Paper III

TOTAL QUALITY MANAGEMENT

Definition of Quality:
Defining quality is far from easy. Just try to find why one
finds that a product is not of quality. Quality refers to grade of
service, product, reliability, safety, consistency and
consumer’s perception. The notion of quality often subsumes
a comparison between products. Product A is better than B
and therefore has a higher quality (Lorente, 1998). However,
the word “better” is vague and different definitions can be
used. Quality: means “degree of excellence”; implies
“comparison”, is not absolute. Quality — is to satisfy
customers’ requirement continually, where as Total Quality is
to achieve quality at low cost. Broadly quality includes fitness
for use, grade, degree of preference, degree of excellence and
conformity to requirements.

According to British Standard BS 7850, quality is

defined as “Quality is concerned with meeting the wants and
need of customers” (Sivankalai and Yadav, 2012).
The dictionary has many definitions of “quality”. A short
definition that has achieved acceptance is: “Quality is
Customer Satisfaction”. “Fitness for use” is an alternative
short definition (Walton, 1990). Here, customer means anyone
who is impacted by the product or process.
Deming (1986) defines “Quality is a predictable degree
of uniformity and dependability, at low cost and suited to the
market”.
According to ISO 8402, quality is “the totality of features
and characteristics of a product or service that bear on its
ability to satisfy stated or implied needs”.
TQM is a philosophy and not a technique. It is based on three
basic concepts: quality control, employee participation and
customer satisfaction. “TQM is a management approach for
an organisation, centered on quality, based on the
participation of all its members and aiming at long-term
success through customer satisfaction, and benefits to all
members of the organisation and to society.” In TQM
customer satisfaction, is the organisation’s foremost priority
because success of the organisation depends upon the
customer satisfaction. TQM can be elaborately defined as:
Total: It means everyone in the organisation is responsible for
Quality irrespective of their position and functions. In this
way it takes systems view (total view) which is exhaustive
and rigorous.
• Quality: Meeting customer’s needs at the lowest cost, first
time and every time. Produce and serve according to customer
needs.
• Management: Continuous improvement by an interactive
network of communication and control. Commitment of top
managers and optimum utilisation of resources.

In this way TQM is the art of managing the whole to achieve

excellence. It is based on:
• One objective: Continuous improvement
• Three principles: Customer focus, Process improvement,
Total involvement
• Six Elements: Leadership, Education and Training,
Communication, Supportive structure, Measurement, Reward
and Recognition.
The prime objective of the library is to provide information,
services and products to the users. TQM offers an approach
for libraries to design processes, policies and jobs so that they
are the best and most effective methods for serving users’
needs by eliminating inefficiencies and assuring quality
service. 31 Librarians must find out what readers want and
concentrate upon providing it. Designing an appropriate
service means asking:

i. Who are the customers?

ii. What do they want?
iii. What can the library provide and need to do to meet the
user’s expectations?
iv. How libraries know about their performance?
v. What needs to be changed or continued according to
performance of the service or product of the library?
vi. How do library communicate with the users?
vii. To what extent, library knows the current and potential
needs of the users?

TQM is seen as a commitment to service with a flexible and

future-oriented approach to management. It links the services
and products with user demands. The importance of TQM for
libraries is not just limited to know about users needs but also
to assess her/his need in anticipation. However while applying
TQM one has to remember that it does not provide a quick
solution and TQM needs integrated efforts for improving the
quality of the services.

A good understanding of applying appropriate quality

management concepts and techniques is essential for
effectively implementing TQM in libraries. In the context of
libraries, customer satisfaction means fulfilling expectations
of users. In libraries, users generally judge quality in relation
to:
• Collection
• Services
• Products
• Skills and behaviour of Staff
• Infrastructure
• Display of information about the facilities provided by the
library
• Proper communication facilities to the users
• Complaint and suggestion system for the users.
Generally any user of the library judges the quality of the
library by keeping in view the following points:
• accuracy of the services;
• adequacy of the need-based services;
• timeliness of the services
• exactness of the information provided
• cost of the service
• professionally trained and committed staff
• attitude of the staff towards users.
User-based approach is based on the idea that quality lies in
the eyes of the beholder and that the customer (or user) is the
ultimate judge of quality. Yet, it is not very easy to apply
TQM in libraries because of wide range of user needs and
ever increasing demands.

School of Thought
According to the Oxford English dictionary, management
means, "the action, or manner of managing, in senses of the
verb; the application of skill or care in the manipulation, use,
treatment, or control (of things or persons), or in the conduct
(of an enterprise operation, etc.)"
Webster's New international dictionary of the English
language states that the management is an "act or art of
managing; the manner of treating, directing, carrying on or
using for a purpose; conduct; control."
Definition
According to Koontz and Weihrich, "Management is the
process of designing and maintaining an environment in
which individuals, working together in groups, efficiently
accomplish selected aims."
R.C. Davis described management as "a function of executive
leadership. It is the work of planning, organisation and
controlling the activities of the organisation in the
accomplishment of its objectives."
Scientific Management
Management practice is as old as human civilization. The real
development of management thought begun with scientific
management approach by F.W. Taylor. Taylor is knows as
'father of scientific management.' He laid down stress on
mental revolution to put the interest of labour and
management into a mutual rewarding production. He
conducted many studies i.e. time and motion studies.
Henry Fayol, a French industrialist, was contemporary of
Taylor. He also contributed valuable management thought for
its development. He was managing director of a large french
coal mining firm. He was a pioneer in the field of
management. He did not study a single segment of
management, but the whole enterprise. He had the practical
experience. He did experiments in the field. On the basis of
his studies and experiments, he made universal
generalizations about management.
Besides these two, various other persons also contributed
in this field.
Taylor's Principles of Management
The principles of scientific management is a pioneer work of
Taylor in the field of industrial productivity and scientific
low-cost industrial output and administration.
The basic thought and principles that he put across in his
teachings and concepts were:-
1. He was against the rule of thumb, so he stressed to
develop a true science for each element of a worker's job;
2. He was for scientific selection, training and development
of workers for each job;
3. He pointed out for a more equal division of responsibility
between management and workers. According to him,
planning should be separated from doing, the former
being the responsibility of management and the latter of
workers;
4. He stressed on the need of close cooperation between
management and workers to maximise efficiency and
productivity;
5. Efficiency was the central theme of Taylor's writings. He
proposed using scientific research methods to discover
the one best way to do a job. He felt that faster work
could be assured only through
 (i) enforced standardisation of methods and
tools.
(ii) enforced adaptation of best instruments and
working conditions; and
(iii) enforced co-operation.
Taylor advocated assignment of supervisors by 'function', that
is, one for
training, one for discipline etc. This functional approach is
evident today in many organizations, including libraries.
An often-repeated criticism of the scientific management
approach is that it overemphasized productivity and under-
emphasized human nature.
While Taylor was the most important advocate of the
scientific method approach, others also worked in the same
area, such as Frank and Lillian Gilbreth. They were more
concerned with the human aspects of managing and they
expanded the concepts of motion, study and fatigue. They
worked with the 'one
best way' to perform in the most comfortable manner. They
identified 17 basic elements on the job motions (such as
'grasp', 'hold', 'position', 'search' etc.). Henry L. Gantt,
developed the task-and-bonus system, which was similar to
Taylor's awards incentive. This system depicts rates of output.
The Gantt chart, which he developed, is still used in the
production schedules as well as being regarded as most
important social development of 20th century.
Taylor took many of his concepts from the bureaucratic model
developed by Max Weber. The concept of bureaucracy
developed about the same time as scientific management and
thoughts on specialization of work etc.
Fayol's Principle of Scientific Management
Fayol gave fourteen principles of management, which have
their implications in library management as well. These are as
under:
1. Division of Work
According to Fayol, division of work increased productivity
and efficiency with same efforts, for, every person gets
suitable work. Division of work should be based on
educational qualifications and specialization. It could be
applied at all levels of an organisation.
In library also, division of work is based on specialisation
such as book selection, acquisition, technical work, reference
service, circulation service and so on. It is based on
specialisation which brings efficiency in doing job and affects
productivity favourably.
2. Authority and Responsibility
Management gets the work done through others. Head has
authority as well as responsibility. It is derived from position
of the head one occupies and they are interrelated.
The librarian has also authority as well as responsibility to get
work done through his/her subordinate staff. Except in one
person library, work is got done through other persons.
3. Discipline
Discipline is essential in any organisation including a library
for proper management. It demands qualities of punctuality,
obedience, good conduct, application, energy and outward
marks of respect, according to Fayol.
Libraries are service oriented organisations. And disciplined
workers are of utmost importance for providing services to
users.
4. Unity of Command
There should be only one head to command in an
organization. Every employee should receive orders only from
one superior. Fayol was of the view that its violation
undermined authority, " Discipline is in Jeopardy order
disturbed and stability threatned. This rule seems fundamental
to me".
This principle is also applicable in libraries. Librarian gives
orders to the staff working under him/her.
5. Unity of Direction
This principle demands one head and one plan for each group
of activities with same objectives in order to have unity of
direction. It provides better coordination among various
activities.
In libraries also, this principle is applied. Classification and
cataloguing activities are grouped under Technical or
Processing Section. The Head of the Section provides thus
unity of direction for the work and process so as to have
coordination of all activities of the group.
6. Subordination of Individual to General Interest
In case of conflict of general and personal interests, in an
organisation, general interests get priority. One should always
subordinate the individual interest for the growth and
development of the organisation.
Library staff serves the community. So, they should always
subordinate their personal interests/work to that of users and
always be helpful to them.
7. Remuneration
Remuneration and mode of payment should be fair according
to qualifications and skills of a worker. It should provide
maximum satisfaction to both employees as well as employer.
In libraries also, remuneration of staff is usually fixed
commensurate to their professional and educational
qualifications, experiences and responsibilities.
8. Centralisation
When authority and responsibility is with the top
management, it is known as centralisation. Here, decision-
making is vested at the central or top level. Without using the
term centralisation of authority, Fayol perhaps left it to
individual situation. It is relative and not absolute.
In India, most of the libraries have centralised administration.
Decisions are taken at higher level and subordinates have to
work according to them. But degrre of centralization varies
from libray to library.
9. Scalar Chain
Authority flows from superior to subordinates throughout the
entire organisation. Therefore, order or chain should be
hierarchical form the highest to the lowest ranks. Short
circuiting of authority would be detrimental.

JOB ANALYSIS
 BUDGET
Every individual or organization has a budget written or
unwritten. It is a blue print of the projected income and
expenditure for a specified period, say, a month a year, five
years.
Definition
"A budget is a financial plan to show how much money,
person or organization will earn or how much they will need
or be able to spend, according to Cambridge. Advanced
learner's dictionary." (Cambridge : Cambridge University
press).
The institute of Cost and Management Accounts of England
and Wales defines budget as a "financial and/or quantitative
statement prepared prior to a defined period of time of the
policy to be pursued during that period for the purpose of
obtaining a good objective.
Koontz O'Donnell and Weihrich : "Budgeting is a formulation
of plans for a given future period in numerical terms."
Purpose
i. Itis a base for financing an organization.
ii. It is a financial plan of operations and activation.
iii. It spells out ways and means of getting and spending
funds.
iv. It prioritizes the needs in terms of resource allocation.
 v. Itis a help in future planning.
vi. It is a control device. It spells out items of expenditure. It
sets limits of expenditure on these items.
vii. It regulates decision making to conform to budget.
viii. It is a plan of forecasting.
ix. It measures efficiency.
Process/Steps
i. Preparation of a budget request based of future needs
with explanation.
ii. Analysis of present library budget. Heads of expenditure,
activities, etc.
iii. Discussion on budget document Requirements, changes,
finalizing the proposed document.
iv. Presentation of proposed budget.
v. Negotiations and fina1izations with authorities.
vi. Passing of budget by authority.
vii. Allocation of budget internal.
viii. Monitoring of budget expenditure throughout the year.
ix. Response to any change.
EXPENDITURE
Expenditure may be categorized as under
1. Capital/Non-Recurring Expenditure :
a. Permanent collection of materials.
b. Acquisition of site.
c. Buildings.
d. Equipments.
e. Furniture.
 f. Vehicles, etc.
2. Current Recurring Expenditure:
a. Purchase of reading material
b. Salaries of personnel Professional. Semi-
Professional. Supporting staff. Administrative staff.
c. Binding
c. Running Cost (electricity, gas, transport, etc.)
d. Communications, postage, transport.
e. Maintenance cost.
f. Miscellaneous expenses, etc.

Proportion of expenditure of a university library on major

item as suggested by Dr. Ranganathan is given below
Staff. 50%
Books & other reading material 40%
Miscellaneous 10%
BUDGETING TECHNIQUES
Following are the budgeting techniques or types of budget :
1. Line Budget.
2. Performance Budget.
3. Programme Budget.
4. Planning Programming Budget System. (P.P.B.S.)
5. Zero Based Budget. (Z.B.B.)
Besides, there are other types of budgets, which are in
business concerns such as Variable Budget, Material budget.
1 Line Budget
Traditional budget is designed under different heads of
account. It is most common budget system. As items of
income and expenditure are given in a vertical line, it is
known as line budget. It is an estimate of finance: What will
be probable revenue and expenditure. It usually gives these
figures for three years. Previous/past year, present year and
coming year as shown below:
Expenditure 2001-02 2002-03 2003-04
Berhampur University library 17,59,238 19,52,375
23,35,300

Its reliance is on past. Past expenditure is the basis of

estimating future
expenditure, with some increment, mostly to meet rising price
etc. on that head. Nowadays, It is in reverse gear in as there is
financial crunch. So there is cut of 5% to 10% from the earlier
expenditure on many heads/items. It has a way of growing
from the past, it measures inputs but not outputs. It insists on
adherence to budget, as it is a mechanism of control. It is not
future or planning oriented. It is ineffective to implement
development schemes and projects.
2 Performance Budget
Performance Budgeting is a comprehensive operational
document conceived, presented and implemented in terms of
programmes, projects and activities with their financial and
physical aspects closely interwoven. (World Bank. Technical
Paper no. 367. Washington DC : 1996).

3 Programme Budget
It is one of the widely publicised tools of planning and control
in governments. It is also called output budgeting as the
technique is for measuring the benefits produced by each
activity.
It is "basically a systematic method for allocating the
resources of an enterprise in ways that will most effectively
help the enterprise to meet its goals. By emphasizing goals
and programs to meet them, it overcomes the ordinary
weakness of all kinds of budget." (Weihrich, Heinz and
Koontz Harold, Management : global perspective 10th ed
New York: McGraw Hill 1994, P615.)
4 Planning Programming Budgeting System (PPBS)
Modern age is of planning and programming. To meet this
need, Planning Programming Budgets System (PPBS) was
devised. It is also known as milestone or 'milepost' budgeting.
It breaks down a project into a number of events. Projects are
further divided into sub-projects. For example, goal of a
library may be automation of the library. Library automation
becomes a project. It may be further subdivided into
automation of acquisition of reading materials, processing of
material, maintenance and retrieval of reading material, etc.
Target is fixed to complete them in a time sequence. Next step
is to compute critical path, that is, sequence of events or how
long it will take to accomplish an event say four weeks. It
helps close monitoring on control.
5 Zero Based Budgeting (ZBB)
It is a system of budgeting, where justification is required to
be given for each budgeted expenditure in relation to the
performance to be achieved without referring to previously
budgeted figures or pre-existing plans or achievements. Thus,
all proposals have to be revaluated to decide whether they
should be dropped or funded at lesser cost or similar or
increased cost.

Performance Evolution

"Performance appraisal is a process of evaluating an

employee's performance of a job in terms of its requirements."
(Scott, W.D. Clothier R.C. and Spriegel, W.R. Personnel
management, p. 160).
According to Heigel, "it is the process of evaluating the
performance and qualifications of the employee in terms of
the requirements of the job for which he is employed, for
purpose of administration including placement, selection for
promotions, providing financial rewards and other actions
which require differential treatment among the members of a
group as distinguished from actions affecting all members
equally." (Heigal, C. The Encyclopedia of management. New
York: Reinhold Publishing Corporation Ltd. 1973. p. 654).
Appraisal techniques for employees were first time used
during the First World War by Walter Dill Scott, U. S. Army,
who adopted the "Man to Man" rating system for the
evaluation of military personnel. During 1920-30 in industrial
units, relational wage structure for hourly paid workers were
adopted. Later on, it was accepted as merit rating by giving
grade and wage increments on the basis of merit. In mid
fifties, most of these plans were of the rating- scale type,
where stress was given to factors, degrees and points.
However, in early fifties, attention was given to the
performance appraisal of technical, professional and
managerial personnel.
Performance appraisal is a continuous scale of evaluating an
employee's ability to work and weakness. Every employee has
different abilities. So, it is essential to evaluate his/ her
abilities.
In library too, every employee should be evaluated
continuously. Persons doing their work perfectly, should also
be rewarded from time to time. Persons who are not able to do
the work required from them, need to pay attention and
improve their work. According to Roland Benjamin,
"Performance appraisal determines who shall receive merit
increases; counsels employees on their improvement;
determines training needs; determines promoability, and
identifies those who should be transferred. Moreover, it
improves employees' job performance; encourages employees
to express their views or to seek clarification on job duties;
broadens their outlook, capacity and potential; promotes a
more effective utilization of manpower and improves
placement; facilitates selection, reward and promotion of the
best qualified employee; prevents grievances and increases
the analytical abilities of supervisors." Library should also
have the 'written performance appraisal' system like other
organisations. But they have to follow, usually procedures laid
down by the government or the parent body, of which they are
parts. In Indian libraries, immediate supervisor / boss do
appraisal of the employees, annually. It is known as Annual
Confidential Report (ACR).
Most of the organisations have prepared a proforma and
explain rating system in it also. Some organisations ask the
employee to do self-assessment which is followed by report of
 the supervisor.

Methods of Appraisal
Appraisal of the personnel can be done by adopting following
ways:
i. Rating scales
a. Personal traits and behaviour scale.
b. Job dimension scale
c. Analytical performance rating.
ii. Management by objectives (M.B.O)
iii. Interpersonal comparison
a. Ranking
b. Forced distribution
iv. Checklist
v. Nomination
vi. Work sample test
vii. Self-appraisal
viii. Peer comparison/group appraisal
ix. Result oriented performance appraisal system
x. Annual confidential reports.
Advantages of performance Evaluation
a. It makes the basis for rewarding the personnel who work
effectively and efficiently.
b. Authority comes to know the capability and efforts of its
employees.
c. Personnel get the feed back for their work, which
motivate them.
 d. By doing it, authority can know about the needs of the
management and personnel training programmes.
Limitations

a. No method of appraisal is perfect.

b. Appraisal is almost always subjectively done. Objectivity
lacks in it.
c. Persons who appraise the employee, are always different.
Their personal relations may affect the work of appraisal.
d. Male officer can also take biased decision in writing
female employees report and vice versa. It may hurt
them. Reporting and comments may be wrong or biased.

PERT (Program Evaluation and Review Technique);

CPM (Critical Path Method)

PERT (Program Evaluation and Review Technique) was

developed by the US Navy for the planning and control of
the Polaris Missile Program and the emphasis was on
completing the program in the shortest possible time. In
addition, PERT has the ability to cope with uncertain activity
completion times. For example, for a particular activity the
most likely completion time is 4 weeks but it could be
anywhere between 3 weeks and 8 weeks.
PERT charts depict tasks, duration, and dependency
information. Each chart starts with an initiation node from
which the first task, or tasks, originate. If multiple tasks
begin at the same time, they all start from the node or branch,
or fork out from the starting point.
Each task is represented by a line which states its name
or other identifier, its duration, the number of people
assigned to it, and in some cases the initials of the personnel
assigned. The other end of the task line is terminated by
another node which identifies the start of another task, or the
beginning of any slack time, that is, waiting time between
tasks. Each task is connected to its successor tasks in this
manner forming a network of nodes and connecting lines.
The chart is complete when all final tasks come together at
the completion node. When slack time exists between the end
of one task and the start of another, the usual method is to
draw a broken or dotted line between the end of the first task
and the start of the next dependent task.
A PERT chart may have multiple parallel or
interconnecting networks of tasks. If the scheduled project
has milestones, checkpoints, or review points (all of which
are highly recommended in any project schedule), the PERT
chart will note that all tasks up to that point terminate at the
review node.

Importance of PERT
Because it is primarily a project-management tool, a
PERT chart is most useful for planning and tracking entire
projects or for scheduling and tracking the implementation
phase of a planning or improvement effort. It is also
important due to following:
a. Reduction in cost
b. Saving of time
c. Determination of activities
d. Elimination of risk in complex activities
e. Flexibility
f. Evaluation of alternatives
g. Useful in effective control
h. Useful in decision making
i. Useful is research work
 CPM
CPM (Critical Path Method) was developed by Du Pont
and the emphasis was on the trade-off between the cost of the
project and its overall completion time. When time is less of
an uncertainty and the project has relatively routine task,
CPM is more likely to be useful. It also distinguishes
activities critical and non-critical for maintaining the
schedule. For example, for certain activities it may be
possible to decrease their completion times by spending more
money. How does this affect the overall completion time of
the project?
Critical Path Method (CPM) charts are similar to PERT
charts and are sometimes known as PERT/CPM. In a CPM
chart, the critical path is indicated. A critical path consists of
a set of dependent tasks (each dependent on the preceding
one) which together take the longest time to complete.
Although it is not normally done, a CPM chart can define
multiple, equally critical paths. Tasks which fall on the
critical path should be noted in some way, so that they may
be given special attention. One way to do this is to draw
critical path tasks with a double line instead of a single line.
The Critical Path Method (CPM) is one of several
related techniques for doing project planning. CPM is for
projects that are made up of a number of individual
"activities." If some of the activities require other activities to
finish before they can start, then the project becomes a
complex web of activities.
Therefore, CPM can help to figure out:
- how long a complex project will take to complete, and
- which activities are "critical," meaning that they have to
be done on time or else the whole project will take longer.
 If we put in information about the cost of each activity,
and how much it costs to speed up each activity, CPM can
help to figure out: - whether we should try to speed up the
project, and, if so, - what is the least costly way to speed up
the project.
Activities
An activity is a specific task. It gets something done. An
activity can have these properties: - names of any other
activities that have to be completed before this one can start -
a projected normal time duration

Benefits of PERT/CPM
a. Useful at many stages of project management
b. Especially useful when controlling large projects
c. Mathematically simple
d. Give critical path and slack time
e. Provide project documentation
f. Useful in monitoring both the schedules as well as
the costs
Limitations in PERT/CPM Technique –

a. Project activities have to be clearly defined,

independent and stable in their relationships
b. Precedence relationships must be specified and
networked together
c. Over emphasis on critical paths
d. Deterministic CPM model
e. Activity time estimates are subjective and depend
on judgment
 f. PERT consistently underestimates the expected
project completion time due to alternate paths
becoming critical

Library buildings

Library buildings play an important role in provision of

library operations. They should be designed to reflect the
functions of the library services, be accessible to all the users
of the community and be sufficiently flexible to accommodate
new and changing services. Besides being easily accessible,
they should be located close to other essential activities of the
concerned parent organization. The library collection and
services too should also be available for all categories of
users. Librarians should, therefore, ensure that library
buildings are used and managed effectively to make the best
use of the facilities for the benefit of the whole community.
When we design a library building, we need to keep in mind
not only its functions but present and future needs too. The
building should provide a conducive environment for the use
of the resources and at the same time, facilitate efficiency and
economy in administrative functions. A library building is
expected to perform the following functions: (Kaula, p. 55)

a) Effective technical operations of the library;

b) Efficient and rapid production of information and material
on demand;
c) The provision of quiet, comfortable and attractive areas for
study;
d) The provision of individual and collective studies for the
users doing intensive research work;
e) The provision of facilities for developing reading habit;
f) The provision to facilitate the contact of users with the
contents of the library;
g) The storage and preservation of reading materials; and
h) The accessibility of the reading materials to users without
the loss of time.

Planning a library building

While planning a library building, the librarian and governing
body should consider the following elements:
- Function of the library
- Size of the library
- Design features
- Designated spaces
- Accessible shelving space
- Signage posting
- The ambience of the library
- Space for electronic and audio-visual equipment
- Safety

The size of the library

The amount of floor-space required by a library depends on
such factors as:
- Unique needs of the individual library
- Functions of the library
- Level of resources available
- Size of the collection
- Space available and the proximity of other libraries.

Principles of Planning Libraries

Important principles of planning libraries are :
a) Functional aspects of the library get a priority over the
appearance and aesthetic aspects;
b) The building should provide economy in administration
and operations;
c) The study areas should be close to the active book
collection;
d) The building should represent simplicity and user-
friendliness;
e) Future requirements in terms of functions, stock and
services be given due consideration;
f) There has to be provision for expansion of the building, if
the need arises in future; and
g) Adequate provision has to be made for the physical
conveniences for the staff.

Location
Location of the library has to be, as far as possible, be central
or most easily accessible to the largest number of users. If a
hall is to be chosen for the library in a multi-storied building,
the ideal place will be ground floor rather than the basement
or the upper floors.

Interior of the library

In a library building, space is required for storing reading
material, users to sit, read and consult material, staff activities,
services and for amenities to be provided to users. Thus 6
while planning the library building, provision for space for the
following activities/divisions is to be made.
a) Reception/Entrance Hall
b) Reading Room
c) Children’s Reading Room (in public libraries)
d) Study carrels (in university libraries)
e) Meeting/Conference/Exhibition Hall/Room
f) Computer room
g) Librarian’s Room
h) Staff Rooms
i) Acquisition Section
j) Technical Services Area
k) Administrative and Finance Section

Design of the library

The need for an attractive library building should not be

underestimated. A comfortable and welcoming atmosphere is
a critical part of providing excellent, modern library services.
Friendly and pleasant surroundings encourage most of the
community to use the library and to regard it as an essential
part of the community. Libraries that are inaccessible, shabby,
dirty, and unattractive dissuade library users as unimportant.
The design of every public library should encourage users to
visit, use the library, read and learn. Broadly speaking, the
following are the functional areas in the libraries:
- Entry/Exit gates - Cloak room(s)
- Circulation Desk
- Display area for new books, notices, etc.
- Card catalogues or OPAC terminals
- Reference/Information desk
- Periodicals/newspapers display
- Reference sources such as dictionaries, encyclopedias, etc.
- Reserved books (Textbooks) area
- Stacks 7
- Reading tables and carrels
- Discussion rooms
- Special collection such as rare books/art books/archives
- Toilets for men and women
- Cafeteria - Rooms for Librarian and Deputy Librarian
- Technical processing rooms
- Multi-purpose halls for lectures/meetings or exhibitions
- Audio-visual hall
- Digitization laboratory
- Room for computer servers, UPS, etc.
- Desks for library office staff, such as clerks
- Temporary storage area for back issues, old newspapers,
weeded out books, etc.
- Book repairs and bindery - Photocopying facility
- Computer terminals for browsing, printing, scanning, etc.

COLLECTION DEVELOPMENT

A library can serve its real purpose if it acquires, processes

and puts to use documents that are useful to its users.
Collecting latest documents relevant to the aims and
objectives of the parent organisation within the constraints of
the funds and infrastructure available is a great task for any
library. Similarly, weeding out the documents that become
irrelevant and unusable for one reason or other needs sound
judgment and policy

Definition and Meaning of Collection Development

Encyclopedia of Library and Information Science says “
Library Collection is the sum total of library materials –
books, manuscripts, serials, government documents,
pamphlets, catalogues, reports, recordings, microfilm reels,
microcards and microfiche, punched cards, computer tapes,
etc. – that make up the holdings of a particular library”.
Collection development in a library therefore would mean
building up and improving the collection in that library.
Earlier librarians were concerned merely with acquisition and
preservation of reading materials

Collection development is sometimes considered as

synonymous to “Collection Building” which means that there
is already nucleus of collection in the library and the librarian
is going to build up the collection. But collection development
is a term other than collection building, since the word
development implies qualitative improvement of the
collection

Purpose of Collection Development

Collection development implies selection, acquisition and
evaluation of the library collection in order to see that both
print and non-print materials that are available in a library are
really useful to the clientele. Collection development therefore
dispenses away with arbitrary selection and acquisition of
documents.
Its purpose is to find out the users information/document
needs to:
• fulfill the library’s obligation to the user community to
provide relevant and nascent information.
• find out the users information/document needs,
• select and acquire documents that are really useful to the
clientele,
• adopt systematic and judicious spending on document
collection, keeping the objectives of the service in mind, and
• periodically review the collection for weeding out unwanted
and outdated documents from it.
Prerequisites of Collection Development
Collection development is an interplay of the library’s aims
and objectives and the strategies of the librarian and his staff
in order to meet the users needs within the constraints of the
library. For this purpose the library has to formulate a clear
policy of the acquisition, periodic evaluation of the collection
and the systematic weeding out of documents. Bloomfield
observed that the collection development involves
identification of some of the key issues like:
• Identification of the purpose and mission of the
library/parent organisation.
• Formulation of library’s collection development policy by
library committees or by library staff.
• Matching between users requirements and institutions aims
and objectives.
• Budgetary provisions and the contingent problems.
• Working out the strategies for implementing the policies and
programmes; and
• Maintaining, revising and updating policy statements.

COLLECTION DEVELOPMENT POLICY

Collection development policy is the course of action adopted

for developing the collection or stock in a library. A policy
can be unwritten convention or a written document. The
American Library Association’s Collection Development
Committee when preparing “Guidelines for the formation of
collection development policies” assumed that “a written
collection development policy is for any library a desirable
tool which enables selectors to work with greater consistency
towards defined goals, thus shaping stronger collection and
using limited funds more wisely”. A written collection
development policy is preferred to non-written policy. Katz
(1980) and several others feel that CD policy should be a
written policy. Futas (1977) states that a written policy
“encourages stability and continuity in the library operations”.
Feng also feels that such a policy statement assures a
consistent and balanced growth of library resources”.

Advantages of Collection Development Policy

A Collection Development Policy:

• expresses openly its relationship with the objectives of the
parent organisation/ library.
• forms the basis for planning collection development.
• provides practical guidance in day to day selection of
reading materials free from personal bias.
• helps in determining the best method of acquisition.
• supports and assists in justifying the selection/collection. CD
policy offers some help against censorship by a clear
statement of the type of materials to be purchased and
indicating that the policy has the support of the library
authority/ committee.
• acts as a rational guide for budget allocation and also helps
in long range budget planning by stating priorities and
outlining growth and development goals.
• helps in making best use of resources.
• facilitates cooperative programmes like inter library loans,
resource sharing and networks.
• assists in establishing methods of reviewing materials before
purchase.
• offers suggestions on types of materials to be stored, weeded
out and discarded.

ACQUISITION METHODS
Before acquiring documents, it is necessary to know methods
of acquisition of reading material. Documents are acquired
through following methods
1. Purchase
2. Gifts
3. Exchange.
4. Deposits
5. Membership of societies, organizations etc.

1. Purchase
Most of the collection in libraries is built through purchase. It
is the logical method of building collection, nowadays, in
most of the libraries. For purchasing documents, it is to be
assured that funds are available. Government grants and
grants from the University Grants Commission in case of
academic libraries in India help libraries in India to acquire
documents through this method.
2. Gifts
Major and valuable collections in many of the large libraries
have been built through this method. To illustrate, the Punjabi
University Library had received. Bhai Mohan Singh vaid
Taran Taran collection as donation. Ausutosh collection in the
National Library of India has also been received as donation.
Earlier it used to be one of the major sources of document
collection. But it is not so now. Only a small percentage of
collection is added as gift.
3. Membership
Some organisations send their publications to their members
e.g.: IFLA, FID. So, it is essential to become their members. It
is cheaper, easier, and assured method to get publications of
such institutes.
4. Exchange
Large university and research libraries get a lot of reading
material through exchange. Their parent organisations publish
publications. They have exchange agreements with several
such organizations. They send their publications and in
exchange receive from them their publications.
5. Deposit
A few libraries become depository of publications of some
organizations or government. To illustrate, the Jawaharlal
Nehru University Library is a depository of some of the UNO
publications. British Library and some university libraries in
UK are depository libraries of publications published in the
UK.
METHODS OF ORDERING
Various methods have been used by libraries in India, to order
books. It will also depend on the policy of the parent
organisation/ government, the book market and government
policy and procedures. A few of these methods are discussed
hereunder.

Inquiry Method
Before 1963, Indian Government treated books as
things/goods. So the libraries were to make enquiries about
price of books from various booksellers. A comparative
statement of price and its discount was made of each book.
Order for each book was placed with the vendor, who quoted
the lowest price.
It is a time consuming method. Cost of placing order means a
lot of paper work, time of staff and postage. Naturally,
operation cost becomes more. Vendor, who may quote lowest
prices of various books, may fail to supply those documents.
Consequently, the library may not get the books for which it
placed order. Users wants may be urgent, and their work may
suffer for want of documents. Or their urge for reading these
documents may die down. And it affects the efficiency,
effectiveness and image of the library in procuring
documents.
This method is being followed in libraries still for rare books,
manuscripts, etc.
Quotation System
Libraries invite quotations in the beginning of every financial
year from vendors for supply of documents. Vendors quote
discount on various types of documents, exchange rate in case
of foreign books, terms and conditions of supply and payment
etc.
A comparative statement of quotations is prepared. Those
vendors whose quotations may be lowest are identified. The
statement is submitted to the authorities for getting sanction
/approval of quotations and vendors. After that, the library
notifies them and places order with them.
As the library places bulk order with such vendor (s), they get
to know the needs of the library. They give prompt service
and fulfill commitments. In case of non-availability of
document (s), they take pains to procure them for the library.
And they also inform accurate position of supply of
documents. Thus, services and cooperation from vendor (s)
are better.
Good Offices Committees
The Good Offices Committee (New Delhi) is an agency,
organised by the representatives of book trade and libraries. It
lays down the outlines and uniformity in supplying reading
materials, which include books and periodicals etc. This
Committee fixes the exchange rate for the books of foreign
origin and also decides the discount to be given to libraries by
suppliers/publishers. This reduces the futile exercise of calling
the quotations for purchase of books and periodicals etc.
published in India and abroad. Libraries, authorities,
government and book trade abide by the terms laid down by
the Good Offices Committee. It makes work of placing order
for reading material easier.
4. Standing Vendor
In this system, the library appoints a standing vendor on
certain terms and conditions. And it places order for
documents through them.
As orders for documents are placed with the firm, the library
gets very favourable discount rate, better services and
attention. Vendor tries to supply documents and takes extra
pains for a big customer.
5. No Discount Publications
Some documents are published by institutes. They do not give
discount on their publications. Such documents are known as
no discount publications. Sometimes the library has to bear
postage etc. charges for supply of those books.

MARKETING OF INFORMATION SERVICES

At the door of twenty first century lay a new awakening! The

world was buzzing with a plethora of new concepts like
reforms, innovations, reengineering, remapping. At the same
time every sector of knowledge stared buzzing with the new
managerial concepts of core competency, vision
&mission, CSR, SWOT, innovations etc. Yes this was the
wake up call to change managerial gear. How come the
gatekeepers of knowledge librarian/information officer,
libraries / information centres can be last one? They are also
stared glittering with new ICT techniques, e-services,
digitalized &virtual libraries and so on. Multi fold factors
influence the library and information science filed for
overcoming the users’ expectations, changed world of ICT, its
services and sustainability

NEED FOR MARKETING OF INFORMATION SERVICES

Librarianship is experiencing rapid change. Various internal

as well as external factors are reshaping the role of libraries.
Librarians and information specialists have debated the idea
of marketing for the information sector. Several things have
compelled us to learn about marketing and using it. Following
factors are responsible for encouraging the library profession
to develop a marketing approach in its operations and
services. :
1. The information explosion (rapid growth of reading
material)
2. The technology revolution;
3. Escalating library costs/ budget cuts
4. Increase of user based services
5. Networking demands/ complexity in information
requirements
6. Competition by database vendors
7. Reading habits among people declining due to reasons such
as onslaught of television and Internet

Why Marketing of Information Products and Services?

Library services have long been perceived as free as libraries

are service organizations. But in modern economy, nothing
comes free. Raina (1988) says, “the age old concept of certain
social services like health, education, justice, etc. being made
available free is becoming irrelevant as the time goes by. This
is true with library and information services also. The
institutions engaged in all services are being asked to become
self sufficient, if they are to survive in cost conscious and
competition oriented social and environmental setups. Public
funding for such purposes is being questioned.” Even in
public libraries which are completely free, the librarians need
to market effectively so that the resources are used well lest
being questioned by the authorities about the justification for
spending. So is the case in academic or special libraries,
though funded 4 by the parent institutions, effective marketing
of resources/services is a must so that they are well used and
the expenditures worth and justifiable.
Besides, there is increasing competition to libraries. Internet,
Mobile phones, TV programs, Cinemas, Social events,
Commercial events, Professional events, Sports and games
and a host of such programs have resulted in reducing the
footfalls in libraries. Libraries have to take on the challenge of
winning the readers back and this can be done by increased
marketing efforts.

Marketing of information products and services should be

carried out as each library/information institution,
- Wishes to achieve high levels of customer satisfaction.
- Wants to enhance the perceived value of its services.
- Wants to insure the survival of the institution.
- Earn profit or have increased funding for its resources.
Marketing thus offers the opportunity to address changes in
physical facilities, materials and services offered by the
information organisation and the quality of professional help
which is offered. For these reasons, marketing in
libraries/information organisations is restricted to place,
products and services.

Marketing with reference to LIS

Marketing has been defined and explained in many ways by
different authors. The definitions given by the American
Marketing Association (AMA) and The Chartered Institute of
Marketing (CIM) have been widely Marketing of Library...
165 accepted over the years, but are redefined time and again
there is still an emphasis on process—that is fundamental to
marketing—one can see the transition in the focus areas: the
use of the words “value,” “managing customer relationships,”
and “stakeholders” being brought to the center stage in this
definition (Gupta 2006). According to Kotler (Kotler 1985),
“Marketing is the analysis, planning, implementation and
control of carefully formulated programs designed to bring
about voluntary exchanges of values with target markets for
the purpose of achieving organizational objectives. It tries
heavily on designing the organization’s offering in terms of
target markets needs and desires, and on using effective
pricing, communication, and distribution to inform, motivate,
and service the markets.”Similarly Stanton has opined,
“Marketing is total system of interacting business activities to
plan, price, promote and distribute want satisfying products
and services, and present to potential customers.”