Assignment Code: BLIE-226/TMA/ Jul.2023/Jan.2024

Course Code: BLIE-226

Assignment Name: Management of Library and Information Centre

Year: 2023-2024

Verification Status: Verified by Professor

I) Answer all the questions in not more than 500 words each .( 4X10= 40 Marks)

Q1) Define scientific management. Explain various functions of management.

Ans) Scientific Management, commonly referred to as Taylorism, is a management theory that was established by Frederick Winslow Taylor in the late 19th and early 20th century. It is also known as scientific management. The application of scientific concepts to management practises with the goal of increasing organisational productivity and efficiency is the fundamental concept underpinning the concept of scientific management.

Taylor placed a strong emphasis on conducting methodical research on different work procedures in order to determine which approaches were the most productive. He also advocated for the systematic hiring and instruction of workers in order to carry out these approaches. Studies of time and motion, standardised work procedures, and the idea that an employee should receive an equal amount of money for an equal amount of effort are essential aspects of scientific management.

Management encompasses a variety of tasks that are essential to the accomplishment of corporate objectives in an expedient and successful manner. The five primary responsibilities of management are outlined in the classical model, which is sometimes credited to Henri Fayol.

Planning:

Definition: The process of planning entails the establishment of organisational goals as well as the selection of the most appropriate course of action to realise these goals.

Process: Defining goals, determining the resources that are required, and devising ways to coordinate and allocate resources are all part of this process.

Organizing:

Definition: Organizing entails putting people, jobs, and resources in the right places so that plans may be carried out successfully.

Process: Involved in this process are the planning of organisational structures, the distribution of roles, and the establishment of communication channels.

Staffing:

Definition: The process of selecting, training, and retaining qualified workers for various tasks within an organisation falls under the purview of the staffing department.

Process: It includes activities such as recruitment, training, performance evaluation, and the development of the workforce.

Directing:

Definition: The process of guiding, managing, and monitoring personnel in order to fulfil the goals of an organisation is referred to as "directing."

Process: In order to maintain a productive workflow, it requires effective communication, motivation, leadership, and the resolution of problems.

Controlling:

Definition: The process of controlling an organisation entails monitoring the performance of the organisation relative to previously established standards and taking remedial actions as required.

Process: Setting performance standards, monitoring actual performance, comparing the two, and adjusting to ensure goals are reached are all included in this process.

Q2) Define process of acquisition. Explain various problems in acquisition of sources.

Ans) Acquisition in library management refers to the systematic process of obtaining new resources, including books, journals, electronic databases, and other materials, to enhance the library's collection.

The process involves identifying user needs, budgeting, selecting suppliers or publishers, placing orders, receiving, and processing materials, and making them available to library users. It requires strategic decision-making, financial planning, and collaboration with publishers or suppliers to ensure the efficient growth and development of the library collection.

Acquisition in libraries is influenced by three crucial factors: demand, supply, and finance. Each plays a significant role in decision-making and resource allocation for library collections.

Assessing Demand:

Librarians must distinguish between want and demand, understanding the broader perspective of the library's requirements. This involves recognizing the needs of the library users and aligning them with the available budget. The allocated budget often falls short of the actual resource needs, leading to challenges in fulfilling demands. The unpredictability of price trends in the book market and unforeseen needs further complicate fund allocation.

Problems in Acquisition of Sources:

Several common problems hinder the acquisition process in libraries:

Constraints of Financial Resources: Funding limitations are a global challenge for libraries. The dynamic nature of demands, unforeseen urgent proposals, and fluctuations in currency exchange rates contribute to financial constraints. Budgets are often cut during financial crises in the parent organization.

Selection of Suppliers: Successful acquisition depends on a resourceful and dependable team of suppliers. Issues arise with payments made in advance, and credibility checks become crucial. In the case of e-resources, the availability of capable staff for technical assistance is an additional consideration.

Choice between Publishers and Agents/Suppliers: Libraries face the decision of whether to deal directly with publishers or through agents/suppliers. Each option has its advantages and disadvantages:

Advantages of Direct Dealing with Publishers:

a) Faster and economical supply with no intermediary commissions.

b) Prompt replacement of missing or defective items.

c) Easy evaluation of e-resource quality with available hit statistics.

d) Quick resolution of access issues with technical support from publishers.

e) Direct dealing may lead to favourable considerations for additional titles.

Disadvantages of Direct Dealing with Publishers:

a) Increased administrative work dealing with multiple publishers.

b) Agents often receive priority attention due to bulk business.

c) Handling issues with various publishers for e-resources.

d) Less leverage in negotiating license terms.

Advantages of Dealing with Agents/Suppliers:

a) Time and cost savings with consolidated processing through one point.

b) Agents receive prompt responses from publishers due to bulk business.

c) Efficient service for processing rush orders.

d) Strong negotiation position for better license terms for e-resources.

e) Agents provide valuable information on databases, subscription changes, and pricing models.

Disadvantages of Acquisition through Agents/Suppliers:

a) Potential issues with delayed information about subscription changes.

b) Challenges with non-receipt or defective copies reaching publishers late.

c) Risks of advance payments being in jeopardy in case of agent failure.

d) Midway changes in agents create complications in restoring access to e-resources.

e) Agents may be reluctant to supply certain types of books.

Addressing these problems requires strategic financial planning, effective supplier selection, and ongoing assessment of user needs to ensure efficient acquisition practices in libraries.

Q3) What do you mean by stock verification? Explain various methods of stock verification for libraries.

Ans) Stock taking or verification involves physically checking the entire collection, usually on an annual basis. During this process, borrowers return borrowed books, and libraries are temporarily closed. Books are verified using the accession register, and a list of missing books is compiled. In some cases, librarians, particularly in school and small college libraries, are held accountable for losses and may be required to cover the cost of lost books.

The tradition of annual stocktaking, rooted in a time of scarce handwritten books, has persisted despite the transition to printed and abundant materials. In recent years, Western countries have shifted to evaluating collections, focusing on their impact and alignment with institutional goals. Various committees in India have criticized the futility of stock verification and the unjust practice of blaming librarians for book losses. Stock verification, or the process of checking library resources against the inventory, can be conducted using various methods. Each method has its advantages and challenges.

Stock Verification with Accession Register: A team reads accession numbers aloud, and another person marks them in the register. Issues may include accidental marking of the wrong number and challenges in re-entering books located after being marked missing.

Dummy of Accession Register: A plain register with printed serial numbers is used for verification to save the original from wear. Bibliographic details need to be added later, making it time-consuming.

Stock Verification with Book Card: Two teams work on collecting and arranging book cards by accession number and marking them in the register. The method is cumbersome and time-consuming.

Numerical Counting Method: Total collection is counted along with books on loan, with the binder, and those awaiting processing. The difference is considered missing books, but it does not identify specific titles.

Stock Verification with Shelf List/Card: A parallel catalogue arranged in sequence and shelf-wise is used for verification. Teams verbally provide accession numbers, and corresponding cards are raised. This method is more dependable, less time-consuming, and helps identify missing titles.

Sample Stock Verification: A small-scale verification is done in a subject area prone to loss, like fiction or art books, to assess vigilance. If results show more than normal loss, full verification may be initiated.

Stock Verification through Blank Slips: Like verification with book cards but uses uniform-sized slips with accession numbers. Slips are arranged in serial order to reveal missing accession numbers. Requires alertness during slip collection and arrangement.

Pre-Conditions for Stock Verification: Circulation work is stopped, and issue records are frozen.

Entry to the stack and issue record areas is restricted. Verification is done in a continuous, non-broken process.

Q4) What do you mean by budget? Explain various kind of budgeting methods.

Ans) A budget is a financial plan that outlines the expected revenues and expenditures of an organization over a specific period. It serves as a roadmap for financial management, helping to allocate resources efficiently and achieve organizational goals. Budgets can be created for various entities, including businesses, government agencies, non-profit organizations, and individuals. There are several budgeting methods, each with its own characteristics and suitability for different situations.

Incremental Budgeting:

Description: Incremental budgeting involves making slight adjustments to the previous period's budget. The budget is increased or decreased based on factors such as inflation, growth, or changes in expenses.

Suitability: It is suitable for stable environments where significant changes are unlikely.

Zero-Based Budgeting (ZBB):

Description: In zero-based budgeting, every expense must be justified from scratch, starting with a "zero base." Each department or activity must justify its entire budget, regardless of the previous budget.

Suitability: It is suitable when there is a need for a thorough review of all expenses, promoting cost efficiency.

Activity-Based Budgeting (ABB):

Description: ABB links budgeting to specific activities within an organization. It identifies the cost of each activity and allocates resources accordingly.

Suitability: It is suitable for organizations with diverse activities, helping to allocate resources based on the level of activity.

Flexible Budgeting:

Description: Flexible budgeting allows for adjustments in the budget based on changes in activity levels. It is designed to adapt to fluctuations in business volume.

Suitability: It is suitable for industries with variable demand, providing flexibility in resource allocation.

Performance-Based Budgeting:

Description: Performance-based budgeting focuses on the outcomes or results expected from budgeted funds. It emphasizes achieving specific goals and objectives.

Suitability: It is suitable for organizations that want to align budgets with strategic objectives and measure performance outcomes.

Cash Budgeting:

Description: Cash budgeting focuses on the organization's cash flow, tracking the inflow and outflow of cash. It helps manage liquidity and ensure that there is enough cash to cover expenses.

Suitability: It is suitable for organizations with tight cash flow situations, ensuring financial stability.

Rolling Budget:

Description: A rolling budget is continuously updated, typically covering a 12-month period but shifting forward each month. As each month passes, a new month is added to maintain a 12-month projection.

Suitability: It is suitable for organizations that require constant monitoring and adjustment of budgets.

II) Answer the following questions in not more than 250 words each. (6x5=30Marks)

Q1) Quality circles.

Ans) The origin of the quality circle dates to Japan in the 1960s, and it subsequently gained popularity worldwide. The fundamental principle underlying the concept is the acknowledgment of the immense value that employees bring to an organization. The Quality Circle is a pivotal element in Total Quality Management (TQM), ensuring the active participation of staff in achieving the organization's targeted goals.

A quality circle is a small group of individuals that convene regularly to collaboratively solve problems. These circles play a crucial role in fostering team spirit within the organization and contribute to the enhancement of the overall organizational culture. By facilitating improved communication, Quality Circles act as a motivating force for employees, encouraging their active engagement in organizational objectives.

One of the significant advantages of Quality Circles is their embodiment of participative management in organizations. They serve as exemplary models of how involving employees in decision-making processes can lead to increased job satisfaction and commitment. Furthermore, these circles contribute to the development of leadership qualities among employees, empowering them to take on more significant roles within the organization.

Beyond their problem-solving function, quality circles also play a vital role in human resource development. They create a platform for continuous learning and skill enhancement among employees. As employees engage in collaborative efforts to address challenges and contribute ideas, they not only improve their critical thinking skills but also foster a sense of ownership and responsibility.

Q2) Types of change.

Ans) Organizational change comes in various forms, each demanding specific strategies for effective implementation. An understanding of the nature of change is crucial for formulating appropriate strategies.

Developmental Change: Developmental changes aim to enhance or rectify existing aspects of an organization, often linked to improvements in processes, methods, or performance standards. These changes are essential for maintaining competitiveness. Employees are typically trained in new techniques to adapt to these changes.

Transitional Change: Transitional changes involve replacing existing processes or procedures with entirely new ones. The transitional phase is the period during which an old process is transformed into something new. Implementing transitional change is more challenging compared to developmental change due to the radical shift involved.

Transformational Change: It is also known as radical, fundamental, or quantum change, transformational change occurs after the transitional phase. It may encompass elements of both developmental and transitional changes and affects the entire or a significant part of the organization. This type of change involves alterations in shape, size, structure, processes, culture, and strategy, requiring a shift in organizational assumptions and taking time to unfold.

Incremental Change: Incremental changes are directed towards specific units, subunits, or parts of the organization. They are the opposite of transformational changes and are adaptive in nature. A failed incremental change is considered less harmful to the organization as it is confined to a specific part.

Planned Change: Planned change results from conscious reasoning and actions, deliberate in nature. It occurs when managers recognize the need for a major change and plan accordingly. Qualitative in nature, planned change involves communicating the vision to all involved in the change process and establishing necessary support elements for success.

Unplanned Change: Unplanned changes usually occur due to major or sudden surprises to the organization. Also known as emergent or reactive change, these changes are often imposed by external factors or internal features beyond the control of management, leading to high disorganization.

Q3) Role of library manager in present era.

Ans) In the present era, the role of a library manager is multifaceted and crucial in ensuring that libraries evolve to meet the dynamic needs of users and the changing landscape of information. Library managers play a pivotal role in overseeing the strategic direction, day-to-day operations, and technology integration within the library.

Strategic Leadership: Library managers are responsible for providing strategic leadership to align the library's goals with the institution's mission. They develop and implement policies, plans, and initiatives that enhance the library's relevance and effectiveness.

Technology Integration: In the digital age, library managers must navigate and leverage technology trends. This involves implementing new library management systems, incorporating digital resources, and ensuring that the library remains technologically current.

User-Centric Services: Library managers focus on providing user-centric services. This involves understanding the diverse needs of library users, fostering a welcoming environment, and implementing services that cater to different demographics.

Resource Management: Efficient allocation of resources, including budget, staff, and physical space, is a crucial responsibility. Library managers must make strategic decisions to optimize the use of available resources.

Community Engagement: Library managers actively engage with the community, building partnerships, and promoting the library's role as a hub for learning, information, and cultural enrichment. They work to understand and meet the unique needs of their community.

Staff Development: Nurturing a skilled and motivated library team is essential. Managers provide leadership, mentorship, and professional development opportunities to ensure that staff are well-equipped to deliver high-quality services.

Advocacy: Library managers advocate for the library within the larger institutional framework and in the broader community. This involves communicating the value of the library's services and securing support for its continued development.

Adaptability: Given the rapidly changing nature of information and technology, library managers must be adaptable and open to innovation. They need to anticipate trends, plan for change, and lead their teams through transitions.

Assessment and Evaluation: Library managers implement assessment and evaluation mechanisms to gauge the impact and effectiveness of library services. This data-driven approach helps in making informed decisions for continuous improvement.

Crisis Management: Library managers are prepared to handle crises, whether they are related to emergencies, budget constraints, or changes in institutional priorities. Their ability to navigate challenges is crucial for the library's sustainability.

Q4) Newark charging system.

Ans) The Newark system, introduced at the Newark Public Library around the same time as the Browne system, offers several positive attributes despite its labour-intensive nature.

This system is designed with accurate and conveniently located files, situated at the circulation desk, organized by the patron's name, due date, and call number. One notable feature is its ability to generate precise statistical reports and its flexibility in accommodating various loan periods.

In terms of charging routines, the Newark system aligns with the Browne system with some modifications. In the Newark system, the book card incorporates a dedicated column for recording the user's membership number in proximity to the due date. Simultaneously, a borrower's card is provided, creating a linkage between the due date and the user's membership number.

When it comes to the circulation process, the procedure resembles that of the Browne system. Upon checking out a document, the due date is stamped on the book card, and the borrower's card is returned along with the book to the borrower.

During the discharge process, the return date is imprinted on the borrower's card upon its return. Notably, if there are any fines incurred due to late returns, the borrower's card is only returned after the fines have been duly settled. This meticulous approach ensures accuracy in tracking due dates, borrower information, and financial transactions, contributing to the effective functioning of the Newark system in library circulation operations.

Q5) Weeding of library material.

Ans) The process of systematically removing or deselecting materials from a library collection is referred to as "weeding" in the context of libraries. It is imperative that this process be followed in order to keep the quality, relevance, and efficiency of the library's holdings in good standing. Weeding does not simply include getting rid of books; rather, it is a methodical strategy to ensuring that the collection is in line with the objectives of the library, the requirements of the users, and the resources that are at hand.

Maintaining Collection Relevance: The collection of the library should be kept up to date and relevant, and weeding can help with that. Materials that are out of date or erroneous are gotten rid of to make room for fresh resources that are more relevant.

Space Management: The physical space available in libraries is restricted. By weeding, librarians are able to construct displays that are more user-friendly and organised, as well as make space on the shelves available for new purchases.

Preservation of Collection Quality: The integrity of the collection as a whole can be maintained by culling out pieces that are broken or otherwise deteriorating. This is absolutely necessary in order to supply users with materials that are in good condition.

Budget Optimization: The library's budget can be optimised by the identification of duplicates, superseded editions, and underutilised materials through the process of weeding. This guarantees that the financial resources are put toward the acquisition of resources that are of high value and are in high demand.

User Satisfaction: By ensuring that their collections are always current and of a high quality, libraries are better able to fulfil the information requirements and expectations of their patrons.

Q6) Manpower planning for libraries.

Ans) Manpower planning for libraries is a crucial aspect of organizational management that involves systematically assessing, developing, and managing the workforce to meet the present and future needs of the library. The objective is to ensure that the library has the right number of staff with the appropriate skills and competencies to fulfil its mission and objectives effectively.

Assessment of Current Workforce: Evaluate the current workforce, considering factors such as skills, qualifications, experience, and job roles. Identify strengths and weaknesses within the existing staff and their alignment with the library's goals.

Forecasting Future Needs: Anticipate the future needs of the library based on factors like changes in services, technology, and user demands. Consider strategic plans and library goals to project the required workforce size and composition.

Skill Gap Analysis: Identify the skills and competencies needed in the future library environment. Analyse the existing skill set of the workforce to identify gaps that need to be addressed through training or recruitment.

Succession Planning: Identify key positions within the library and plan for the replacement or development of employees to fill those roles. Ensure that there is a pipeline of talent for critical positions to avoid disruptions.

Recruitment and Training: Develop recruitment strategies to attract individuals with the necessary skills and qualifications. Implement training programs to enhance the skills of existing staff and prepare them for evolving roles.

Budget Considerations: Align workforce planning with the library's budget constraints, ensuring that staffing levels are sustainable within the financial framework.

Flexibility and Adaptability: Build flexibility into the workforce plan to adapt to unforeseen changes in technology, user expectations, or budget constraints. Regularly review and update the workforce plan to remain responsive to evolving needs.