Book contents
- Frontmatter
- Contents
- Preface
- Acknowledgements
- 1 Introduction
- Part 1 Libraries and information services: evolution or revolution?
- Part 2 Library and information resources and services
- Part 3 Information organization and access
- Part 4 Library and information users and society
- Part 5 Library technologies
- Part 6 Management and marketing in libraries
- 21 The importance of management in librarianship
- 22 Core management skills
- 23 Missions, planning, projects and partnerships
- 24 Marketing and libraries
- Part 7 Education and research in librarianship
- Epilogue
- Glossary
- Resource list
- Index
21 - The importance of management in librarianship
from Part 6 - Management and marketing in libraries
Published online by Cambridge University Press: 08 June 2018
- Frontmatter
- Contents
- Preface
- Acknowledgements
- 1 Introduction
- Part 1 Libraries and information services: evolution or revolution?
- Part 2 Library and information resources and services
- Part 3 Information organization and access
- Part 4 Library and information users and society
- Part 5 Library technologies
- Part 6 Management and marketing in libraries
- 21 The importance of management in librarianship
- 22 Core management skills
- 23 Missions, planning, projects and partnerships
- 24 Marketing and libraries
- Part 7 Education and research in librarianship
- Epilogue
- Glossary
- Resource list
- Index
Summary
Introduction
While many library studies students may have previous library experience at a paraprofessional level, which can be invaluable, rarely does this open up opportunities to deal with management issues. The reality is that after graduation, they are likely to have some management responsibility when they gain their first professional post. This level of responsibility will vary greatly; the lone librarian working in a law office or perhaps a school library or media centre will very likely find him- or herself with a many responsibilities, from purchasing decisions, to policy formulation, to managing staff, health and safety, and numerous other areas. Meanwhile, assistant librarians in a large organization will find themselves perhaps with much less in the way of actual responsibilities, or have them limited to a finite area. For instance, a subject librarian in a large university may be responsible for purchasing materials for a specific topic area, but that may be the extent of his or her dealings with the library budget.
Management and libraries
Delivering the best possible service to library users is all about doing so in the most efficient way possible, i.e. managing the process properly. This is vital not only to ensure that library users receive the best service, but also for the professional accountability of the librarian. All libraries are funded by some umbrella body or other, be it the local community, a university or college, or a private company. In all cases the librarian must be accountable for decision-making, justifying each spending decision, and ensuring that he or she operates to the highest professional standards. Therefore understanding what good management is, and more importantly knowing how to actually manage, is as much a part of librarianship in the 21st century as cataloguing, reference services and book promotion.
Thinking Point
Consider a library sector you might like to enter, and:
• make a list of the types of responsibilities that you may be charged With
• consider what skills and knowledge you would need to address these responsibilities in a confident manner.
NB This is a useful exercise for any future interviews you may attend.
Finally, it is important to note how highly the professional associations that represent librarians around the world value management skills.
- Type
- Chapter
- Information
- LibrarianshipAn introduction, pp. 233 - 238Publisher: FacetPrint publication year: 2007