets and
timelines and prioritizing tasks
• Help ensure correct alignment between
organizational priorities, staff concerns and
clients or user needs

16. Organizing
• Required to ensure resources such as
staff, equipment, appropriate training or
materials are made available when required in
order to achieve the objectives of any plan
• Putting plans into effect

17. Leading
• This includes and motivating staff, mentoring
individuals, modeling appropriate behaviors
and creating the right environment for the
development of individual potential
• It is also important to organize-well an
organization
• Consistency of a leader is important to know
who’s the one will obey

18. Controlling
• To ensure that progress towards the desired
goals proceeds as expected
• Requires the establishment of proper
procedures, milestones and standards
• Applies to areas such as ensuring
legislations, procedures and practices are
adhered to; quality standards and timelines are
monitored and work practices properly
documented
• Too much controlling will affects the motivation
of the staff

19. Budgeting
Types of budget
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Line-item budget
Lump sum budget
Formula budget
Program budgeting
Performance budgeting
Planning, Programming Budgeting System
Zero-based Budget

20. Management levels

21. Top Management
Middle Managers
First-line Managers

22. Social
Responsibilities and
Managerial Ethics

23. The responsibility of a
library is to provide
free and censored
information.
Libraries should
anticipate social needs
and try to solve them.
Figure above shows the two extremes that a library should demonstrate.

24. Library’s issues of social responsibility are:
•
•
•
•
Equal opportunity of service
The facility
Researcher’s concern
Librarians (subordinates) safety and welfare

25. A manager should know:
• Their responsibility toward human rights and
information freedom
• Codes of conduct
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Do not use child or forced labor
Provide a safe working environment
Respect workers’ right and unionize
Do not regularly require more than 48-hour work
weeks
 Pay wages sufficient to meet workers’ basic needs

26. Values concerning on the Social
Responsibility
Wenstop and Myrmel (2006: 679) suggest that
three kinds of values exist in organizations:
• core values—such as integrity, honesty, respect
• protected values—such as
health, environment, safety, rights
• created values—such as return on
investment, quality, image, citizenship.

27. How Managers Can Improve Ethical
Behavior in an Organization
•
•
•
•
Hire individuals with high ethical standards.
Establish codes of ethics and decision rules.
Lead by example.
Delineate job goals and performance appraisal
mechanisms.
• Provide ethics training.
• Conduct independent social audits.
• Provide support for individuals facing ethical
dilemmas.

28. Decision Making

29. Four main approaches that are
relevant to managers
• Utilitarian approach
 From the word ‘utilitarian’ means useful/practical.
It is the ethical concept that moral behaviors
produce the greatest good for the greatest
number.
Organization
Individual

30. • Individualism approach
 The ethical concept that acts are moral when they
promote the individual’s best long-term
interests, which ultimately leads to the greater
good. Individual self-direction is paramount or
overriding, and external forces that restrict selfdirection should be severely limited.
Organization
Individual

31. • Moral rights approach
 The ethical concept that moral decisions are those
that best maintain the rights of those people
affected by them.
Organization
Individual

32. Six moral rights should be
considered during decision making
1.
2.
3.
4.
5.
6.
The right of free consent.
The right to privacy.
The right of freedom of conscience.
The right of free speech.
The right to due process.
The right to life and safety.

33. • Justice approach
 The ethical concept that moral decisions must be
based on standards of equity, fairness, and
impartiality.
Distributive justice
Procedural justice
Compensatory justice

34. • Distributive justice
The concept that different treatment of
people should not be based on arbitrary
characteristics. In the case of substantive
differences, people should be treated
differently in proportion to the differences
among them.
• Procedural justice
The concept that rules should be clearly
stated and consistently and impartially
enforced.

35. • Compensatory justice
The concept that individuals should be
compensated for the cost of their injuries by
the responsible party and that individuals
should not be held responsible for matters
over which they have no control.

36. Remember!
“Managers bring specific personality and
behavioral traits to the job. Personal
needs, family influence, and religious
background all shape a manager’s value
system. Specific personality
characteristics, such as ego strength, selfconfidence, and a strong sense of
independence, may enable managers to make
ethical decisions.”

37. Decision Making Process
1.
2.
3.
4.
5.
6.
7.
Define the problem.
Identify limiting factors.
Develop potential alternatives.
Analyze the alternatives.
Select the best alternative.
Implement the decision.
Establish a control and evaluation system

38. Professional Branding

39. Ten ways to brand your profession
1. Become an expert source.
2. Become a great communicator.
3. Draft a marketing plan for yourself
annually, and review it quarterly.
4. Develop an ‘elevator speech.”
5. Build your Rolodex.
6. Realize that your boss can be your most
powerful ally—or enemy—in building your
brand.

40. 7. Dress for the job you want, not the job you
have.
8. Become a class act.
9. Select “significant” significant others.
10.Give something back.

41. Remember!
Your professional brand is one of your
asset in your workplace. If a MLIS or DLIS
degreed librarian would show a good
professional branding, they could create
a good subordinates-top managers
relationship.

42. Library Management