apply the fundamental principles of planning, management, marketing, and advocacy
The organizational structure of an academic library is typically hierarchical in nature, overseen by a library director. As the library is a semi-independent entity within the institution, the director is able to set goals and plan targets for the library and does so within the bounds of the institutional mission. To carry out and fulfill the established agenda, librarians are allocated management responsibilities to perform and oversee tasks and to keep the organization focused on moving forward. In an ideal scenario, as with many other aspects of library operation, management structure should be arranged so as to be most responsive to the emerging needs of their academic community.
As organizations which value efficient operation, adopting principles of management within the organizational structure is important. Efficient operation can typically be expected to contribute to the bottom line of the library. In addition, efficiency maximizes the potential of the resources available and thus improves the ability of the library to provide quality services to users. One concept within management theory that has been gaining ground in academic libraries is flat management structures. Flat management structures still typically include a library director, but after this level librarians have autonomy within the departments they are assigned. This structure is considered beneficial for libraries wishing to be flexible for user needs and helps improve communication across the library. Both of these benefits are realized by bypassing the “chain of command” typical in a more hierarchical organizational structure.
Putting a formal plan down in writing is a periodic task whose goal is to direct the activities of the library. A good plan communicates both internally and externally where the organization is and where it is going. Most plans will address periods of up to five years. Within that time frame, incremental goals are established which provide a road map for the library to judge its level of success in working toward the more distant goals.
One tool that can be used to facilitate a planning document is a SWOT analysis, standing for strengths, weaknesses, opportunities, and threats. Proponents of the tool break the categories down as positive or negative, and gather information from sources internal or external. Being able to critically evaluate one’s organization with a SWOT analysis can make a plan more pointed as, through the planning document, strengths can be highlighted and encouraged, weaknesses can be changed where possible or ameliorated, opportunities can be made a formal focus to maximize the library’s potential, and the fallout from threats can be minimized.
Relationally speaking, a smoothly-running management structure and track record of meeting plan expectations are the beginnings of marketing the library to school administration. A well-organized department is one that can be trusted with the resources allocated it. Marketing the library and its programs and services is a multi-focused task that starts with the administration and leads to its users, primarily the students and faculty of the institution. Marketing’s goal is increased awareness of the enhancements the library brings to the educational experience, ideally imparting the (deserved) opinion that the library is an indispensable part of the institutional makeup.
This leads to the importance of advocacy, primarily within the organization but also with possible donors for the library. In general, when plans are being established and executed, management is effective, and marketing of library programs and services is successful, administration objections to further funding should be minimal. Advocacy for the library can be simply presenting reasoning which supports maintaining the current budget. Sometimes, through the result of planning, special projects can be initiated. These require special advocacy, both in procuring funds for the project and also in convincing all stakeholders that support for the project is in the institution’s best interest.
An indispensable skill for all of these facets of librarianship is communication. In management, open and direct communication with those within your department, collaborating departments, and of course the supervisor or director, is key to efficient operation. Planning documents must be clearly communicated in order to have any efficacy. Having an open line of communication, not only with administration, but also with faculty and students, allows the library to be more responsive to the users’ needs. And being responsive to the needs of the users is often a more effective marketing strategy than any event or flier campaign. And finally, what might be at stake when advocating on behalf of the library necessitates deft communication skills so opportunities to present the library’s benefits are not squandered.
Evidence
LIBR 204: Information Organizations—Unit 3 Graded Assignment (SWOT Analysis)
One of the three core classes of the MLIS program, LIBR 204, was a good introduction to, and overview of, the “business” side of librarianship. While several assignments in this class would adequately address this competency, I felt this was the most appropriate. This assignment demonstrates my ability to assess an organization with a tool applicable to library processes, the SWOT analysis format. Limited by a lack of a strategic plan to work with as I completed the assignment, I believe I was still able to come up with some relevant observations about the state of affairs in the Dauphin County Library System with the information I was able to find.
LIBR 204: Information Organizations—Unit 3 Graded Assignment
LIBR 230: Issues in Academic Libraries—Paper 1
This class had a lot to offer in regards to learning about the relatively unique place an academic library has within the life of the institution. This particular assignment was a critique of a planning document in contrast to findings by the OCLC. With it, I believe that I was able to demonstrate understanding of the planning process and critical evaluation skills within that process. In addition, I believe this assignment demonstrates my recognition of the importance of marketing and advocacy in the section titled “Increasing user awareness of library services,” arguing that a key facet of these is increasing visibility of the library’s role on campus.
LIBR 230: Issues in Academic Libraries—Paper 1
LIBR 230: Issues in Academic Libraries—Article Review 1
The article I chose for this review was selected for its significance in relation to our class’s own resources. The textbook for LIBR 230 mentioned that there were not many researchers looking into the organizational culture of academic libraries but held these authors, Currie and Shepstone, as an exception. This article is a follow-up from the study mentioned in the textbook, with the same organizational focus. My review is brief, but I believe it demonstrates my recognition of the significance of this under-researched inter-discipline for academic libraries.
LIBR 230: Issues in Academic Libraries—Article Review 1
Conclusion
Some time in the future I would like to be considered as a candidate for management positions within an academic library. In the beginning stages of my library career, I look forward to the learning opportunities within the library system to build experiences within the management structure. My knowledge of the management process through the MLIS program combined with this experience will allow me to be an asset for management when the time comes. In the meantime, understanding management operations will allow me to do my job with a “big picture” perspective, knowing that projects I am a part of are steering the library toward bigger and better things.
Life is information, information is life. 