Library Management: Importance, Objectives, and Guidelines for Staff Members

Running head: LIBRARY MANAGEMENT
LIBRARY MANAGEMENT
Name of the Student
Name of the University
Author Note

LIBRARY MANAGEMENT1
Having a degree in Librarianship management, I joined an organization based in
Canada for a period of eight months. I did Management for Library and Information Services
(LIS) and on the basis of my subject, I joined an organization in which my job was to assess
the operational management along with strategic management dwelling in the library and
information domain. Through my workshop experiences and seminars on my subject, I
assessed my learnings by reflecting upon the organizational environment. The paper focuses
to deliver a reflective study on the experiences gathered from an organization of a library
where students of diverse background visit the library for facilitating themselves with various
academic sources. Following it, the essay provides the management status of the organization
provided with certain guidelines for the staff members who work in a small library ensuring
the motive of the organization, that is, the application of continuous learning in the
organizational environment.
On the basis of my perspective and my experiences, the organizational motive was
carried out successfully with consistency. The organization primarily focuses to retain an
atmosphere of personal professional development among the employees and staff members
and continuous learning among the visitors. Generally, Libraries are recognized as the service
institutions thereby the management and the organizational motive emphasize on the
personalized and efficient service provided with courteous and friendly behaviour. The
organization where I worked, focused on the process of integration and coordination as the
organization had differentiated and dedicated behaviours. The process of integration includes
three factors that are, the power that flows through the hierarchal relationship (Bryson, 2017).
Secondly, the process of administration and organizations that retains the basic structures of
organizational decorum and thirdly, the discourse network in the organization (Moran &
Morner, 2017). The library focuses on being organized on the foundation of the material they
provide or serve, for example, periodicals, books, microforms, machine readable shapes

LIBRARY MANAGEMENT2
(Bryson, 2017). The organization focuses on the shift time for variant departments. But the
organization lacks in providing a good model of time-frame structure. Thereby, the
organization faces difficulties in measuring performance, breakdowns in one shift that further
affects the other and even accidental occurrences (Moran & Morner, 2017). Through such
experiences, I feel that the organization might need to think about constructing well
coordinated shift timing in order to provide a better service for 16-24 hours a day. Being a
part of this organization, I have witnessed the organization setting up a library committee that
works as an advisory body or the governing body of the library (Bryson, 2017). The step
evaluates and simplifies in understanding the staff functions. The method helped me in the
tenure of my service as I was facilitated by good guidance through the well incorporated
graphic organizational chart in which the functional and coordination points are described.
Through my eight years of experiences, I feel that there are certain measures that need
to be taken in order to provide 16-24 hours service in a day. Following it, the time shift
management of the organization needs to be taken care of as the organization contains
different departments of varied sub-organizational action levels like operational management,
strategic management, transaction process and the sectors of management manage (Moran &
Morner, 2017). The library should incorporate the core Management Information
Organization (MIS) that captures useful information and data from the organizational
environment (Bryson, 2017). The involvement of MIS regulates the operations and
transactions of the library. It deals with both the external and internal factors of the
organizational environment. The external environment includes the community, customers,
policies, unions, the labour force (Moran & Morner, 2017). While the internal factors involve
the information that is processed within the organization ranging from clerical level to the top
hierarchal levels. These factors develop the efficiency of the libraries in determining the
effectiveness and efficiency and performance provided with the facilities like data collection