Library Management
Опубликовано на портале: 11-02-2003
Eileen Milner, Maragaret Kinnell, Bob Usherwood
Library Management.
1995.
No. 3.
P. 3-8.
Обсуждается понятие "качество работы", которое часто фигурирует в современном словаре управления, но, как правило, лишено конкретного содержания.
Должным образом составленные схемы предложений для каждого служащего дают реальные возможности для достижения
максимального вовлечения служащего в деятельность организации, выполнения им своих
полномочий и являются ключевым элементом качественного управления.
Рассматривается образцовая схема предложений, заимствованная из практики коммерческого
сектора Великобритании и Южной Африки, которую можно использовать в работе библиотек
или информационных служб.
Опубликовано на портале: 10-01-2003
Artur Jazdon
Library Management.
1995.
Vol. 16.
No. 8.
P. 37 - 41.
Explains how managers of Polish research libraries face many problems provoked by
the changes which have taken place both in these institutions and in their surroundings
on the one hand, and by the obsolete rules which their operations regulate. Among
the most serious financial obstacles are the following: a prolonged delay in the
confirmation of a library's budget; too many financial sources; financial dependence
of the majority of the libraries; restrictions on self-governing, profit-oriented
activities; and criteria for the allocation of funds. Among the problems connected
with the personnel the following are at the top of the list: disproportional employment
in the various types of libraries; inappropriate educational background; lack of
certain types of qualified professional (e.g. information scientists, computer technicians);
very low earnings; and the degraded status of the librarian, which discourages candidates
from this profession. The management and the structure of the organization of the
library are also outdated and there are too few competent professionals to make the
necessary transformations efficiently.
Опубликовано на портале: 10-01-2003
Amos Paphani Ndabu Thapisa
Library Management.
1994.
Vol. 15.
No. 4.
P. 22 - 29.
Aims to shed some light on the modalities and the need for human resources planning
in Swaziland libraries. Systematic forecasts of the libraries' future demand for,
and supply of labour should be meticulously undertaken so that Swaziland libraries
can put themselves in a better position to plan for the recruitment, selection, training,
and career paths of staff. Swaziland's lack of trained personnel with sufficient
knowledge to handle the intricacies of automation has necessitated the external recruitment
of expatriate staff, with serious implications for the budget. Swaziland assumed
the chairmanship of the SADC Regional Training Council (RTC) which now controls the
affairs of the Human Resources Development Sector. One of the projects of this sector
has been to create a Regional Human Resource Information System (RHRIS). This project
has provided guiding principles to those in the region whose responsibility is human
resources planning and development. It is essential that SWALA should develop a human
resources database for the library profession through its Sub-Committee for Human
Resources. The development of a human resources audit in Swaziland libraries will
help to determine what skills, knowledge, and abilities are required for particular
vacancies or jobs. The idea is to collect enough information which will enable library
managers to match their employees to the available jobs.
Опубликовано на портале: 10-01-2003
Maria Luisa Arenas Franco, Rosita Iniguez Diaz
Library Management.
1995.
Vol. 16.
No. 3.
P. 15 - 23.
To achieve the strategic objectives necessary for an organization to face the future
with confidence, human resource planning has been implemented in the library system
of the Pontificial Catholic University of Chile (SIBUC). Analyses the environment
and its impact on SIBUC using an organizational model, which also permits strategic
objectives to be established and personnel to be analysed in terms of strengths,
weaknesses, opportunities and threats. Based on this approach, specifies human resource
objectives, and assures optimal achievement with well-defined individual strategies
that also include plans for action and control measures. Finally, and as a result
of the whole methodology, creates a matrix to structure an organizational design
of the direction of human resources in the library system.
|
|