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Journal articles on the topic 'Public library management'

Author: Grafiati
Published: 4 June 2021
Last updated: 13 February 2022

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1

BETTS, DOUG. "PUBLIC LIBRARY BOOKSTOCK MANAGEMENT." Library Review 35, no. 1 (January 1986): 39–51. http://dx.doi.org/10.1108/eb012807.

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2

Ward, Robert C. "The Outsourcing of Public Library Management." Administration & Society 38, no. 6 (January 2007): 627–48. http://dx.doi.org/10.1177/0095399706293982.

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3

Conway, Patrick. "Book Review: Rediscovering public library management." Journal of Librarianship and Information Science 29, no. 4 (December 1997): 217–18. http://dx.doi.org/10.1177/096100069702900407.

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4

Düren, Petra. "Public management means strategic management." Library Management 31, no. 3 (February 23, 2010): 162–68. http://dx.doi.org/10.1108/01435121011027336.

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5

Proctor, Richard, and Sylvia Simmons. "Public library closures: the management of hard decisions." Library Management 21, no. 1 (February 2000): 25–34. http://dx.doi.org/10.1108/01435120010305609.

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6

Froud, Rob. "The benefit of Foursite: a public library consortium for library management systems." Program 33, no. 1 (March 1999): 1–14. http://dx.doi.org/10.1108/eum0000000006910.

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7

Al Fatih, Muhammad Irsyad, and Luki Wijayanti. "Leadership In The Public Library : Case Study In Tenteram City Public Library." Record and Library Journal 3, no. 1 (January 9, 2018): 50. http://dx.doi.org/10.20473/rlj.v3-i1.2017.50-62.

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In the formal and informal organization, it is always found someone who is considered more prominent than others, who then appointed or designated as a leader. The Leader of an organization is expected to have leadership qualities, which showed his skills in leading organizations. A leader in the library requires synergy between skills in library management and leadership in general in order to create a good working atmosphere and to encourage the library staff in providing the best services to the patron community. Tenteram City Public library since year of 2018 has never experienced a change of its leader. Research using qualitative approach aimed to identify the leadership of Tenteram City public library leader in developing human resources and library services. Data of this study is gathered through observation and interviews. It is found that the head of the library serves as a role model in imbedding working discipline, he never involved the staff in decision making, the fear of making mistake is the working atmosphere created in the library. The Research found that the head of Tenteram City public library adopts autocratic leadership.
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8

Christensen, Jytte. "Cooperation Between the Public Library and the School Library." Resource Sharing & Information Networks 7, no. 1 (January 3, 1992): 115–20. http://dx.doi.org/10.1300/j121v07n01_11.

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9

Imhoff, Kathleen R. T. "Public Library Joint-Use Partnerships." Resource Sharing & Information Networks 15, no. 1-2 (September 2001): 17–39. http://dx.doi.org/10.1300/j121v15n01_03.

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10

Koizumi, Masanori, and Michael M. Widdersheim. "Surpassing the business model: a public sphere approach to public library management." Library Review 65, no. 6/7 (September 5, 2016): 404–19. http://dx.doi.org/10.1108/lr-11-2015-0111.

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Purpose The purpose of this paper is to compare the characteristics of the public sphere with those of a shared value approach and better understand the value that public libraries can offer to management theory. Design/methodology/approach This paper uses two methods. First, this study uses a systematic literature review to identify sources relevant to shared value and the public sphere in public libraries. Next, this study uses comparative theoretical analysis using data gathered from the systematic review to analyse the two theories. Findings This study successfully describes the similarities and differences between “shared value” and the “public sphere in public libraries”. Originality/value This study elucidates public library innovation from the perspectives of library management and the public sphere concept.
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11

Hallberg, Anette, and Katarina Sipos‐Zackrisson. "Improvements of public library service quality." TQM Journal 22, no. 1 (January 12, 2010): 89–100. http://dx.doi.org/10.1108/17542731011009649.

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12

Smith, Geoffrey. "Stock management in public libraries: recent and current research." Library and Information Research 23, no. 73 (October 26, 2013): 46–49. http://dx.doi.org/10.29173/lirg336.

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The stock is one of the key assets of public library services, fundamental to the delivery of their objectives, and its management is central to the effective management of public library authorities. The introduction of the UK Government's 'Best Value' initiative, part of its programme for modernising local government, involves the questioning of all policies and practices: it will mean further critical examination of stock management and an important research role. Those who hoped that the library supply industry would have stabilised in the years following the demise of the Net Book Agreement and Library Licence have been disappointed. more study is needed into then selection, acquisition and management of materials other than books in public libraries. Best practice needs to be shared. Replication of the survey of American Association of Publishers and the American Library Association could provide a valuable context for future studies of the trade.
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13

Billman, Betty V., and Patricia Owens. "School and Public Library Cooperation:." Collection Management 7, no. 3-4 (December 1985): 183–96. http://dx.doi.org/10.1300/j105v07n03_19.

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14

Hall, Brian M. "All Change? Public library management strategies for the 1990s." Information Processing & Management 29, no. 2 (March 1993): 279–80. http://dx.doi.org/10.1016/0306-4573(93)90014-5.

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15

Goulding, Anne. "All change? Public library management strategies for the 1990s." International Journal of Information Management 13, no. 2 (April 1993): 157–58. http://dx.doi.org/10.1016/0268-4012(93)90083-g.

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16

Mullins, John, and Margaret Linehan. "Desired qualities of public library leaders." Leadership & Organization Development Journal 27, no. 2 (February 2006): 133–43. http://dx.doi.org/10.1108/01437730610646633.

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17

Waters, Richard, and Murray S. Martin. "PUBLIC LIBRARY WORK BENEFITS SURVEY." Bottom Line 6, no. 1 (January 1993): 34–36. http://dx.doi.org/10.1108/eb025363.

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18

Salman, Abdulsalam Abiodun, Janneke Mostert, and Tinashe Mugwisi. "The governance and management of public library services in Nigeria." Library Management 39, no. 6-7 (August 13, 2018): 389–401. http://dx.doi.org/10.1108/lm-08-2017-0075.

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Purpose The purpose of this paper is to explore the managerial and governance issues that impact on service delivery in public libraries in Nigeria. Within many countries this seems to be a challenge often resulting in an ineffective service delivery resulting in underutilisation thereof. This study was conducted among administrators and managers of public libraries in Nigeria to establish the current status quo concerning governance and management issues impacting on service delivery. Design/methodology/approach A qualitative study using interviews was used to illicit data from three permanent secretaries, six public library directors, and six heads of rural community libraries, purposively selected for the study. Findings The findings show that variables such as relevant academic qualifications, years of experience, and designation of the administrators and managers of public libraries affect service delivery. A huge dependency on government bodies for decision making and funding was established. Impediments to good management of the libraries were found to be inadequate funding; lack of involvement of stakeholders in public library administration; and inappropriate public library legislation. Practical implications The study recommends the promulgation of a public library-specific act in order to regulate the administration and management of this public unit, involve stakeholders in public library administration, as well as the provision of alternative forms of funding in order to alleviate the dependence on governmental budgets. Originality/value With very little research available on these issues in Nigeria, this paper will create awareness among all stakeholders of specific governance and managerial issues impacting on effective service delivery to public library users so that it can be addressed.
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19

Nash, Jacob L. "Richard Trueswell's Contribution to Collection Evaluation and Management: A Review." Evidence Based Library and Information Practice 11, no. 3 (September 26, 2016): 118. http://dx.doi.org/10.18438/b8pg8t.

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A Review of: Trueswell, R. L. (1969). Some behavioral patterns of library users: The 80/20 rule. Wilson Library Bulletin, 43(5), 458-461. Abstract Objective – To demonstrate the relationship between library circulation and the percent of a library's holdings satisfying circulation. Design – Retrospective cohort study of library circulation data. Setting – Cambridge and Northampton, Massachusetts, United States of America. Subjects – The users of the monographic holdings of the Air Force Cambridge Research Laboratory Library and the Forbes Public Library. Methods – Trueswell compiled circulation data from the Air Force Cambridge Research Laboratory Library over a period of 5 years, ostensibly from 1964-1969. Additionally, he gathered circulation data from Forbes Public Library. Trueswell compared each respective collection of data against the entire holdings of each library, after which he converted each measure to a percentage of the whole. Main Result – Based on the collected data, Trueswell found that the percentages of both libraries’ holdings that satisfy circulation follow a power law distribution. He compared this with a previous study measuring journal circulation at a Health Sciences Library that exhibited the same pattern. He stated that these similar distributions demonstrated the "80/20 Rule." The distribution is such that any given percent of circulation will provide the percent of a library’s circulating holdings necessary to satisfy it. Additionally, Trueswell found that 75 percent of current circulation had circulated at least once within the preceding year. Conclusion – The findings have implications for core collection development, purchasing multiple copies of a given title, determining the optimal size of a library's collection, and weeding. Trueswell also submits the idea of developing regional interlibrary loan centers for books that do not circulate often, as a cost saving measure for most libraries.
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20

Maulidia, Rafiqa, and Laksmi Laksmi. "Automation Based Library Management in Depok Public Library In The Context of Ritual Performance." Record and Library Journal 3, no. 1 (January 9, 2018): 74. http://dx.doi.org/10.20473/rlj.v3-i1.2017.74-84.

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Library management using manual system is no longer adequate to handle the workload in the library routines, librarians must use application of library automation. To provide a good working performance, librarians use strategy, competences and certain habits, which are referred to as a ritual performance. The performance of the ritual is the demonstration of competence spontaneously by individuals in dealing with individuals, groups and organizations, which contains elements of personal ritual, the work ritual, social ritual, and organization ritual. The research focuses in the automation based library management in the context of the performance of the ritual. This study used a qualitative approach with case study method. The findings suggest that the personal ritual shows the personal habits of librarians to do their tasks, ritual librarian's work show responsibility towards their duties, social rituals strengthen the emotional connection between librarians and leaders, as well as ritual organizations suggest the involvement of librarians in giving their contribution in decision making. Conclusions of this study shows that the performance of rituals librarian at Depok Public Library gives librarians the skills to implement automation systems in the library management, and reflect the values of responsibility, mutual trust, and mutual respect.
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21

Bailey, Stephen J. "Charging for Public Library Services." Policy & Politics 17, no. 1 (January 1, 1989): 59–74. http://dx.doi.org/10.1332/030557389783219433.

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22

Siitonen, Leena. "Mobile Library Services as a Functional Unit in Public Library Systems." Resource Sharing & Information Networks 7, no. 1 (January 3, 1992): 33–65. http://dx.doi.org/10.1300/j121v07n01_05.

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23

Khanna, S. N. "Mobile Library Service with a Special Reference to Delhi Public Library." Resource Sharing & Information Networks 9, no. 2 (November 2, 1994): 119–26. http://dx.doi.org/10.1300/j121v09n02_12.

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24

Kim, Giyeong, and So Young Yu. "An Exploratory Study to Develop an Alternative Model of Public Library Management Using the Institute of Museum and Library Services’ Public Library Statistics." Library Quarterly 81, no. 4 (October 2011): 359–82. http://dx.doi.org/10.1086/661656.

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25

Goulding, Anne. "Local government reorganisation and the management of public library staff." Local Government Studies 22, no. 3 (September 1996): 47–59. http://dx.doi.org/10.1080/03003939608433829.

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26

Lee, Kyeong-Ran. "A Study on Public Library Management Improvement with Use Survey." Journal of the Korean BIBLIA Society for library and Information Science 24, no. 2 (June 30, 2013): 5–30. http://dx.doi.org/10.14699/kbiblia.2013.24.2.005.

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27

Croneberger, Robert B. "External Influences on Public Library Management in the 21st Century." Journal of Library Administration 11, no. 1-2 (September 30, 1989): 209–20. http://dx.doi.org/10.1300/j111v11n01_15.

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28

Ole Pors, Niels, and Carl Gustav Johannsen. "Library directors under cross‐pressure between new public management and value‐based management." Library Management 24, no. 1/2 (February 2003): 51–60. http://dx.doi.org/10.1108/01435120310454511.

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29

Naylor, Richard J. "Secondary Data from the Public Library." Journal of Business & Finance Librarianship 3, no. 4 (November 5, 1998): 23–49. http://dx.doi.org/10.1300/j109v03n04_03.

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30

Haym, Ilene. "AUTOMATION OF A SUBURBAN PUBLIC LIBRARY." Bottom Line 5, no. 2 (February 1992): 9–12. http://dx.doi.org/10.1108/eb025325.

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31

Rubin, Richard. "Ethical Issues in Library Personnel Management." Journal of Library Administration 14, no. 4 (August 16, 1991): 1–16. http://dx.doi.org/10.1300/j111v14n04_01.

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32

Poon-Richards, Craig. "Self-Managed Teams for Library Management." Journal of Library Administration 22, no. 1 (April 23, 1996): 67–84. http://dx.doi.org/10.1300/j111v22n01_05.

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33

Rudžionienė, Jurgita, and Jaroslav Dvorak. "Public administration approach." Library Management 35, no. 6/7 (August 5, 2014): 495–507. http://dx.doi.org/10.1108/lm-02-2014-0019.

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Purpose – The purpose of this paper is to define the problem and to initiate discussion on library evaluation as significant part of institutional evidence-based management from public administration approach. Design/methodology/approach – In order to fulfilling the purpose, special attention to present the concepts of valuing information, library performance evaluation, measurement, etc. is drawn, main evaluation functions are analysed. Economic aspects of information services vs intellectual ones are discussed. Consistent patterns and principles of public administration as well as possibilities of public administration influence in creation of systematic base of library performance evaluation as well as of information services impact to the user are analysed. Findings – The paper provides insights about different aspects of information services evaluation. Results of analysis of economic aspects of information services vs intellectual ones are presented, consistent patterns and principles of public administration, possibilities of public administration influence in creation of systematic base of library performance evaluation as well as of information services impact to the user possibilities are presented. Originality/value – The paper fulfills need to study how public administration could involve library evaluation as tool for evidence-based decision making.
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34

Roshaven, Patricia, and Rudy Widman. "A Joint University, College and Public Library." Resource Sharing & Information Networks 15, no. 1-2 (September 2001): 65–87. http://dx.doi.org/10.1300/j121v15n01_06.

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35

Undhjem, Cathrine, and Arnhild Tveikra. "ILL and collection management in Norwegian Public Libraries." Interlending & Document Supply 44, no. 1 (February 15, 2016): 20–26. http://dx.doi.org/10.1108/ilds-11-2015-0038.

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Purpose – The purpose of this paper is to present and discuss the results from a survey on interlibrary loan (ILL) in Norwegian public libraries. Work processes within ILL have changed significantly in Norway in recent years, and new challenges have emerged. County libraries, public libraries and The Norwegian Library Association’s Special Interest Group saw the need for a survey to understand how these changes were affecting ILL-work in the public libraries in Norway. The library community as a whole needed updated information to respond to the present challenges in ILL. Design/methodology/approach – In March 2014, Sentio Research Norway conducted a survey on ILL among Norwegian public libraries. The survey was commissioned by the county libraries in Norway. In total, 425 questionnaires were sent to all the main libraries. There are 428 main public libraries, but three of them were without staff at the time of the survey. Further, 336 answers provided a response rate of 79 per cent. The survey had 48 questions. Findings – An interesting result from the survey is that 53 per cent of the public libraries want no restrictions on what to borrow, while 45 per cent believed there should be some restrictions on lending. This shows a difference in the attitudes to lending compared to borrowing library material. However, 58 per cent of the libraries have not implemented restrictions on what to lend on interlibrary loan. One of four had restrictions on lending new literature. The public libraries were, in general, highly interested in better access to curriculum literature from universities and colleges. To some extent, they wanted better access to new literature, e-books and nonfiction (the category was named “special subjects and topics” in the survey). The survey shows that most libraries still prefer to order interlibrary loans for their users rather than encourage users to order themselves. Originality/value – This study is the first systematic survey of ILL in Norwegian public libraries.
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36

Lubis, Nazrul Rizal, Arief Gunawan, and Darwanto Darwanto. "PROMOSI DAN PUBLIC RELATION DI PERPUSTAKAAN." Jurnal Pari 2, no. 2 (January 19, 2017): 126. http://dx.doi.org/10.15578/jp.v2i2.3257.

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ABSTRAKFungsi utama penyelenggaraan perpustakaan adalah pelayanan. Dalam menjalankan fungsi pelayanan tersebut, public relations (PR) memiliki peran yang sangat penting. PR berfungsi sebagai pendukung manajemen, membangun citra perpustakaan, dan sebagai komunikator. Artikel ini mengetengahkan prinsip-prinsip PR yang perlu diimplementasikan pada perpustakaan dan berbagai upaya yang perlu dilakukan untuk meningkatkan pelayanan dan membangun pencitraan perpustakaan. ABSTRACTLibrary service is the main function of a library. Public relations (PR) is one of factors determining the function. PR has functions as management support, building library image, and as communicator. This article sheds light on PR principles that should be implemented at library and several efforts which should be conducted in improving library service and library image.
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37

Shiri, Ali, and Dinesh Rathi. "Twitter Content Categorisation: A Public Library Perspective." Journal of Information & Knowledge Management 12, no. 04 (December 2013): 1350035. http://dx.doi.org/10.1142/s0219649213500354.

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With the rise of social media, many library and information services have begun to incorporate a wide variety of social media and social networking applications into their systems and services. Among the mainstream social networking applications, micro-blogging, in general, and Twitter, in particular, have gained increasing popularity. This paper reports the results of an exploratory study of the application of Twitter in the context of a large public library system. Specifically, this study has sampled, content analysed and categorised a select number of tweets created by a public library system in order to identify and document the ways in which Twitter can be used for various information services and knowledge management practices in public libraries. One of the main outcomes of this study is a tweet categorisation scheme that has a specific focus on the information services offered by public libraries.
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38

Harmon, Jennifer, and Andrea Copeland. "Students' perceptions of digital badges in a public library management course." Education for Information 32, no. 1 (January 22, 2016): 87–100. http://dx.doi.org/10.3233/efi-150964.

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39

Santore, Pat. "The Management of a Children's Program for a Small Public Library." Journal of Education for Library and Information Science 28, no. 4 (1988): 262. http://dx.doi.org/10.2307/40323690.

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40

Koontz, Christie M., and Dean K. Jue. "Public Library Facility Closure: How Research Can Better Facilitate Proactive Management." Public Library Quarterly 25, no. 1-2 (July 11, 2006): 43–56. http://dx.doi.org/10.1300/j118v25n01_04.

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41

최정열. "Comparative Analysis on the Efficiency of Public Library by Management Form." Korean Journal of Local Government & Administration Studies 24, no. 2 (December 2010): 257–80. http://dx.doi.org/10.18398/kjlgas.2010.24.2.257.

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42

Labaree, Robert V. "The Aurora Public Library Business Resource Center:." Journal of Business & Finance Librarianship 1, no. 3 (April 14, 1992): 19–35. http://dx.doi.org/10.1300/j109v01n03_03.

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43

Woodard, Beth S., and Lisa Janicke Hinchliffe. "Technology and Innovation in Library Instruction Management." Journal of Library Administration 36, no. 1-2 (January 2002): 39–55. http://dx.doi.org/10.1300/j111v36n01_04.

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44

Holley, Robert P. "First Class Tickets—Perks and Library Management." Journal of Library Administration 61, no. 1 (January 2, 2021): 127–33. http://dx.doi.org/10.1080/01930826.2020.1845550.

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45

Clark, Philip M. "A Viable MIS: DeKalb County Public Library." Bottom Line 7, no. 1 (January 1993): 30–31. http://dx.doi.org/10.1108/eb025402.

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46

Hall, Richard B. "Libris DESIGN and financing public library buildings." Bottom Line 17, no. 1 (March 2004): 20–27. http://dx.doi.org/10.1108/08880450410519665.

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47

Beckett, Edith K. "Influences on New Jersey public library budget requests." Bottom Line 29, no. 2 (August 8, 2016): 86–96. http://dx.doi.org/10.1108/bl-02-2016-0011.

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Purpose This research study aims to examine influences on the public library funding decision from the perspectives of New Jersey mayors and public library directors. Design/methodology/approach Content analysis was used to explore statements of 84 public library directors and 45 mayors about what was most/least effective in a recent library budget request. Findings Although they may differ on the relative importance of a specific concept, the public library directors and mayors in this study have high levels of agreement about what information is important in the budget decision process. Research limitations/implications The primary limitations of the findings of this study stem from the reliability of self-reported data and the low response rates. While the researcher believes that the findings and conclusions are valid for the survey respondents, it is less certain that they are valid for all public libraries in New Jersey, and it is not recommended that the conclusions be extended to public libraries outside of the state which differ in state mandates and other circumstances. Practical implications Understanding more about the factors that can influence library funding decisions provides insight into the very complex public library funding process and may help public library directors and mayors engage in mutually satisfactory budget negotiations. Originality/value This study contributes to the Library and Information Science research literature on library budgets by examining influences on the public library funding decision, specifically adding the perspectives of mayors and public library directors on a recent budget cycle.
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48

Zhang, Wei, Wanfen Zou, and Xiangen Qiu. "A Unique Development Road of Urban Public Libraries of China." International Journal of Library and Information Services 8, no. 2 (July 2019): 51–71. http://dx.doi.org/10.4018/ijlis.2019070104.

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Since its debut seven years ago, Pudong Library of Shanghai has been committed to promoting reading and providing services that benefit that all. It provides new reading experiences, explores institutional building and communication platforms in public library circles, while intensifying efforts at team-building and cultivating library culture. Moreover, Pudong Library devotes itself to exploring, on a micro-level, restructuring practices and innovative developments of urban public libraries. In doing so Pudong Library constructs its own paradigm of library management. The exploration and practice of Pudong Library is a fresh case and vivid example for the development of urban public libraries in China.
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49

Henri, Janine Jacqueline. "Management, Public Service, and Access Issues." Journal of Library Administration 39, no. 1 (June 2003): 57–76. http://dx.doi.org/10.1300/j111v39n01_04.

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50

Doll, Carol A. "School Library Media Center and Public Library Collections and the High School Curriculum." Collection Management 20, no. 1-2 (June 27, 1995): 99–114. http://dx.doi.org/10.1300/j105v20n01_07.

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