Page 13 - DLIS003_LIBRARY ADMINISTRATION AND MANAGEMENT

Library Administration and Management

Notes achievement of results which in fact is important for the functioning of a concern. According to
Chester Barnard, “Organizing is a function by which the concern is able to define the role
positions, the jobs related and the co-ordination between authority and responsibility. Hence, a
manager always has to organize in order to get results.”
A manager performs organizing function with the help of following steps:-

1. Identification of activities: All the activities which have to be performed in a concern
have to be identified first. For example, preparation of accounts, making sales, record
keeping, quality control, inventory control, etc. All these activities have to be grouped
and classified into units.
2. Departmentally organizing the activities: In this step, the manager tries to combine and
group similar and related activities into units or departments. This organization of dividing
the whole concern into independent units and departments is called departmentation.

3. Classifying the authority: Once the departments are made, the manager likes to classify
the powers and its extent to the managers. This activity of giving a rank in order to the
managerial positions is called hierarchy. The top management is into formulation of
policies, the middle level management into departmental supervision and lower level
management into supervision of foremen. The clarification of authority helps in bringing
efficiency in the running of a concern. This helps in achieving efficiency in the running of
a concern. This helps in avoiding wastage of time, money, effort, in avoidance of duplication
or overlapping of efforts and this helps in bringing smoothness in a concern’s working.
4. Co-ordination between authority and responsibility: Relationships are established among
various groups to enable smooth interaction toward the achievement of the organizational
goal. Each individual is made aware of his authority and he/she knows whom they have
to take orders from and to whom they are accountable and to whom they have to report.
A clear organizational structure is drawn and all the employees are made aware of it.

1.2.3 Staffing

The managerial function of staffing involves manning the organization structure through proper
and effective selection, appraisal and development of the personnel to fill the roles assigned to
the employers/workforce.

According to Theo Haimann, “Staffing pertains to recruitment, selection, development and
compensation of subordinates.”

Nature of Staffing Function

Let us discuss the nature of staffing function:
1. 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.
2. 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.
3. 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.

4. The basis of staffing function is efficient management of personnel: Human resources can
be efficiently managed by a system or proper procedure, that is, recruitment, selection,
placement, training and development, providing remuneration, etc.

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