Page 22 - DLIS003_LIBRARY ADMINISTRATION AND MANAGEMENT

Unit 1: Library Administration and Management

1.5 Library Management Notes

The management of a library means, in simple terms, efficient and effective management of
material (information resources), machinery, men and money to meet the objectives of the
library. From the discussion made so far about management theories, principles and procedures,
it is obvious that they are very much relevant in managing libraries too. Yet it is very important
for us to note that libraries are basically paternalistic, service-oriented and not-for-profit
organizations. As a matter of fact, it is that part of management which is called “service
management” which is more important to libraries than the management of industrial and
profit-oriented organizations.
At this juncture, it is necessary for us to have a quick look at some of the basic characteristics of
service and not-for-profit organizations. Four important characteristics of service are:
Intangibility (or impalpability): Services often may not directly appeal to the, senses of customers.
Inseparability (i.e., customer participation in service production): Service is usually produced
in the presence of customers and service production and consumption are inseparable.
Heterogeneity (variability): Service rendered cannot be fully standardised and as a result there
will be variations in the quality of service rendered to different customers.
Perishability (Non-inventoriability): Many times service cannot be stored and an inventory
developed for later physical distribution.

In addition to the above four of fundamental characteristics of service the following other
characteristics of the service for not-for-profit organizations are worth noting. It is difficult to
measure and compare performance of service organizations. It is equally difficult to inspect
quality, determine and implement specifications, take samples and try in advance as well as
determine the cost of a service. The relationship between costs and benefits (i.e. inputs and
output/outcome) is blurred. Output is often a mix of physical facilities and mental or physical
labour. There is no title or ownership transfer when a service is rendered. Service organizations
are labour (personality) and equipment intensive and are dominated by professionals. In service
organizations, excellence is rare and mediocrity common and, surprisingly, dissatisfaction is
rarely conveyed by customers. Service organizations are usually small and operate at a single
location. Lastly, market forces play a less significant role in service organizations. The
characteristics of service organizations are by no means exhaustive. But these are most basic and
have their impact on the nature and style of service management.
Management of a library (as a service organization) is accomplished by a combination of basic
management functions and skills discussed earlier as well as management of roles. One can
think of three important roles for a library manager:

1. Interpersonal role: (a) library manager as a figurehead with duties of a ceremonial nature,
(b) leading role, (c) Raison role.

2. Informational role: (a) perpetually scanning and monitoring information, (b) disseminator
role, (c) specific role of informing and satisfying various groups.
3. Decisional role: (a) As entrepreneur looking out for new ideas and adopt them for change
(b) solving unanticipated problems and handling disturbances, (c) resources allocation
role of dividing work and delegating authority, (d) negotiator role.

Libraries have grown with times in the social, cultural, scientific and technological environments
in which they have been developing and operating. Modem libraries are not merely storehouses
of knowledge and information but are also live and active institutions involved in a vital

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