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5856 results in Facet Publishing

Page 71 of 293

  • Section 9 - Databases

  • Graham P. Cornish
  • Book:
    Copyright
    Published by:
    Facet
    Published online:
    19 November 2019
    Print publication:
    31 March 2019, pp 135-144

  • Summary

    Definition

    What is the definition of a database?

    A database is defined as: ‘a collection of works, data or other materials which:

  • • are arranged in a systematic or methodical way, and

  • • are individually accessible by electronic or other means’.

    • Are databases protected by copyright?

    Databases can certainly be subject to copyright but they are also subject to a quite separate database right.

    Can a literary work also be a database?

    Yes, it can. In order to be recognised as a literary work, a database will be eligible only if it is original (a vital test for copyright protection) and the selection of the contents and arrangement of the database constitutes the author's own intellectual creation. In this case the database will acquire copyright protection. The courts have also ruled that if a database is the work of an individual but that person was acting under strict instructions then the work does not qualify for copyright, only database right.

    Must a database be electronic to be protected?

    Definitely not. The phrase ‘other means’ makes that very clear. Databases in paper or audio format, for example, are also protected.

    Copyright and database right

    Are all databases protected by database right?

    All modern ones will be, but some databases which are quite old (established before 1983) qualify only for copyright under the term ‘compilation’ (see Section 4.24 for compilations).

    How does something qualify for database right?

    To qualify for database right the contents of the database must have been assembled as the result of substantial investment in obtaining, verifying or presenting the contents.

    Does investment just mean money?

    No. Investment specifically includes financial, human or technical resources.

    Does ‘obtain’ mean you must get the data from somewhere else?

    Yes, and this is a vital point about databases. It has been ruled that in order to claim database right you must obtain the data. Obtaining means that it already exists. Anyone who creates a database from scratch cannot claim database right, only copyright.

    Example: Someone makes a list of retail outlets in a town (see Section 9.29). This forms a database and qualifies because the person making the list obtained the data about the shops. Someone else plans a calendar of events for the village choral society.

The No-nonsense Guide to Leadership, Management and Team Working
  • Barbara Allan
  • Published by:
    Facet
    Published online:
    01 June 2019
    Print publication:
    31 March 2019
  • This book provides a straight forward and pragmatic guide to leadership, management and team working in contemporary library and information services.Contemporary managers and leaders in library and information services are working in a challenging context; dealing with multiple demands on their time, expertise and resources. This book translates theories in team work, management and leadership into practical guidance backed up with examples and case studies from current library and information workers globally. There is a focus on attitudes, values and practices that make for good leadership and management.The book covers:analysing your environment, understanding culture and developing strategiesworking in the senior team and making an impactconfident leadership and management, decision making, problem solving and managing crisesleading, managing and supervising your team, establishing working practices and conflict managementdelegation, dealing with overload and evaluating outcomesmanaging large and small projects and the people side of projectsinnovation and management of the change processcommunications, managing e-mails and text messages and effective use of social mediarecruitment and selection and performance managementmanaging and leading complex teams including collaborative, multi-professional, partnership and virtual teamsbudgeting, managing finances, tendering, crowdfunding and taking part in auditsmanaging work/life balance, coaching and mentoring, emotional intelligence, resilience and mindfulness.The No-Nonsense Guide to Leadership, Management and Team Working is a book that a new or aspiring manager or team leader will use to guide them through the first few years in their new role. It will also provide guidance and support to new or aspiring directors of library services and help them to navigate their way through decision making and problem solving at senior levels. In addition, individual practitioners who are struggling to understand the management and leadership practices that they are experiencing may find that it helps them to make sense of their current environment.

  • 9 - Follow the Users: Assessing UK non-print Legal Deposit within the Academic Discovery Environment

  • Edited by Paul Gooding, University of East Anglia, Melissa Terras, University of Edinburgh
  • Book:
    Electronic Legal Deposit
    Published by:
    Facet
    Published online:
    07 November 2020
    Print publication:
    31 March 2019, pp 179-202

  • Summary

    Introduction

    It is a truth universally acknowledged that the lone search box is what all users prefer. It simplifies information seeking and retrieval by freeing users from restrictive terminology or ‘library-speak’ and by unifying a thundering herd of disparate resources, all accessible, into a single result list (Boyd et al., 2006; Lown, Sierra and Boyer, 2013; Guajardo, Brett and Young, 2017). Information seeking is simplified in the sense that users do not have to navigate different interfaces or think too deeply about search terms and search strings. Businesses developing software and especially web-based products have heeded the popularity of the apparent simplicity of search afforded by the likes of Google. They, and those they sell to, have become more data-driven, or in a mostly numeric sense, user-driven (Rodden, Hutchinson and Fu, 2010; Fabijan et al., 2017). The more customers discover and interact with their content and services, the more data gleaned, and the more competitive, profitable and responsive these companies can be (Fabijan et al., 2017). Within the discovery-access-assessment environment, this process describes a continuous feedback loop of systems-based communication – inputs and outputs – among customers, staff, and managers (Markey, Reichheld and Dullweber, 2009).

    Academic libraries, in their turn, have pursued the web-based unified search environment. They have added discovery layers to local library catalogue and management systems, providing access to both popular and research resources, as well as esoteric collections. However, academic library resources and collections are not all completely web-based. Moreover, some digital collections may not be able to compete with subscription-based digital resources in ‘the familiar metrics of user experience’, including page views, repeat unique users (Rodden, Hutchinson and Fu, 2010, 2395), and more specifically for libraries, usage metrics. These metrics can range from ‘basic user surveys to the usage tracking of physical journal issues and monographs to library loan statistics’ (Glanzel and Gorraiz, 2014, 2161). Some resources, such as the UK Non-Print Legal Deposit (NPLD) collections, come with access and use restrictions that run counter to digital discovery and academic user expectation of it, proving a challenge for UK academic legal deposit libraries (Gooding, Terras and Berube, 2019).

  • Section 10 - Licensing schemes and licences

  • Graham P. Cornish
  • Book:
    Copyright
    Published by:
    Facet
    Published online:
    19 November 2019
    Print publication:
    31 March 2019, pp 145-156

  • Summary

    How do licensing schemes and licences work?

    The situation relating to licensing schemes and licences is changing all the time. This section simply outlines the major schemes and licences, how they work, and what benefits and limitations they bring. Details of individual licensing schemes need to be obtained from the relevant agency or organisation. Details of appropriate websites and addresses are given in ‘Useful sources of information’. The outline information in this chapter is current as at summer 2019.

    What is the difference between a licensing scheme and a licence?

    A licensing scheme covers a defined range of works and is offered to a particular class of organisation (for example, government departments, academic institutions), which anyone who is in the class named can join. A licence is more often an agreement between the copyright owner and an individual user. Their terms may be similar to a licensing scheme but are usually tailored to the specific needs of the user.

    Licensing schemes

    What is a licensing scheme?

    It is a scheme that allows someone who is not the copyright owner to use copyright material beyond the limits of the law with the permission of the copyright owner, which is obtained through a licence issued by an organisation on behalf of the copyright owner.

    Who administers such schemes?

    They are administered by different organisations, which can change. They are briefly described in the following paragraphs. In addition copyright owners can, and do, issue their own independent licences. These may be ‘one-off’ owners of copyright or large organisations such as the BBC or OS.

    Are licensing schemes relevant to libraries?

    Certainly, because any licence held by the organisation that owns or administers the library may include copying carried out in the library or by library staff. But it is unusual for licensing schemes to be only for the library. The library is part of a larger organisation, which is licensed as a whole.

    Do libraries have to abide by the rules of such licences?

    Yes. They represent a contract between the licensing agency and the licensee.

    What are the details of such schemes?

    Each scheme varies according to the type of material covered and the type of organisation holding the licence.

  • 2 - Getting started

  • Barbara Allan
  • Book:
    The No-nonsense Guide to Leadership, Management and Team Working
    Published by:
    Facet
    Published online:
    01 June 2019
    Print publication:
    31 March 2019, pp 17-36

  • Summary

    Introduction

    This chapter provides guidance and ideas for starting off as a new leader or manager. The process of applying for and gaining a new role is often intensive and challenging, and it may take some time to achieve the desired position and move on to the next stage in your career. Once you have formally been offered and accepted the role, there is a period when you may experience a range of emotions: excitement; joy; apprehension; fear; enthusiasm; doubt; pride; and many more. Depending on the context of your library and information service, you may have between a week and three or four months before you start your new role.

    Thinking about the following themes will help you prepare for your new role: the transition process; setting up your support network; before you start; being clear about your role, responsibilities and boundaries; getting to know your leader and the senior team; getting to know your team(s); identifying your stakeholders; scanning your environment; understanding culture and politics; establishing your position; and early decisions. The final sections in this chapter are concerned with looking after yourself and work/life balance.

    The transition process

    New managers and directors experience a transition process lasting from a few months to two years, depending on the degree of change experienced in their new position. Matthews (2002) provides an account of this transition process based on her experiences of becoming a chief librarian in an academic library in the USA. She uses the work of Nicholson and West (1988) to provide a framework for the analysis of her experiences and this involves a four-step cycle: preparation; encounter; adjustment; and stabilisation.

    The preparation stage involves becoming psychologically ready for promotion to the new role. This may include attending professional development courses or taking a higher degree such as a Masters in Business Administration (MBA) as described in Chapter 12. Professional networking (see Chapter 9) provides an opportunity to learn more about management and leadership, as well as making valuable contacts. Involvement in mentoring (see Chapter 12) offers opportunities for gaining feedback and advice on your career plans and experiences. Preparation also means developing your curriculum vitae so that it demonstrates the experience and expertise required by managers and leaders.

  • 3 - E-legal Deposit at the Biblioteca Nacional de México (National Library of Mexico)

  • Edited by Paul Gooding, University of East Anglia, Melissa Terras, University of Edinburgh
  • Book:
    Electronic Legal Deposit
    Published by:
    Facet
    Published online:
    07 November 2020
    Print publication:
    31 March 2019, pp 57-76

  • Summary

    The Biblioteca Nacional de México, Mexico's National Library, was founded in 1867. Together with the Biblioteca del Congreso de la Unión, Mexico's Library of Congress, the BNM is the institution responsible for receiving legal deposit in Mexico. The chapter offers a general introduction to the National Library of Mexico and the history of legal deposit in the country in order to frame the current discussion on e-legal deposit. We then go on to discuss three projects that are currently under way at the BNM in which we have participated: a new legislation proposal for legal deposit in Mexico; the development of an e-legal deposit platform between the Universidad Nacional Autónoma de México (UNAM) and the BNM; and the creation of a working group on digital preservation in Mexico. It is within this context, and with these ongoing initiatives, that we explore the current implementation of e-legal deposit within Mexico. Finally, we reflect on how these projects can continue to move forward and future challenges for the BNM.

    Introduction

    Mexico's national library, the Biblioteca Nacional de México (BNM), was founded in 1867 and opened its doors to the public in 1884. This was a time of political turmoil in Mexico and it was with great difficulty and many setbacks that the library was able to assemble and begin work on cataloguing its collection (Brito Ocampo, 2017). Although from colonial times and during the 19th century there were different ordinances, mandates and decrees that pointed in some way or another to creating collections in order to protect the written heritage of the country, it was not until 1936 that a decree made the lioteca del Congreso de la Unión (BCU) responsible for receiving two copies of books, journals or magazines published in Mexico and in 1957 the BNM was added (Diario Oficial de la Federación, 1991a). In 1944 the Hemeroteca Nacional de México (HNM), the national newspaper library, was created to handle the periodical collection. Although officially these are two institutions, they are closely linked and so for the purpose of this chapter we shall use BNM to refer to both.

    The BNM was originally administered directly by the government but in 1929 the decision was taken to give custody of the library to the Universidad Nacional Autónoma de México (UNAM), Mexico's national university.

  • 10 - The people side of management

  • Barbara Allan
  • Book:
    The No-nonsense Guide to Leadership, Management and Team Working
    Published by:
    Facet
    Published online:
    01 June 2019
    Print publication:
    31 March 2019, pp 177-200

  • Summary

    Introduction

    The purpose of this chapter is to provide an overview of relevant policies, processes and activities relating to people management. This is an important area of work for any leader or manager; if things go wrong then it can lead to major and serious issues. Human resource management is a specialist profession and it is worthwhile gaining its expert advice before tackling people issues. In addition, government policies and practices (e.g. with respect to immigration) and employment legislation are constantly changing and developing, and so it is wise to take expert advice when dealing with staff issues.

    The topics covered in this chapter are all important for managers and leaders who are responsible for a team or the staff of a large library and information service. These include: recruitment and selection; induction; performance management; training and development; disciplinary policy and procedures; grievance policy and procedures; health and safety at work; managing absenteeism; managing diversity; and health and well-being.

    Recruitment and selection

    The purpose of recruitment and selection is to attract and employ individuals who will help the library and information service meet its goals and objectives as a result of their knowledge, expertise and skills. The majority of organizations provide access to training in recruitment and selection processes and practices. For new leaders and managers, as well as experienced ones who have changed employer, this is worth pursuing, as it provides information about the specific policies and practices in place as well as giving opportunities to network. In addition, training events supply an update on new legislation or changes in government policies and practices which will affect recruitment and selection activities.

    Recruitment and selection involves a number of stages, including:

  • Identifying the need to recruit.

  • Gaining permission to fill the role.

  • Advertising the vacancy.

  • Shortlisting.

  • Recruitment process.

  • Selecting the most suitable candidate for the role.

  • Offering the role to the candidate.

  • Acceptance of the role and completion of necessary contracts, etc.

  • 9 - Libraries and Democracy: Complementarity in a Regime of Truth

  • Edited by Stéphane Goldstein
  • Book:
    Informed Societies
    Published by:
    Facet
    Published online:
    22 February 2020
    Print publication:
    30 March 2019, pp 165-180

  • Summary

    Introduction

    Traditionally, libraries and librarians have played an important part in the provision of information to support democracy and the democratic processes. In this context, this chapter reports on a study conducted in 2017 which explores and compares the respective contributions of public libraries and university libraries in Sydney, Australia, to supporting democratic processes. It concludes that in spite of a shift from an institutionally based view of truth to one focusing on an individual, librarians are still concerned with principles that underpin the understanding of quality in information.

    Democracy and library services

    Western culture has developed based on notions that truth, by overcoming falsehood, underpins democracy. However, Rose and Barros (2017) claim we are no longer concerned with creating a consensus of knowledge, and Harsin (2015) asserts that we are undergoing a shift from a regime of truth to a regime of post-truth, where citizens acknowledge that they cannot easily verify a truth claim. Foucault – whose influence on thinking on the relationship between information, knowledge and authority is described by Andrew Whitworth in Chapter 2 of this book – wrote that ‘each society has its regime of truth, its general politics of truth: that is the type of discourse which it accepts and makes function as true, the mechanisms and instances which enables one to distinguish true and false statements’ (Foucault, 1980, 131). Foucault's regimes of truth are produced by institutions in which there are relatively clear processes for identifying the authority of the source of a message and therefore the credibility of that message, control over channels of communication is understood, the processes for validation of the content of messages are recognised, mechanisms for addressing audiences are regulated and competing messages can be categorised so that the flow of information is not overwhelming.

    For Harsin (2015), key factors in a regime of post-truth include fragmentation of sources of information leading to a dilution of authority, the creation of social groups bounded by the use of technology, content targeted to these bounded groups, along with shifts in journalistic practices, political communication and the speed of communication. Lewandowsky, Cook and Ecker (2017, 420) identified seven societal trends indicating ‘the emergence of a post-truth world’, although they acknowledge that this list may not be exhaustive.

Page 71 of 293