Library Organization and Management -With Laws, Related Practices, and Trends

University of Southern Mindanao LLE Review 2012

Course description:

Introduction to administration, to the basic concepts and principles of management and its application to the library
organization, to the different types of libraries and to major administrative concerns as well as legislations, related practices,
and trends.

Objectives:

1. To understand and identify the principles, theories and techniques of organization and management applicable to
various types of libraries and information centers;
2. To identify and apply the various principles relevant to the management of libraries and information centers;
3. To distinguish and appreciate the different types of libraries as to objectives and functions;
4. To be familiar with the current trends, practices and legislations related to libraries and information centers.

Introduction to Administration/Management

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!
- An activity essential to organized endeavors that perform certain functions to obtain the effective acquisition,
allocating and utilization of human efforts and physical resources for the purpose of accomplishing some goal (Wren,
1979)

Characteristics of Management

1. Management is a managerial process: Management is a process and not merely a body of individuals. Those who
perform this process are called managers. The managers exercise leadership by assuming authority and direct others
to act within the organisation. Management process involves planning, organising, directing and unifying human
efforts for the accomplishment of given tasks.
2. Management is a social process- Management takes place through people. The importance of human factor in
management cannot be ignored. A manager's job is to get the things done with the support and cooperation of
subordinates. It is this human element which gives management its special character.
3. Management is action-based: Management is always for achieving certain objectives in terms of sales, profit, etc. It
is a result-oriented concept and not merely an abstract philosophy. It gives importance to concrete performance
through suitable actions. It is an action based activity.
4. Management involves achieving results through the efforts of others: Management is the art of getting the things
done through others. Managers are expected to guide and motivate subordinates and get the expected performance
from them. Management acts as an activating factor.
5. Management is a group activity: Management is not an isolated individual activity but it is a collective activity or
an activity of a group. It aims at using group efforts for achieving objectives. Managers manage the groups and
coordinate the activities of groups functioning in an organisation.
6. Management is intangible: Management is not directly visible but its presence is noticed in the form of concrete
results. Management is intangible. It is like invisible spirit, which guides and motivates people working in a business
unit. Management is like government, which functions but is not visible in physical form.
7. Management is aided, not replaced by computers: The computer is an extremely powerful tool of management. It
helps a manager to widen his vision. The computer supplies ocean of information for important decision-making. The
computer has unbelievable data processing and feedback facilities. This has enabled the manager to conduct quick
analysis towards making correct decisions. A computer supports manager in his managerial work. However, it cannot
replace managers in business. They were required in the past, at present and also in future. Their existence is
absolutely essential in the management process.
8. Management is all pervasive: Management is comprehensive and covers all departments, activities and employees.
Managers operate at different levels but their functions are identical. This indicates that management is a universal
and all pervasive process.
9. Management is an art, science as well as a profession: Management is an art because certain skills, essential for
good management, are unique to individuals. Management is a science because it has an organized body of
knowledge. Management is also a profession because it is based on advanced and cultivated knowledge.

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 10. Management aims at coordination of activities: Coordination is the essence of management. It gives one clear
direction to the whole organization and brings unity and harmony in the whole business unit. For such coordination,
effective communication at all levels is essential.
11. Management is innovative: Management techniques are dynamic and innovative. They need to be adjusted as per
the requirements of the situations. Another manager need not repeat the decisions of one manager. Similarly, a
manager has to change his decisions under different situations.
12. Management has different operational levels: Every Organization needs managers for managing business
activities. The manager's job is basically the same at all levels. The managers at the higher levels have more
important duties while managers at the lower levels have to perform routine functions i.e. duties.
13. Management is different from ownership: Management is concerned with the management of business activities.
Managers are not the owners but they manage the business on behalf of the owners. Separation of ownership and
management is a special feature of modem business organization.
14. Management has vast scope: The scope of management is quite comprehensive. It covers all aspects of business.
The principles of management guide managers while managing various business activities.
15. Management is dynamic: Business is influenced by changes in economic, social, political technological and human
resource. Management adjusts itself to the changing atmosphere making suitable forecasts and changes in the
policies. Hence, management is treated as a dynamic activity.
16. Management aims at achieving predetermined objectives: Management is a meaningful activity. All organisations
are essentially groups of individuals formed for achieving common objectives. An Organisation exists for the
attainment of specific objectives.

Source: http://kalyan-city.blogspot.com/2010/06/management-functions-process-management.html

Managerial Roles

1. Interpersonal roles – relates to working with people. Managers as figureheads and representing the organizations to
the outside world, performing ceremonial functions and entertain on behalf of the organization. They play the role of
leader, performing functions such as motivating, communicating with, and inspiring the individuals who works for
them. They serve as liaisons between groups of employees or between employees and customers.
2. Information roles – they play the role of monitors – always seeking information both from outside and inside the
organization. They develop systems that keep track of the progress of the overall performance of their unit. They also
act as disseminator of information.
3. Decision making roles – managers serve as disturbance handlers. They are expected to resolve conflicts and respond
to crisis. They are the resource allocators spending a great deal of time making decisions on how allocations of
resources such as money, equipment, or other forms of support are taking place. They also play the role of
entrepreneur when they work to introduce innovation into the organization. They are responsible for bringing new
ideas and for ensuring that the organization makes the necessary changes to keep it competitive.

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”.

Productivity – output-input ration within a time period with dues consideration for quality.

Outputs
Productivity = -------------- (within a time period, quality considered)
Inputs

Effectiveness – the achievement of objectives

Efficiency – achievement of ends with the least amount of resources

Management as practice is an art; the organized knowledge underlying the practice is a science.

Managers – individuals within an organization who are responsible for and support the work of other individuals; they direct
and facilitate others’ work.

Evolution of Management Thought

Classical Perspectives – earliest management school

Scientific Management - Theory of management that analyzed and synthesized workflows. Its main objective was improving
economic efficiency, especially labor productivity.

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Fundamental principles of Scientific Management (From Frederick Winslow Taylor, acknowledged as the Father of Scientific
Management)

1. Replacing the rules of thumb with science (organized knowledge).

2. Obtaining harmony; rather than discord, in group action.
3. Achieving cooperation of human beings, rather than chaotic individualism.
4. Working for maximum output, rather the restricted output.
5. Developing all workers to the fullest extent possible for their own and their company’s highest prosperity.

Henry L. Gantt – he developed the task and bonus system and the Gantt chart for setting schedules and timetables of activities

Frank and Lilian Gilbreth – husband and wife known for their time-motion study focusing on the human aspects of work

Bureaucratic School

-developed almost at the same time with scientific management, introduced by Max Weber (1864-1920). It includes
theories on the structure of the authority in organizations and distinguished between power and authority. His writings
were focused on the importance of specialization in labor. He summarized bureaucratic organization as an ideal type of
organization, in which:
-Labor is divided with a clear indication of authority and responsibility
-The principle of hierarchy exists
-Personnel are selected and promoted based on qualifications
-Rules are written down and impersonally and uniformly applied
-Promotion into management is only through demonstrated technical competence
-Rules and procedures ensure reliable and predictable behavior.

Management Principles

– includes the works of Henri Fayol and his 14 principles of management; theory that recognized the need for teaching
management.

Humanistic Approach – giving more attention to the concerns of individuals working in organizations.

Human relations movement – focused on the behavior of the individual and his or her quality of life in the organization, as
well as on the needs, aspirations, and motivations of this individual and on those of the group and the organization.
- Chester Barnard (1886-1961) – contribution-satisfaction equilibrium as he examined the organization as a social
system. The first to introduce the issues of the social responsibility of management, including fair wages, security,
and the creation of an atmosphere conducive to work.
- Mary Parker Follet (1868-1933) – recognized the interdependencies between the individual, the work, and the
environment. She emphasized worker participation and the importance of shared goals.
- Hawthorne Experiments – conducted by Elton Mayo (1880-1949) pioneering studies that demonstrated the
importance of the human side of organizations. These studies recognize that organizations are social systems and that
the productivity of workers is a result not just of physical factors but of interpersonal ones as well.

The general conclusion from the Hawthorne studies was that human relations and the social needs of workers are crucial
aspects of business management. This principle of human motivation helped revolutionize theories and practices of
management.

Self-actualizing movement – closely related to the human relations movement and is often confused and intertwined with it.
Emphasis is on designing jobs that would allow workers to satisfy higher-level needs and utilize more of their potential.

- Abraham Maslow, a practicing psychologist, developed one of the most widely recognized need theories, a theory of
motivation based upon a consideration of human needs. This theory is built upon the concept that humans have a
hierarchy of needs His theory of human needs had three assumptions:

 Human needs are never completely satisfied.

 Human behavior is purposeful and is motivated by the need for satisfaction.

 Needs can be classified according to a hierarchical structure of importance, from the lowest to highest.

Maslow broke down the needs hierarchy into five specific areas:
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  Physiological needs. Maslow grouped all physical needs necessary for maintaining basic human well-being,
such as food and drink, into this category. After the need is satisfied, however, it is no longer is a motivator.
 Safety needs. These needs include the need for basic security, stability, protection, and freedom from fear. A
normal state exists for an individual to have all these needs generally satisfied. Otherwise, they become primary
motivators.

 Belonging and love needs. After the physical and safety needs are satisfied and are no longer motivators, the
need for belonging and love emerges as a primary motivator. The individual strives to establish meaningful
relationships with significant others.

 Esteem needs. An individual must develop self-confidence and wants to achieve status, reputation, fame, and
glory.

 Self-actualization needs. Assuming that all the previous needs in the hierarchy are satisfied, an individual feels
a need to find himself.

- Douglas McGregor (1906-1964) – Theory X and Theory Y. Assumptions that imply that human nature is dynamic,
not static. They indicate that human beings have the capacity to grow and develop.

Quantitative Approach

- Management science
- Improved managerial decision making by using sophisticated mathematical and statistical methods
- Similar to the earlier scientific management approach
- Include such areas as decision theory and operations research

Systems theory

- Recognizes that the task of the manager is to maintain a system of cooperative effort in a formal organization.
- Integrates knowledge from the biological, physical, and behavioral sciences
- System = “a set of elements standing in interrelation among themselves and with the environment. The really
important aspect is the interaction among the elements to create a whole, dynamic system.”
- the organized enterprise does not exist in a vacuum, it is dependent on its external environment; it is a part of larger
systems, such as the industry to which it belongs, the economic system, and society; the input-transformation-output
model.

Reenergizing the system

Transformation
Inputs v Outputs
process

External
environment

The input-output model from Weihrich and Koontz, 2005.

Contingency Approach – there is no one best way; takes the situational approach considering the circumstances of each
situation and then decides which response has the greatest chance of success.

Modern management thought - It includes the following three streams of thought: Quantitative Approach to Management
(Operations Research); Systems Approach to Management and Contingency Approach to Management.

Principles of Administration / Management

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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.

Types of plans

1. Mission or purpose – identifies the basic purpose or function or tasks of an enterprise or agency or any part of it.
2. Objectives or goals – the ends toward which an activity is aimed; they represent the end point of planning
3. Strategies – the determination of the basic long-term objectives of an enterprise and the adoption of courses of action
and allocation of resources necessary to achieve these goals.
4. Policies – general statements or understandings that guide or channel thinking in decision making; they define an area
within which a decision is to be made and ensure that the decision will be consistent with, and contribute to, an
objective
5. Procedures – plans that establish a required method of handling future activities; chronological sequences of
required actions; guides to actions, rather than thinking, and they detail the exact manner in which certain activities
must be accomplished
6. Rules – spell out specific required actions or non-actions; allowing no discretion; it reflects a managerial decision
that a certain action must- or must not- be taken

Rules are different from policies in that policies are meant to guide decision making by marking off all areas in which
managers can use their discretion, while rules allow no discretion in their application.

7. Programs – complex of goals, policies, procedures, rules, task assignments, steps to be taken, resources to be
employed, and other elements necessary to carry out given course of action; ordinarily supported by budgets.
8. Budgets – statement of expected results expressed in numerical terms; a “quantified” plan; maybe expressed in
financial terms; a principal control device.

Steps in Planning

1. Being aware of the opportunities – precedes the actual planning, giving a preliminary look at possible future
opportunities and see them clearly and completely, knowing where the organization stands in the light of its strengths
and weaknesses, the problems it has to solve and what it can expect to gain.
2. Establishing objectives – specifying the expected results and indicating the end points of what is to be done, where
the primary emphasis is to be placed, and what is to be accomplished by the network of strategies, policies,
procedures, rules, budgets and programs.
3. Developing premises – establish, circulate, and obtain agreement to utilize critical planning premises such as
forecasts, applicable basic policies, and existing company plans. Premises are assumptions about the environment in
which the plan is to be carried out.
4. Determining alternative courses – search for and examine alternative courses of action, especially those not
immediately apparent; discovering the most fruitful possibilities
5. Evaluating alternative courses – weighing alternatives in the light of premise and goals.
6. Selecting a course – the point at which the plan is adopted – real point of decision making.
7. Formulating derivative plans – other plans to support the seldom complete plan.
8. Quantifying plans by budgeting – giving meaning to the plan by quantifying them and converting them into
budgets.

Levels of Objective

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.

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

Objective Setting

Quantitative and qualitative Objectives – making objectives verifiable

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

Management by Objectives (MBO) – a comprehensive managerial system that integrates many key managerial activities in a
systematic manner and is consciously directed towards the effective and efficient achievement of organizational and individual
objectives.

SMART method – specific, measurable, achievable, realistic, and time-related

Total Quality Management (TQM) – a philosophy in management for the continued improvement of the quality of products
and processes. Focus on the customer in the development of the products and services. Awareness of process improvement and
efficient delivery.

Strategies, Policies and Decision Making

Strategies and policies are closely related in a sense that they both give direction and framework for plans; both are basis of
operation plans, and both affect all areas of managing.

Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its
resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its
current position and the possible avenues through which it can pursue a particular course of action.

Satisficing – a term used to describe picking a course of action that is satisfactory under the circumstances.

Virtually all decisions are made in an open environment of at least some uncertainty involving the interaction of a number of
important variables, and there are certain risks involved in making decisions.

Brainstorming - a group or individual creativity technique by which efforts are made to find a conclusion for a specific
problem by gathering a list of ideas spontaneously contributed by its member(s).

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

Formal Organization – implies a formalized intentional structure of roles or positions in a formally organized enterprise

Informal organization – a network of personal and social relations neither established nor required by formal authority but
arising spontaneously.

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

Organization 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.

Structuring the Organization = horizontal and vertical

- Horizontal specialization which results in the creation of various departments, each performing specific tasks
- Vertical differentiation – or hierarchy of positions and involves structuring authority, power, accountability, and
responsibility
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Organization Structure – Departmentalization

1. By function –grouping together specialists with similar backgrounds and interests allowing specialization within the
function, i.e. circulation, reference, acquisition, cataloging
1. By territory – for industries that operate over a wide geographic area where all activities are given designated
geographic territory, i.e. central facility for public libraries
2. Customer group – departmentalization to appeal to the needs and desires of defined customer groups, i.e. young
adults senior citizens, out of school youth, PWD, etc.
3. By Product – departmentalization based on specific output; least applied in libraries
4. By process – workers are grouped based on their activities. Process here can be defined as a set or collection of
activities that take more than one kind of input and that taken together, produce a result of value to the customer.
5. By subject – most often used by academic libraries, i.e. business, fine arts, social sciences, humanities, science, etc.
6. Form of resources – by format or the form in which resources are issued, as basis for organization, i.e. book, non-
book, periodicals, electronic resources

Authority – the legitimate right of a supervisor to direct subordinates to take action within the scope of the supervisor’s
position

Power – the potential ability to influence the behavior of others

Types of power:

Legitimate power – power that comes from a formal management position and is based upon authority recognized in
accordance with position in an organizational structure
Reward power – stems from the power to provide rewards for people
Coercive power – power that derives from the potential to inflict punishment
Expert power – power derived from expertise or knowledge (often people whose positions are not high in the chain of
command have a great deal of power because of their knowledge)
Referent power – refers to power that derives from the respect and esteem accorded to an individual by virtue of personal
attributes that command respect and admiration.

Delegation – the transfer of authority within prescribed limits.

Line positions – those that are responsible and accountable for the organization’s primary objectives
Staff positions – those that provide advice, support and service to the line positions

14 Principles of Management
1. Division of Work. Specialization allows the individual to build up experience, and to continuously improve his
skills. Thereby he can be more productive.
2. Authority. The right to issue commands, along with which must go the balanced responsibility for its function.
3. Discipline. Employees must obey, but this is two-sided: employees will only obey orders if management play their
part by providing good leadership.
4. Unity of Command. Each worker should have only one boss with no other conflicting lines of command.
5. Unity of Direction. People engaged in the same kind of activities must have the same objectives in a single plan.
This is essential to ensure unity and coordination in the enterprise. Unity of command does not exist without unity of
direction but does not necessarily flows from it.
6. Subordination of individual interest (to the general interest). Management must see that the goals of the firms are
always paramount.
7. Remuneration. Payment is an important motivator although by analyzing a number of possibilities, Fayol points out
that there is no such thing as a perfect system.
8. Centralization (or Decentralization). This is a matter of degree depending on the condition of the business and the
quality of its personnel.
9. Scalar chain (Line of Authority). A hierarchy is necessary for unity of direction. But lateral communication is also
fundamental, as long as superiors know that such communication is taking place. Scalar chain refers to the number of
levels in the hierarchy from the ultimate authority to the lowest level in the organization. It should not be over-
stretched and consist of too-many levels.
10. Order. Both material order and social order are necessary. The former minimizes lost time and useless handling of
materials. The latter is achieved through organization and selection.
11. Equity. In running a business a ‘combination of kindliness and justice’ is needed. Treating employees well is
important to achieve equity.
12. Stability of Tenure of Personnel. Employees work better if job security and career progress are assured to them. An
insecure tenure and a high rate of employee turnover will affect the organization adversely.

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 13. Initiative. Allowing all personnel to show their initiative in some way is a source of strength for the organization.
Even though it may well involve a sacrifice of ‘personal vanity’ on the part of many managers.
14. Esprit de Corps. Management must foster the morale of its employees. He further suggests that: “real talent is
needed to coordinate effort, encourage keenness, use each person’s abilities, and reward each one’s merit without
arousing possible jealousies and disturbing harmonious relations.”

Source: http://www.citehr.com/137134-14-principles-management-henri-fayol.html#ixzz1u36s2sGd

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.

Nature of Staffing Function

3. Staffing is an important managerial function- Staffing function is the most important managerial act along with
planning, organizing, directing and controlling. The operations of these four functions depend upon the manpower
which is available through staffing function.
4. Staffing is a pervasive activity- As staffing function is carried out by all mangers and in all types of concerns where
business activities are carried out.
5. Staffing is a continuous activity- This is because staffing function continues throughout the life of an organization
due to the transfers and promotions that take place.
6. The basis of staffing function is efficient management of personnels- Human resources can be efficiently managed
by a system or proper procedure, that is, recruitment, selection, placement, training and development, providing
remuneration, etc.
7. Staffing helps in placing right men at the right job. It can be done effectively through proper recruitment
procedures and then finally selecting the most suitable candidate as per the job requirements.

Staffing is performed by all managers depending upon the nature of business, size of the company, qualifications and skills
of managers,etc. In small companies, the top management generally performs this function. In medium and small scale
enterprise, it is performed especially by the personnel department of that concern.
Source: http://www.managementstudyguide.com/staffing-function.htm

Position – a collection of tasks and responsibilities that constitute the total work assignment of one person
Job – is a group of positions that generally involve the same responsibilities, knowledge, duties and skills
Occupation – a general class of job found in a number of different organizations.
Job analysis - the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work
environment of a particular job. Outcomes include recruiting plans, position postings and advertisements, and performance
development planning within the performance management system.
Job evaluation - a systematic way of determining the value/worth of a job in relation to other jobs in an organization. It tries
to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay
structure.

Recruitment and hiring – process of attracting a pool of applicants with right qualifications

Stages in Hiring

Advertise Review applicant Prescreening: Background Interview Selection and

position pool interviews, exam verification finalists Hiring

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.

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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Methods of Appraisal
1. essay method – describing individual’s performance in writing; expressing details that relates to job knowledge,
strengths and weaknesses, and promotional potential
2. Simple ranking – ranks employees from highest to lowest (best to worst)
3. Forced distribution rating system – requires rater to place a certain percentage of employees at various performance
levels: poor (10%) fair (20%) average (40%) good (20%) excellent (10%) resulting in bell shaped curve. Assumes
that performance in a group of employees is distributed according to a normal curve.
4. Graphic rating scale – most common in libraries and evaluation is based on such factors as quantity of work,
dependability, initiative, job knowledge, and accuracy
5. Behaviorally anchored rating scale (BARS) – identifies key job dimensions and areas of responsibility, anchors are
specific, written descriptions of actual job behaviors that represent specific levels of performance, rater reads through
list of anchors that best describes the employee’s performance.

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

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.

Errors in performance appraisals and staff rating

1. The Halo effect – letting the rating assigned to one characteristic influence rating on all the other factors.
2. Prejudice and partiality – personal feelings about a subordinate affects the ratings given
3. Leniency or strictness – supervisors using different standards for evaluation resulting in employees receiving different
ratings
4. Central tendency – reluctance to use either the high or low extremes of the rating scale, resulting in all ratings
clustering about the center.
5. Contrast – not measuring the work the employee has actually done but the work of the supervisor thinks the
employee has the potential to achieve
6. Association – supervisors with a large number of evaluations to complete rating factors at the same level merely
because they follow each other on the page.
7. Recency – a supervisor appraising only the work the employee has done in the recent past, rather than the work done
over the entire period of the time covered by the appraisal

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.

Theories on Motivation

The Content Model : Maslow’s Hierarchy of needs, Herzberg’s Two-Factor theory of Motivation, McClelland’s need theory

The Process Model ; Adam’s Equity Theory, Vroom’s Expectancy Theory

Coaching - a teaching or training process in which an individual gets support while learning to achieve a specific personal or
professional result or goal.

Characteristics of coaching in organizations:

 It consists of one-to-one developmental discussions.
 It provides people with feedback on both their strengths and weaknesses.
 It is aimed at specific issues/areas.
 It is a relatively short-term activity, except in executive coaching, which tends to have a longer timeframe.
 It is essentially a non-directive form of development.
 It focuses on improving performance and developing/enhancing individuals skills.
 It is used to address a wide range of issues.
 Coaching activities have both organisational and individual goals.
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  It assumes that the individual is psychologically healthy and does not require a clinical intervention.
 It works on the premise that clients are self-aware, or can achieve self-awareness.
 It is time-bounded.
 It is a skilled activity
 Personal issues may be discussed but the emphasis is on performance on work.

Source: http://www.brefigroup.co.uk/coaching/coaching_and_mentoring.html

"Mentoring is 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

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.

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

Input indicators – Measures resources, both human and financial: also can include measures of characteristics of target
population

Outcomes – achievement indicator reinforcing an emphasis on a specific performance

Techniques for Evaluating Activities

 Developing standards or established criteria against which subsequent performance can be compared and evaluations
made
 Measuring performance (against standards) – a). user satisfaction indicators 2. public services indicators 3. technical
services indicators
 Correcting deviations – redrawing plans or modifying goals (navigational change) or through exercise of
organizational prerogatives (reassignments, clarification of duties, additional staffing, etc.)
 Cybernetics – a control feedback process that studies the interaction of communication and control as fundamental
factors in all human activity; a self regulating method by which system can send messages to itself to indicate
deviations from desired course.

Tools of Coordination

 Cost-benefit analysis – to determine whether potential worth or value of a service is greater than or less than the cost
of providing it; considers both direct and indirect costs
 Benchmarking – considering best practices; comparing work processes in one organization with those of others
 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 – links goals to specific decisions regarding resource allocation; idea is to connect
financial evaluation

Leading (Directing) – leadership and communication

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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

Leaders and Managers can be compared on the following basis:

Basis Manager Leader

A person becomes a manager by virtue of his A person becomes a leader on basis of his personal
Origin
position. qualities.

Manager has got formal rights in an organization

Formal Rights Rights are not available to a leader.
because of his status.

The group of employees whom the leaders leads are

Followers The subordinates are the followers of managers.
his followers.

A manager performs all five functions of Leader influences people to work willingly for group
Functions
management. objectives.

A leader is required to create cordial relation

Necessity A manager is very essential to a concern.
between person working in and for organization.

Stability It is more stable. Leadership is temporary.

Mutual
All managers are leaders. All leaders are not managers.
Relationship

Manager is accountable for self and subordinates

Accountability Leaders have no well defined accountability.
behaviour and performance.

A leader’s concern is group goals and member’s

Concern A manager’s concern is organizational goals.
satisfaction.

People follow manager by virtue of job

Followers People follow them on voluntary basis.
description.

A manager can continue in office till he performs

Role A leader can maintain his position only through day
his duties satisfactorily in congruence with
continuation to day wishes of followers.
organizational goals.

A leader has command over different sanctions and

Manager has command over allocation and
Sanctions related task records. These sanctions are essentially
distribution of sanctions.
of informal nature.

Source: http://managementstudyguide.com/leader_versus_manager.htm

Leadership styles

Likert’s system of management - Rensis Likert and his associates studied the patterns and styles of managers for three
decades at the University of Michigan, USA, and identified a four-fold model of management systems. The model was
developed on the basis of a questionnaire administered to managers in over 200 organizations and research into the
performance characteristics of different types of organizations. The four systems of management system or the four leadership
styles identified by Likert are:

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  System 1 - Exploitative Authoritative: Responsibility lies in the hands of the people at the upper echelons of the
hierarchy. The superior has no trust and confidence in subordinates. The decisions are imposed on subordinates and
they do not feel free at all to discuss things about the job with their superior. The teamwork or communication is very
little and the motivation is based on threats.
 System 2 - Benevolent Authoritative: The responsibility lies at the managerial levels but not at the lower levels of
the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant
relationship). Here again, the subordinates do not feel free to discuss things about the job with their superior. The
teamwork or communication is very little and motivation is based on a system of rewards.
 System 3 - Consultative: Responsibility is spread widely through the organizational hierarchy. The superior has
substantial but not complete confidence in subordinates. Some amount of discussion about job related things takes
place between the superior and subordinates. There is a fair amount of teamwork, and communication takes place
vertically and horizontally. The motivation is based on rewards and involvement in the job.
 System 4 - Participative: Responsibility for achieving the organizational goals is widespread throughout the
organizational hierarchy. There is a high level of confidence that the superior has in his subordinates. There is a high
level of teamwork, communication, and participation.

Leadership Grid - developed by Robert Blake and Jane Mouton; based on two behavioral dimensions:
 Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and
areas of personal development when deciding how best to accomplish a task.
 Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational
efficiency and high productivity when deciding how best to accomplish a task.
Using the axis to plot leadership ‘concerns for production’ versus ‘concerns for people’, Blake and Mouton defined the
following five leadership styles:

 Country Club Leadership – High People/Low Production - This style of leader is most concerned about the needs and feelings of
members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they
will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of
direction and control.

 Produce or Perish Leadership – High Production/Low People - Also known as Authoritarian or Compliance Leaders, people in
this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient
and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views
punishment as the most effective means to motivate employees.

 Impoverished Leadership – Low Production/Low People - This leader is mostly ineffective. He/she has neither a high regard for
creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a
place of disorganization, dissatisfaction and disharmony.

 Middle-of-the-Road Leadership – Medium Production/Medium People - This style seems to be a balance of the two competing
concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you
necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style
settle for average performance and often believe that this is the most anyone can expect.

 Team Leadership – High Production/High People - According to the Blake Mouton model, this is the pinnacle of managerial
style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are
involved in understanding organizational purpose and determining production needs. When employees are committed to, and have
a stake in the organization’s success, their needs and production needs coincide. This creates a team environment based on trust
and respect, which leads to high satisfaction and motivation and, as a result, high production.

Source: http://www.mindtools.com/pages/article/newLDR_73.htm

Transformational/Transactional Leadership – popularized by James MacGregor Burns; style of leadership that see job
performance as series of transactions with subordinates

Situational or contingency leadership model – adapting the style of management to the requirements of the situation; no best
way to manage; the most effective leadership style depends on the readiness level of group members.

Path-Goal Theory - leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in
1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of her or his
subordinates.

Communicating – a key ingredient in effective leadership

Components
1. source – sender/origin of message
2. message – encoded by the source in some form that can be understood by both sender and receiver
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 3. channel – the link between the source and the receiver by which both is understood
4. receiver – has to decode the message for it to be understood
5. noise – anything that disrupts or disturb the communication
6. feedback- message encoded and sent by receiver to the sender as a response to the original usage.

Organizational communication – “the process of creating and exchanging messages within a network of interdependent
relationships to cope with environmental uncertainly; involves messages and her flow, purpose, direction, and media; it
involves people and their attitudes, feelings, relationship and skills

Types of communication: written, oral non-verbal

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, where the content, intentions, or actors
may either be non-existent or be distorted, replaced or created in another form, using the advancements of
information technology.”

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

Management Information Systems – “a system developed to gather internal data, summarize it, and organize it for decision
making in the control process. Its biggest failing was that it did not adequately take into account external intelligence.”
- ways of collecting data to improve efficiency and effectiveness
- tools include PERT, the Gantt Chart, On-Line Analytical Processing (OLAP) and Critical Path Method (CPM)
- typical information being collected include financial information, personnel information, performance information,
and user information, all related to the feedback aspect of control.

Decision Support System (DSS) – an interactive software based system that is useful for decision makers in the process of
compiling useful information from raw data, documents, personal knowledge, and/or business models to identify and solve
problems and make decisions.
- It supports the planning, control, and operational functions of an organization by furnishing information in the variety
of systems, tools and technologies that incorporate both data and models and that are now being transposed to create a
knowledge-based system as state of the art.

Study Operations Research – experimental and applied science devoted to observing, understanding and predicting the
behavior of purposeful systems; use of scientific method to study the functions of an organization so as to develop better
methods of planning and controlling changes, identifies alternative courses of action for decision-making by predicting
possible outcomes for such actions.

Time and motion study – good for routine activities; the study of motions and duration of each movement to find least costly
way of doing things, without sacrificing quality.

Knowledge Management – “system that attempts to capture the knowledge and expertise of human capital as well as
documents, repositories, routines, practices and norms within and flowing into the organization by creating a computerized
system to capture both implicit and explicit knowledge within the organization (Steuart).

Budgetary Control/Budgeting Techniques

Budget -

Types of Budget

Line-Item Budget – or incremental budget approach; categories of the budget are increased or decreased by a percentage;
divides objects of expenditure into broad input classes or categories, with further subdivisions within those categories.
- Often referred to as historical approach because requests are based on historical data
- Most common because of its simplicity, it is easy to make and easy to justify
Formula Budget - use of predetermined standards for allocation of monetary resources.
- Also referred to as “outcome budgeting” because actual performances are measured in terms of service effectiveness
and efficiency
- Classifies expenditures on the basis of specific activities, the number of units performed, and their costs

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Program Budgeting – concerned with identifying all of the organizations’ activities and performance, as opposed to the
traditional line-item budget system

Performance Budgeting – “outcome budgeting” where actual performances are measured in terms of service effectiveness
and efficiency
- Also known as function budgeting because costs are presented in terms of work to be accomplished – each major
progam or function is measured using set of benchmarks
-
Planning Programming Budgeting System (PPBS) – developed by the RAND Corporation; combines the best of both
programs and performance budgeting; emphasis is on planning
- A scientific approach to management that improves the decision-making process by calling for a systematic analysis
of alternative ways of meeting objectives.
-
Zero Based Budgeting (ZBB) System – an approach that requires the organization to review and reevaluate each service
programs and activities on the basis of output measures and costs
- Decision packages submitted by each unit or program with indication of scale of principles, determines cut-off point
below which packages cannot be supported; operating budgets are prepared for each unit, project of program

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

The Administration of the Library

Types of Library

Academic Library - library that is attached to academic institutions above the secondary level, serving the teaching and
research needs of students and staff

Special Library – is a term for a library that is neither an academic, school, public or national library. Special libraries include
corporate libraries, law libraries, medical libraries, museum libraries, news libraries, and nonprofit libraries.These libraries are
not usually open to the public. Special libraries are also sometimes known as information centers

School Library - a library within a school where students, staff, and often, parents of a public (state) or private (fee paying)
school have access to a variety of resources.

Public Library - a library that is accessible by the public and is generally funded from public sources (such as tax money) and
operated by civil servants.

Marketing the Library

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

“As librarians we should be actively marketing and promoting our library services. This paper aims to demystify marketing
for librarians. Practical solutions are provided on how to implement a marketing strategy, with particular emphasis on the
value of using electronic information resources. It also shows the link between promoting library services and raising the
profile of the library”.(Nichols)

10 reasons for marketing the Library The Marketing Process :

1. Competition for customers 1. Internal assessments

2. Competition for resources 2. Market research
3. Maintaining your relevance 3. Setting specific goals
4. Stop being taken for granted 4. Selecting promotion strategies
5. Promote an outdated image 5. Creating a plan of action
6. Visibility 6. Implementation
7. Valuable community resource 7. Evaluation
8. Rising expectations
9. Survival
10. Beneficial to library image

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Methods and strategies: Newsletter and other publications, Bulletin Board Displays, Handbooks and Manuals, Use of Web
2.0 tools : blogs, wikis, social networks

Laws, Related Practices, and Trends

Republic Act No. 8981, otherwise known as the PRC Modernization Act of 2000 was approved on December 5, 2000.
It Repealed the following laws:
 Republic Act No. 546
 PD No. 223
 PD No. 657
 Republic Act No. 657
 Republic Act No. 5181
 Executive Order No. 226 (1995)

Laws Related To Librarianship

 Code of Ethics for Registered Librarians – Resolution No. 02, s. 1992; August 14, 1992
 Copyright Law – PD No. 49; Decree on the protection of intellectual property;Nov. 14, 1972
 Government Accountabilities of Librarians – COA Circular No. 94-012 (policy on purchase and acquisitions of
library books and materials, fixing liability and accountability of government librarians, retirement and insurance of
library books and other materials
 Memorandum Circular No. 155 – settlement of and clearance from accountabilities of government officials and
employees prior to their transfer or acceptance of their resignation, June 15, 1992
 Legal and Cultural Deposit – PD No. 812, done on October 18, 1975
 Library and Information Services Month – Proclamation No. 837 starting on Nov. 1991 and every year thereafter;
passed Nov. 19, 1991
 RA No. 411 - establishment, operation and maintenance of municipal libraries and appropriating funds thereof;
approved June 17, 1994
 RA No. 7743 – establishment of congressional, city, municipal, and barangay reading centers, appropriating funds
thereof, approved June 17, 1994
 National Book Week – Nov. 24-30 each year, approved Nov. 19, 1936
 RA 7356 – act creating the NCCA, establishing a National Endowment Fund for Culture and the Arts; approved April
3, 1992
 EO No. 118 – creating the Presidential Commission on culture and the Arts; approved January 30, 1987
 PD No. 223 – creating the PRC June 22,1973
 EO No. 496 – procedures, criteria, selection and recommendation of nominees for vacant positions in the PRC;
December 9, 1991

The Professional Regulation Commission (PRC)

The Professional Regulation Commission (PRC) is a three (3) man commission headed by 1 full-time Chairperson with the
rank of Secretary and two (2) full-time Commissioners. Provied that one of the Commissioners must be a past Chairperson or
member of a Professional Regulatory Board, current PRC Chair is Teresita R. Manzala, the two other Commissioners are
Alfredo Y. Po and Jennifer Manalili.

Republic Act 9246 – An Act modernizing the Practice of Librarianship in the Philippines, Thereby repealing Republic Act
NO. 6966 entitled “AN Act Regulating the Practice of Librarianship and Prescribing the Qualifications of Librarians;
appropriating funds therefore and for other purposes.

 Signed into law by the President – February 19, 2004

 Published in Manila Times – March 1, 2004
 Published in Official Gazette – April 12, 2004
 Effectivity Date per Executive Order 200, s. 1986 – March 16, 2004

This RA is implemented by Resolution No. 5, s. 2004 otherwise known as the Implementing Rules and Regulations of
Republic Act No. 9246

The act governs admission, regulation, integration, Continuing Professional Education

Qualifications of applicants to the Licensure Examinations for Librarians (LLE)

 Citizen of the Philippines

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  Foreign citizen (on the basis of reciprocity)
 Good health and good moral character
 Graduate of a Bachelor’s Degree in Library Science and Information Science or Master’s Degree in Library and
Information Science
 Within five (5) years of effectivity of the law, graduate of the following degrees are also qualified (March 16, 2009)
o Bachelor of Science in Education or Elementary Education
o Bachelor of Arts with Major or Specialization in Library Science
o Master of Arts in Library Science or Library and Information Science
o Any masters degree with concentration in Library Science

After March 16, 2009, ONLY those BLSIS/MLIS graduate can take the Librarians Licensure Examination (PRC Legal
Opinion dated July 18, 2008 Re: Legal Interpretation of Section 15 Article III of Republic Act No. 9246)

Subjects of the Licensure Examination for Librarians

 Selection and Acquisition of Multi-media sources of Information (15%)
 Cataloging and Classification (20%)
 Indexing and abstracting (15%)
 Reference, Bibliography and Information Services (20%)
 Organization, Management, Development and maintenance of multi-media based library or information services,
laws, trends and practices affecting the profession (20%)
 Information Technology (10%)

To pass the examination, an examinee must obtain a weighted general average of 75% with no grade lower than 50% in any
subject.

An examinee can take the exam as many times as one likes to take it. RA 9246 deleted the provision on repeaters under RA
6966 which was three (3) to four (4) times.

Exemption from taking the LLE

 A practicing librarian who has completed at least a Bachelor’s degree and a librarian or supervising librarian eligible
 A practicing librarian who has completed at least a Bachelor’s eighteen (18) units in library science, five (5) years
experience in librarianship, and a first grade eligibility or its equivalent
 A practicing librarian who has completed a Masters Degree, eighteen (18) units in library science, and seven (7) years
experience in librarianship
Application to avail of exemption has lapsed since March 16, 2007 because the law stated three (3) years from the effectivity
of the law which was March 16, 2004

Grounds for refusal to issue certificate of registration and Professional ID card or cancellation of temporary/special permit.

 Conviction by a court of competent jurisdiction of any criminal offense involving moral turpitude ("conduct that is
considered contrary to community standards of justice, honesty or good morals.”)
 Found guilty of immoral or dishonorable conduct after investigation by the Board
 Declared to be of unsound mind

Grounds for the revocation and suspension of certificate of registration and Professional ID card or cancellation of
temporary/special permit

 On grounds per Sec. 22

 Unprofessional or dishonorable conduct
 Malpractice
 Incompetence
 Serious ignorance or negligence in the practice of Librarianship
 Fraud
 Deceit or falsification in obtaining a Certificate of Registration, or professional ID or temporary/special permit
 Abatement of illegal practice by allowing illegal use of his/her Certificate of Registration, or Professional ID or
Temporary/Special permit
 Practice of profession during the period of suspension
 Any violation of RA No. 9246, Implementing Rules and Regulations, Code of Ethics, Code of Technical Standards
for Librarians or Board policies

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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 CPR Guidelines)

Compliance with the CPR Program is deemed a moral obligation of each professional and within the context of the concerned
profession’s code of ethic and is considered a necessary, effective and credible means of ensuring competence, integrity and
global competitiveness of the professional in order to allow him/her to continue the practice of the profession.

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

Related Practices and Trends

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.
 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:
o Philippine Association of Academic and Research Librarians (PAARL)
o Association of Special Libraries in the Philippines (ASLP)
o Philippine Group of Law Librarians (PGLL)
o Agricultural Librarians Association of the Philippines (ALAP)

Proclamation No. 109 designated the period from November 24 to 30 as National Book Week
Proclamation No. 837 declared the month of November since 1991 and every year thereafter as “Library and
Information Services Month”

Networking – “The art of developing contacts within a profession and using them to advance one's work and career.
Librarians do this by meeting colleagues at library conferences, participating in colloquia and round tables,
volunteering to serve on committees, running for elective office, joining electronic discussion lists, etc.”

Consortia - could be described as a group of organizations who come together to fulfill a combined objective that
usefully requires co-operation and the sharing of resources and need to have a clear mutual goal in order to ensure their
success

Resource Sharing - does not merely mean mutual sharing of information sources among libraries it also means utilizing
information resources of one library for generating services of another library. (Information Resources and Library
Resources are not synonymous; library resources may include other resources, besides information resources, like staff
and equipment)

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.

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 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.

Library Instruction – instructional programs designed to teach library users how to locate the information they need
quickly and effectively, this usually covers the library's system of organizing materials, the structure of the literature of
the field, research methodologies appropriate to the academic discipline, and specific resources and finding tools (library
catalog, indexes and abstracting services, bibliographic databases, etc.)"
- also termed as bibliographic instruction, user education, library orientation

Information Literacy - the ability to recognize when information is needed and to locate, evaluate, and use it
effectively.

Information Literacy Program – “what started as library orientation grew to be library instruction and bibliographic
instruction and finally became information literacy”

References:

Steuart, R. D. and Moran, B.B. (2007). Library and Information Center Management. 7 th ed. Westport, Connecticut:Libraries
Unlimited

Weihrich, H. and Koontz, H. (2005). Management: A Global Perspective. 11th ed. Singapore : McGraw Hill.

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