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5856 results in Facet Publishing

Page 146 of 293

A Handbook for Corporate Information Professionals
  • Edited by Katharine Schopflin
  • Published by:
    Facet
    Published online:
    10 September 2022
    Print publication:
    10 June 2015
  • This edited collection provides a cutting edge overview of issues of key concern for information professionals providing information services in corporate environments. Corporate information professionals serving the workplace rather than learning communities or the general public face specific challenges and demands, from providing competitive intelligence to managing information in a global environment. International contributors working across a variety of sectors pinpoint the key topics facing the corporate information professionals today and share their experiences and expertise.

  • 5 - Building a corporate taxonomy

  • Edited by Katharine Schopflin
  • Book:
    A Handbook for Corporate Information Professionals
    Published by:
    Facet
    Published online:
    10 September 2022
    Print publication:
    10 June 2015, pp 57-76

  • Summary

    Introduction

    The aim of this chapter is to give readers an easy-to-digest overview of the issues, requirements, practical steps and possible pitfalls of building a taxonomy, or controlled language, for use in an organization. It is designed for those with some background knowledge and familiarity with the associated terminology. As every taxonomy project is different, the value that information professionals can offer is to help organizations implement the appropriate solution to meet their objectives. A great taxonomist is partcompulsive organizer, part-techie and part-diplomat.

    The author has been working with taxonomies and other knowledge organization systems for a number of years and draws on her practical experience to provide a loose outline of the steps taken in building and implementing taxonomies. The chapter is divided into five sections, which deal with the full lifecycle of a taxonomy project, from inception to creation and then to ongoing maintenance. It may be that not all five steps are relevant to every project. For example, if the taxonomy has already been implemented in the business but is now undergoing a review, then only the later sections of the chapter will be pertinent. However, the tips and experience in every section will be useful no matter where someone is starting from.

    Why do businesses need taxonomies?

    Business objectives and taxonomies

    Taxonomies are tools by which we can divide up information so that items which are similar are to be found together, differentiated from each other where appropriate, and described using language which their users understand. They provide organizations with a stable, agreed set of controlled terms for use in a particular application. Taxonomies and other knowledge organization systems are needed because they are a means to organize, manage and direct information. Many organizations, no matter how small, handle large volumes of data, which must be processed in some way to enable it to become meaningful, findable and, for customer-facing products, financially valuable. Increasingly, organizations also deal with more diverse sources of data than ever before, and taxonomies are a way to apply consistent metadata to these streams. Ten years ago, it was common for information systems to be built assuming that the power of free-text search was enough to enable users to find relevant and specific results.

  • Selected Academic, National and Special Libraries in the Republic of Ireland

  • June York
  • Book:
    Libraries and Information Services in the United Kingdom and the Republic of Ireland 2015
    Published by:
    Facet
    Published online:
    10 September 2022
    Print publication:
    10 June 2015, pp 351-362

  • Summary

    ARCHBISHOP MARSH's LIBRARY see MARSH’S LIBRARY

    CDETB CURRICULUM DEVELOPMENT UNIT

    (formerly CDVEC)

    CDETB Curriculum Development Unit, Library, McCann House, 99 Marlborough Road,

    Donnybrook, Dublin 4, Republic of Ireland ((00 353 1) 498 9512 Fax (00 353 1) 496 9087 url: www.curriculum.ie

    Librarian Dr Eva Hornung DiplBibl MLIS ALAI FCLIP (e-mail: eva.hornung@cdu.cdetb.ie)

    CENTRAL CATHOLIC LIBRARY

    Central Catholic Library, 74 Merrion Square, Dublin 2, Republic of Ireland ((00 353 1) 676 1264 (enquiries and administration) e-mail: catholiclibrary@imagine.ie url: www.catholiclibrary.ie

    Librarian Ms Teresa Whitington MA DLIS PhD

    CHESTER BEATTY LIBRARY

    Chester Beatty Library, Dublin Castle, Dublin 2, Republic of Ireland ((00 353 1) 407 0750 Fax (00 353 1) 407 0760 e-mail: info@cbl.ie url: www.cbl.ie

    Director and Librarian Ms Fionnuala Croke (e-mail: fcroke@cbl.ie)

    Reference Librarian Ms Celine Ward BA MLIS (e-mail: cward@cbl.ie)

    DUBLIN BUSINESS SCHOOL

    Undergraduate Library, Dublin Business School, 13/14 Aungier Street, Dublin 2, Republic

    of Ireland ((00 353 1) 417 7572 Fax (00 353 1) 417 7543 e-mail: library@dbs.ie url: http://library.dbs.ie

    Head Librarian Ms Marie O’Neill BA GradDipBS GradDipLIS (00 353 1 417 7571; e-mail:marie.oneill@dbs.ie)

    Deputy Librarian Ms Jane Buggle BA GradDipLIS MLIS (00 353 1 417 0667; e-mail:jane.buggle@dbs.ie)

    Acquisitions Librarian Ms Marie O’Dwyer BEng GradDipLIS (00 353 1 417 7508; e-mail:marie.odwyer@dbs.ie)

    Information Skills Librarian Ms Maria Rogers BA MLIS (00 353 1 417 0611; e-mail:maria.rogers@dbs.ie)

    Research Librarian Alex Kouker BA MLIS (00 353 1 417 0612; e-mail: alexander.kouker@dbs.ie) Postgraduate and Law Library, Dublin Business School, 19/22 Dame Street, Dublin 2, Republic of Ireland ((00 353 1) 417 8745 (Information Desk), (00 353 1) 417 7582 (Librarian's Office)

    Postgraduate and Law Librarian Ms Joan Colvin DipLIS (00 353 1 417 7582; e-mail: joan.colvin@dbs.ie)

    DUBLIN CITY UNIVERSITY

    DCU Libraries, Dublin City University, Dublin 9, Republic of Ireland ((00 353 1) 700 5418 (enquiries); (00 353 1) 700 5212 (administration) Fax (00 353 1) 700 5010 url: www.dcu.ie/∼library/

    Director of Library Services and Humanities Research Archive Centre Christopher Pressler BA MA MSc FRSA (e-mail: christopher.pressler@dcu.ie)

    DUBLIN INSTITUTE OF TECHNOLOGY

    Central Services Unit, Dublin Institute of Technology, Rathmines Road, Dublin 6,

    Republic of Ireland ((00 353 1) 402 7800 e-mail: csu.library@dit.ie url: www.dit.ie/library

    Head of Library Services Dr Philip Cohen BA MSc PhD DipLib MCLIP (00 353 1 402 3067; e-mail: philip.cohen@dit.ie)

    Sub Librarian, Collection Development Ms Ann McSweeney BA DLIS MLIS (00 353 1 402 7804; e-mail: ann.mcsweeney@dit.ie)

M-Libraries 5
  • From Devices to People
  • Edited by Gill Needham, Ally Mohamed
  • Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    10 June 2015
  • An up-to-date showcase of the innovative and inspiring work that libraries are doing across the world to interact with their users and deliver resources via mobile devices.

  • Selected Government, National and Special Libraries in the United Kingdom

  • June York
  • Book:
    Libraries and Information Services in the United Kingdom and the Republic of Ireland 2015
    Published by:
    Facet
    Published online:
    10 September 2022
    Print publication:
    10 June 2015, pp 285-350

  • Summary

    ACTION ON HEARING LOSS LIBRARY

    (formerly RNID Library)

    Action on Hearing Loss Library, UCL Ear Institute and RNID Libraries at the Royal

    National Throat, Nose and Ear Hospital, 330–332 Gray's Inn Road, London WC1X 8EE (020 3456 5253 (also for Minicom) Fax 020 3456 5143 e-mail: rnidlib@ucl.ac.uk url: www.ucl.ac.uk/library/rnidlib.shtml

    Librarian Alex Stagg MA (e-mail: a.stagg@ucl.ac.uk)

    Specialism(s): Audiology; Deaf studies

    ADVOCATES LIBRARY

    Advocates Library, Parliament House, Edinburgh EH1 1RF (0131 260 5683 (enquiries), 0131 260 5637 (Librarian) Fax 0131 260 5663 (9am–5pm weekdays) e-mail: inqdesk@advocates.org.uk url: www.advocates.org.uk

    Senior Librarian Ms Andrea Longson BSc DipLib MBA (e-mail: andrea.longson@advocates.org.uk) (Open to members only. Non-members may access stock at the National Library of Scotland.)

    Specialism(s): Law

    ALDERSHOT MILITARY MUSEUM

    Military Museum and Archive, Aldershot Military Museum, Evelyn Woods Road, Queens

    Avenue, Aldershot, Hants GU11 2LG ((01252) 314598 url: www.hants.gov.uk/aldershot-museum

    Curator Ms Jenny Stevens (e-mail: jenny.stevens@hants.gov.uk) (Accessible to enquirers by appointment)

    Specialism(s): Military and local history relating to Aldershot and Farnborough

    AMBLESS SOCIETY LIBRARY

    Ambless Society Library, Shalom House, Lower Celtic Park, Enniskillen, Co Fermanagh

    BT74 6HP (028 6632 0320; Ambless Accident Supportline: 028 6632 0321 (tel/fax/smstext/voicemail/RBS) Fax 028 6632 0320 e-mail: ambless.hq@btinternet.com

    Librarian John Wood

    Specialism(s): Private research library working closely with the charity Ambless, which offers care and support to accident sufferers and their families

    AMERICAN MUSEUM IN BRITAIN

    Library, American Museum in Britain, Claverton Manor, Bath BA2 7BD ((01225) 823016 Fax (01225) 469160 e-mail: info@americanmuseum.org; library@americanmuseum.org (by appointment only) url: www.americanmuseum.org

    Librarian Dr Cathryn Spence (e-mail: cathryn.spence@americanmuseum.org)

    Specialism(s): American history and decorative arts; Religions, e.g. Shakers; North American Indians

    AMGUEDDFA CYMRU – NATIONAL MUSEUM WALES

    Library, Amgueddfa Cymru – National Museum Wales, Cathays Park, Cardiff CF10 3NP (029 2057 3202 e-mail: library@museumwales.ac.uk url: www.museumwales.ac.uk

    Principal Librarian Ms Kristine Chapman

    Assistant Librarian Ms Jennifer Evans (02920 573202; e-mail:jennifer.evans@museumwales.ac.uk)

    Specialism(s): Archaeology; Fine and decorative arts; Botany; Geology; Zoology;

    Architecture; Welsh history and topography

    ANIMAL HEALTH AND VETERINARY LABORATORIES AGENCY

    (formerly Veterinary Laboratories Agency)

    Library, Animal Health and Veterinary Laboratories Agency, New Haw, Addlestone,

    Surrey KT15 3NB ((01932) 357314 (enquiries) Fax (01932) 357608 e-mail: library@ahvla.defra.gsi.gov.uk url: www.defra.gov.uk/ahvla-en

    Librarian and Records Officer Mrs Heather Hulse BA(Hons)

    Library Services Manager Mrs Sonja van Montfort BA(Hons) (e-mail: sonja.vanmontfort@ahvla.gsi.gov.uk)

    Specialism(s): Veterinary science and medicine; Animal husbandry; Diseases of commercial farm animals

  • 2 - Managing the corporate intranet

  • Edited by Katharine Schopflin
  • Book:
    A Handbook for Corporate Information Professionals
    Published by:
    Facet
    Published online:
    10 September 2022
    Print publication:
    10 June 2015, pp 13-32

  • Summary

    Introduction

    A good corporate intranet should operate as an organization's invisible underpinning, providing the information which enables staff to carry out their daily work without having to think about it. At its best, it is an online world replacing the staff handbook, noticeboard, coffee machine conversation, induction pack and hundreds of individual transactions which once used to take place face to face. However, as organizations are imperfect, so often are their intranets. Too frequently organizations leave their intranet management to individuals or teams in IT, human resources (HR) or the press office, who have other priorities; or add its management to the work of those running the website, to which it always takes second place. The result is out-of-date pages which staff rarely consult, an abundance of copies of corporate policies stored locally, and a daily e-mail correspondence between staff looking for information and provider departments, if indeed, the employee is lucky enough to know whom to consult.

    Information professionals, skilled as they are in organizing information, and accustomed to providing the link between the work of the organization and the knowledge it needs, often make good intranet managers. In many cases, they are the only people with a ‘helicopter’ view of their entire organization and able to see informational needs beyond immediate business priorities. However, the intranet manager faces numerous challenges, ranging from inadequate technology to corporate politics, from a legacy of poor content to staff timidity or apathy. They have to balance the needs of different departments with different agendas and levels of influence within the business at the same time as obeying Ranganathan’s fundamental law to ‘save the time of the reader’. This chapter's author has years of experience tackling such issues for a large law firm. However, his advice should be relevant to information professionals taking on the management of intranets of all sizes, in organizations of all types.

    The corporate intranet

    Many corporate information professionals are involved with the management and development of their organization's intranet. Far from being an easy undertaking, it is one of the most challenging roles within an organization. This is because intranets are used across organizations by individuals with different roles, different requirements and potentially different ways of accessing content and tools.

    Intranet managers therefore need to have a good understanding of how the organization works.

Building Your Portfolio
  • Kath Owen, Margaret Watson
  • Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    31 May 2015
  • Thoroughly updated to reflect the new requirements of CILIP's revamped suite of Professional Registration qualifications, this is the essential how to guide to producing a successful portfolio. Reflecting on achievements and presenting evidence of enhanced knowledge and skills underpin many professional and educational qualifications. Building a portfolio is key to recording and demonstrating this professional development, and gaining official recognition in the form of Professional Registration qualifications.

  • 4 - Reflective writing

  • Kath Owen, Margaret Watson
  • Book:
    Building Your Portfolio
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    31 May 2015, pp 31-40

  • Summary

    What is reflective writing?

    Reflective writing is the formal or informal recording of your thoughts. Reflective practice requires that you learn from your practical professional experience (Booth and Brice, 2004). So first we have to learn to reflect on our learning and professional practice, and then we have to become accustomed to recording that reflection in writing. By recording the reflection we formalize the process and have a record of our development.

    If you Google ‘reflective writing’ you will find many useful and interesting ideas to help you get started. Remember that your thoughts and therefore the recording of those thoughts are personal to you and different from the more academic writing that you may be more used to.

    Many of us find it difficult to write reflectively; like most skills, though, the more practice you have, the easier it becomes.

    Reflective practice

    Those of you who are fans of Harry Potter will remember a wonderful magical object that Albus Dumbledore owned called the pensieve. Professor Dumbledore could place memories into this stone basin and then relive them, taking Harry with him so he could learn from those memories. This is a good example of reflection and underscores the importance of learning from experience. It is not sufficient to just have an experience; reflect on that experience and evaluate it, and then apply that knowledge to another experience or activity. Deep and sustained learning – becoming able to do something you could not do before – only comes through experience, but experience on its own is not enough. Experience needs to be reflected on and made sense of to create knowledge, and this knowledge deepened when it is applied in fresh situations (Thomson, 2006).

    So before reflective writing comes reflection. As part of your CPD you should try to get into the habit of being reflective – thinking about the task you have just performed, the course you have been on, the discussion you have just had at work, the article you have just read, and so on. Any activity that is part of your working life should be reflected on, and lessons learned. Keith Trickey reveals later in this chapter that reflection can also become a part of your personal development as well as your professional development.

  • 5 - The curriculum vitae

  • Kath Owen, Margaret Watson
  • Book:
    Building Your Portfolio
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    31 May 2015, pp 41-54

  • Summary

    What is a CV?

    A curriculum vitae (CV) may be defined as the story of your life but it is also an important statement about how you view yourself and a place for the projection of that view to others. Most of us need to compile a CV at some stage in our career, usually to apply for a new job or for a promotion. There are many books and websites giving advice on the preparation of a CV for these purposes. Much of this advice is useful if you are compiling a CV for the first time. The general rule is that you need to compile a CV as soon as you leave education. You can store copies of your CV electronically. Regularly review your CV to ensure that it is up to date and be prepared to re-present it to match the particular purposes and audiences that arise. Keeping your CV up to date is especially important as it is much easier to record important events or changes in your career as they happen than try to recall them from memory months or years later! Even if you are asked to complete an application form and not send a CV, your CV, if up to date, should provide most of the information you need for filling out the form.

    The CV in your Portfolio

    Compiling your full CV is probably the best place to start when you are preparing your Portfolio. It gives you an opportunity to record and review your knowledge and skills and to identify the key learning moments in your career to date. The CV in your Portfolio is slightly different from one you would normally use for a job or promotion. You are not restricted in length and you can annotate the entries. However, a word of caution: assessors will not be happy with extra long CVs; generally it is a good rule for them to be of two to four A4 pages, the final length dependent on the range of your experience.

    Compiling your CV

    General

    Determining the style, layout and order of your CV is a personal choice but there are certain guidelines it is sensible to follow.

  • 7 - Evaluative statements

  • Kath Owen, Margaret Watson
  • Book:
    Building Your Portfolio
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    31 May 2015, pp 65-78

  • Summary

    What is an evaluative statement?

    In many ways the evaluative statement is the most important element in your Portfolio. Think of it as being rather like an executive summary in a report. If the report is long you should be able to get a very good idea of its contents from the summary. The executive summary almost stands as a document by itself. People should be able to read your evaluative statement and understand immediately what you are presenting about yourself and your development.

    It may help you to think of the evaluative statement as a summary of the submission as a whole. If the evidence is a map of your development and achievements, then the evaluative statement is the key to understanding it.

    The evaluative statement needs to show how you have met each of the assessment criteria and should link to the evidence that you have selected to demonstrate this. It is therefore helpful to have selected your supporting evidence first so that you can write an informative and reflective statement. It can be helpful to use the assessment criteria as headings in your statement (they are not included in the word count). This ensures that you cover all the assessment criteria and makes it easier to avoid becoming descriptive.

    The evaluative statement is the one piece of reflective writing that must be in your Portfolio, although there should be other examples in the supporting evidence too. Your evaluative statement should show evidence of analysis, evaluation and review of your knowledge and experience.

    Making a start

    You will probably need at least two or three drafts before you are satisfied with your evaluative statement. The first draft I prepared for my Fellowship application was no good at all; it was really just a narrative version of my CV. However, writing it like that got it out of my system and helped me to concentrate on what I really wanted to say. Ultimately, I found it very useful to build my statement around the assessment criteria.

    You will find it useful to discuss the early drafts of your evaluative statement with your mentor or a colleague, as they may have a more objective view.

  • 8 - Supporting evidence

  • Kath Owen, Margaret Watson
  • Book:
    Building Your Portfolio
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    31 May 2015, pp 79-92

  • Summary

    What is supporting evidence?

    The supporting evidence is probably the largest part of your Portfolio. You will have collected a great deal of evidence of your professional developmental activities over the last year or two. The most important things to remember are that each piece of evidence should demonstrate that you meet the criteria for the relevant level, each document should support the points made in your evaluative statement, and you can evidence a variety of developmental activities over a period of time.

    Selecting your evidence

    You will probably not need to include all the evidence you have collected; choose your evidence well. If you have used a matrix to record your developmental activities against the assessment criteria, as suggested earlier, you should find the whole process of choosing and sorting your evidence easier. Later in this chapter Ruth Wilkinson gives an example of how the matrix can be used in Chartership. The matrix should also help you to identify any gaps in your evidence. The aim is to choose items for your Portfolio which are core to your application. There may be some of your documents which repeat the same point as others and can thus be omitted; for example, you don't need to include copies of all your PowerPoint presentations or all the information leaflets you have created. A sample of presentations, talks or flyers is sufficient. As Isabel Hood (2006) says, ‘Portfolios become slimmer with experience in constructing them and length of professional practice.’

    One of the most frequently asked questions at CILIP professional registration events is how much supporting material should be included? The answer, predictably, is ‘As much as is necessary to show how you meet the assessment criteria’! For Certification you do not really need more than ten pieces of evidence. So be selective. There may be more supporting evidence for Chartership and Fellowship candidates but, again, quality is more important than quantity. My strong advice here is to seek individual guidance from your mentor or the candidate support officers in your area.

  • 9 - The final steps

  • Kath Owen, Margaret Watson
  • Book:
    Building Your Portfolio
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    31 May 2015, pp 93-110

  • Summary

    Gathering all your documentation and drafting your personal statement will take time but there will come a point where you have to decide that you are ready to submit. It is really important to set yourself a target date for submission, as it is very tempting just to continue compiling information and rewriting sections. Nothing sharpens the mind like a definite date for submitting. Your mentor may help you to do this by ensuring that you are being realistic and that you meet intermediate deadlines for your meeting or consultation with them.

    At this stage you should go to the CILIP VLE, look at the level of professional registration for which you are working and click on the tab ‘Assembling your Portfolio’. Here you will find all the information you need.

    As you reach the final steps in building your Portfolio remember to consider four important questions:

  • • Have you got all the required elements of your Portfolio?

  • • Is the structure and layout of your Portfolio clear and is the Portfolio presented well for the assessors?

  • • Have you done a final check against the assessment criteria?

  • • Have you proofread your Portfolio or, preferably, got someone else to check it?

    • So much work will have gone into the various stages of building your Portfolio and it is crucial you don't slip up at this point.

    Portfolio checklist

    It seems such a simple thing to say, but you must go back to the handbook and check that you have assembled all the required elements of your Portfolio. If an element is missing or incorrectly submitted your Portfolio will be returned and that may cause quite a delay in the whole process of assessment. Each qualification has a checklist. Certification

    This is the Certification checklist:

  • • evaluative statement (maximum 1000 words)

  • • CV

  • • evidence to support your evaluative statement

  • • job description

  • • initial PKSB

  • • current PKSB

  • • mentor/mentee completion form.

    • Chartership

    This is the Chartership checklist:

  • • evaluative statement (maximum 1000 words)

  • • CV

  • • evidence to support your evaluative statement

  • • job description

  • • initial PKSB

  • • current PKSB

  • • mentor/mentee completion form.

Page 146 of 293