Republic of the Philippines

UNIVERSITY OF NORTHERN PHILIPPINES

Tamag, Vigan City
2700 Ilocos Sur

LIS 108-Management of Libraries and Information Centers

FUNCTIONS OF MANAGERS: Planning,

1. Planning - is the management function concerned with defining goals for future organizational performance and
deciding on the tasks and resources needed to attain them.

PLAN – a blueprint which specifies resource allocations, schedules, and other actions necessary for attaining goals

STEPS IN PLANNING :
1. Creating a mission statement .
2. Assessing the current situation
3. starting goals
4. evaluating the gap between current position and goals
5. specifying assumptions about the future ( forecasting)
6. creating the plan
7. implementing the plan
8. evaluating the results of the plan

SEQUENCE IN FORMULATING PLANS FOR THE LIBRARY:

- mission
- goals
- objectives
- activities

MISSION – is the organization’s reason for existence

- is the overarching concept or principle which guides the library towards establishing goals or
objectives. Example of a mission:
“To acquire, organize and provide access, and guidance to a wide variety of information and materials to
help fulfill the educational and recreational needs of the students”

GOAL : a desired future state that the organization attempts to realize

Example of a goal :
“ Ensure that library users services are adapted to their needs and materials appropriate to their use”
MISSION STATEMENT – is a formal written declaration of the organization’s mission that contains all, or most of
the organization’s philosophy , products, markets, scope and the society.

LIBRARY’s MISSION STATEMENT : to help the library staff maintain constancy of purpose.

2. Stating goals
GOAL – is the final result that an organization wishes to achieve

Components of goals :
a. the attribute sought – the topic being addressed, such as profits, customer satisfaction , or product quality. b. the
target to be achieved – the specific amount or level, such as volume of sales, extent of management training, to be
achieved.
c. an index to measure progress – the unit that will be used to measure the target
d. time frame – the time period in which the goal is to be achieved, set a specific date.

Types of goals :

Management of Libraries and Information Centers-Planning

a. Strategic goals – goals set by upper managers that deal with general topics of the organization ( growth, new
markets, new services, etc.)
b. Tactical goals – are the intermediate goals of the firm, which are designed to stimulate actions necessary for
achieving the strategic goals.
c. Operational goals – are short term goals that addresses activities that must be performed before tactical goals can
be fulfilled.
LEVELS OF PLANS :
a. strategic plans – plans that are intended to achieve strategic goals
- long term plans
b. intermediate plans – plan that determines subunits’ contributions with allocated
resources b. tactical plans – plans that are designed to achieve tactical goals
c. operational plans- plans that are intended to achieve operational goals.

Planning Horizons
The Managerial Planning Horizons Pyramid

Top Management Strategic planning Chief executive officer, One to

ten years President
Vice President
General Manager
Division heads

Middle Management Intermediate planning Functional managers 6

mos. to 2 years Line managers
Department heads

Lower Management Operational planning: Unit managers 1 wk to

one year First line supervisors

KINDS OF OPERATIONAL PLANS :

1. SINGLE USE PLANS – plans that are developed to achieve a set of goals that are unlikely to be repeated in the
future
PROGRAM – an intermediate plan that encompasses a wide set of activities with a common
focus PROJECT - a subdivision of a program
BUDGET – is a plan to allocate resources and expenses for a certain period of time
- Budgets lay out plans in terms of money ( resource allocation)

Kinds of Budgets :
a. expense budget – a budget that outlines the anticipated and actual expenses for a unit
b. Revenue budget – a budget that identifies the forecasted and actual revenues of the organization c. Cash budget – a
budget that estimates and reports cash flows on a daily or weekly basis to ensure that the unit has sufficient cash to
meet its obligations
d. capital budget – a budget that plans and reports investments in major assets to be depreciated over several years -is
a method of analyzing and comparing substantial future investments and expenditures to determine which
ones are most worthwhile.
Management of Libraries and Information Centers-Planning
e. program budget – a budgeting technique where the cost of a particular service is calculated so that certain amount
of money can be assigned to the service, ( staffing, materials, overhead)
- groups the major programs corresponding to the organizational plan of the library ( administrative
services, technical services and reader’s services )
f. performance budget - groups the programs of functions and their appropriate descriptions acc. by quantitative
performance
“ data broken down by units of work such as no. of books acquired, no. of books cataloged and no. of man
hours put into processing”
PPBS – Planning Programming Budgeting System
( combination of program and performance budget)
g. formula budget – a budgeting technique that uses pre-determined standards like the Clapp Jordan formula h. line –
item budget – itemizes the ff: salaries/ wages, books/ periodicals, supplies and equipment and building maintenance
i. zero-based budgeting (ZBB) – budgeting in which enterprise programs are divided into “packages” comprising
goals, activities and needed resources and costs are calculated for each package from the ground up.

SAMPLE PUBLIC LIBRARY BUDGET

A. CURRENT OPERATING SERVICES

1. Personal services
a. Salaries / Wages - P 924,000
b. 13th month. Pay 77,000
c. cash gift / bonus 77,000
d. Other benefits 50,000

2. MOOE ( Maintenance & Other Operating Expenses)

a. Supplies and Materials 10,000
b. RATA 20,000
c. Electricity/ Water 40,000
d. Trainings/ Seminars 10,000
e. Other Expenses 20,000
3. Non –Office Expenditures (NOE) 120,000
B. BOOKS 1,500,000
C. CAPITAL OUTLAY
a. Land and land improvements
b. Building and structures (Repairs) 50,000
c. Equipment 100,00
_____________________
TOTAL BUDGETARY APPROPRIATIONS Php 2, 998,000

Planning models:
1. Issue based ( or goal-based) planning – applicable to small libraries but has most of the components of a
strategic plan
–Used SWOT
2. Self-organizing planning – denies that planning is linear or mechanical. Organizations are organic – that is,
self-organizing processes.
3. Alignment modeling and organic modeling – ensures that the organization is aligned with its mission.
4. Scenario planning - planning technique that promotes creative thinking through a “what if” attitude.
Strategies in scenario planning can be addressed in three possible scenarios:
a. Probable – key trends and constraints of current situations
b. Possible - use of imagination and speculation in planning
c. Preferable – developing a vision of what is the idealized condition.

Factors in Planning:
1. Time frame - refers to the span of time over which the plan is effective

Management of Libraries and Information Centers-Planning

Kinds of plans with respect to time:
a. strategic or long range plans - long-range, normative, strategic and master plan
– plans that are intended to achieve strategic goals
- long term plans
- looks at LIcs at a comprehensive and critical way to develop a planning network that would include
divisions, units or programs

b. short-term, annual or operational plans or tactical plans - encompasses day-to-day planning , task-oriented and
involves a short time frame
-may look at specific problems, that are internal in nature
b.1. single use plans - – plan that is used once and then discarded.
Examples of single use plans : program, project, budget

2. Collecting and Analyzing Data

- is the second element in planning
- includes systematic collection of data concerning the LIC, - its activities, operations, staff, use and users over a
given period of time

LEVELS OF PLANNING
- All supervisors, coordinators, team leaders must be engaged in at least two kinds of planning
Traditionally,
Top management – strategic planning
Middle level - intermediate planning like the annual plan
Lower level – operational plans ( 1 week to one year)
Examples : APP of libraries

An essence to good planning is:

a. Flexibility – adaptability of plans to meet changing needs
Plans may change over a short term to meet changing needs
b. Accountability – requires commitment to the obligations and taking the initiative to carry out established
plans. For managers – this means delegating authority and assigning responsibility to individuals – to achieve
goals

ENVIRONMENTAL ASSESSMENT - influences the success in achieving the mission of a library.

PEST

Developing standards and guidelines

Standard – is a measure by which one judges a thing as authentic, good or adequate.

Library standards – sets perspectives on services, resources access, evaluation and ethics

Forecasting – designates a process of projection and prediction

- Reduces uncertainty because it anticipates the results of a decision about a course of action
Projection – based on systematic review
Predictions - are opinions about facts
Forecasts are predictions based on assumptions

Various techniques to predict the future:

1. opinion polling - informal gathering of information
2. futurology – predicting the future
3. Delphi technique - a popular type of technological forecasting
- attempts to build a consensus of opinion or view and is most useful when judgement is required
4. trend projection
5. environmental scanning – information is gathered within the organization and serves as a guide for future
plans
6. benchmarking – seeking out for best practices

Management of Libraries and Information Centers-Planning

 THEORY APPLICATIONS
1. MBO – Management by Objectives - practiced in libraries to combine individual and institutional goal
setting with the decision-making process.
“Objectives are the basis of control”
PETER DRUCKER - outlined MBO 1954 in his book “The Practice of Management”
MBO – Management by objectives – is a systematic and organized approach that allows management to focus on
achievable goals and to attain the best possible results from available resources.
- guided by the SMART method ( - formulated to help maintain the validity of objectives) - advocated by
George Odiorne

SMART – specific, measurable, achievable, realistic and time-related (time-bound)

- If goal is not SMART, it is less likely to guide behaviour.
- MBO is guided by two factors : goal setting and performance appraisal - results in open communication and
follow up, without fear of retaliation

2. TQM – Total Quality Management

Total Quality management is defined as a continuous effort by the management as well as employees of a particular
organization to ensure long term customer loyalty and customer satisfaction.

- can greatly improve quality in LICs through customer-based services

- advocated by W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum Kaoru Ishikawa
Total Quality management can be divided into four categories:
▪ Plan
▪ Do
▪ Check
▪ Act
Also referred to as PDCA cycle.

The Primary Elements of TQM

∙ Customer-focused. The customer ultimately determines the level of quality.
∙ Total employee involvement. All employees participate in working toward common goals. ∙
Process-centered. focus on process thinking.
o A process is a series of steps that take inputs from suppliers (internal or external) and transforms
them into outputs that are delivered to customers (again, either internal or external).
∙ Integrated system.
∙ Strategic and systematic approach strategic and systematic approach to achieving an organization’s vision,
mission, and goals.
∙ Continual improvement.. drives an organization to be both analytical and creative in finding ways to become
more competitive and more effective at meeting expectations.

∙ Fact-based decision making. In order to know how well an organization is performing, data on performance
measures are necessary.
∙ Communications. effective communications plays a large part in maintaining morale and in motivating
employees at all levels. Communications involve strategies, method, and timeliness.

POLICY MAKING
– both are guides to thinking and action.
Objectives – are developed at the planning process
Policies - channel decisions along the way towards meeting objectives

Policy making involves all segments of the organization

Example of LIC policies - . All new staff will be rotated through all departments during their first year of
employment ( a staff development policy)

Management of Libraries and Information Centers-Planning

All libraries have policies , whether written or unwritten, followed and not followed
SOURCES OF POLICY
Policies can be categorized according to their sources:
1. Originated policy – policies that are developed to guide the general operations of the LIC. - flow from the
objectives and are the main sources of policy making within an organization Example: Library materials
should present all sides of controversial issues ( is a materials selection policy)

2.Appealed policy - policies that arise in the decisions of library managers in which the staff is required to take
through the chain of command.
-common law policy
- it forces a decision or policy that often does not have a thorough consideration ( often made by snap
decisions) Example : cataloguing dept to make no more than two subject headings for each book
( online) - this can have a great effect on the info services to work with patrons
3. Implied policy – developed from actions that people see about them –
- usually an unwritten policy - arise from repetitive actions - tardiness/ absenteeism – signing a logbook

4. Externally imposed policy – dictate the working of an institution even though they may be beyond its control.
- example – national laws
Examples : those relating to destruction of public property, Copyright Law, Sexual Harassment Law

EFFECTIVE POLICY DEVELOPMENT

Characteristics of good policies:
1. Consistent – must maintain efficiency, no contradicting policies
2. Flexible - must be reviewed and changed as new needs arise
3. Distinguished from rules and procedures – rules and procedures are firm, policies are guides that allow
some discretion
4. Written – must be clear and well –written so that one can consult it from time to time

DECISION MAKING – is at the core of the planning process since it entails selection from alternatives for the
future.
Steps in Making decisions:
Step 1 Generate and Select the FEEDBACK Step 5
evaluate alternative preferred
solutions Step 4
Define the alternative Evaluate the
problem Step 3 Implement the results
planned course of action.
Step 2

(Repeat steps if necessary)

Decisions involves factual ,verifiable elements along with judgment and evaluation that would
result to positive outcomes for the organization

GROUP DECISION MAKING

Several advantages of group decision making:
1. Group judgment – “two heads are better than one” - group deliberation
2. Group authority – no fear in allowing one person to have too much authority
3. Communication –permits wider participation and can influence employees

Disadvantages of group decision making:

1. Cost – entails a great deal of time, energy and money

Management of Libraries and Information Centers-Planning

2. Compromise – pressures of uniform compliance
3. Indecision – delays in reaching for a decision because of too long deliberation
4. Power – one individual usually emerges as leader
 5. Authority – groups are frequently used to make decisions that are beyond their authority.

Factors in making decisions: (PEST analysis)

1. Experience - mistakes and accomplishments should act as guides
2. Experimentation – making decisions from alternatives, costly and time consuming
3. Research and analysis –proven and tested most effective factor

STRATEGIC PLANNING
- Is a systematic process used by organizations to adapt to expected changes.
Traditionally,
Top management – strategic planning
Middle level - intermediate planning like the annual plan
Lower level – operational plans ( 1 week to one year)
Today, all individuals in LICs are involved in planning
Examples : APP of libraries
In strategic planning. We must address the following questions:

1. Who are we? – reaffirming the organizations vision and mission

2. Where are we now? – requires SWOT analysis
3. Where do we want to be? – visioning aspect, goal and objective setting
4. How do we get there? – development of specific action, and other plans
5. How are we doing? -periodic review of the plan , if needed, revitalized plan

ENVIRONMENTAL ASSESSMENT - SWOT ANALYSIS and PEST

SWOT ANALYSIS

SWOT
- Helps in focusing planning on the mission and vision of the organization

Management of Libraries and Information Centers-Planning

 INTERNALFACTORS:STRENGTHSANDWEAKNESSES
( S , W ) Internal factors include your resources and experiences. General areas to
consider: ∙ Human resources - staff, volunteers, board members, target population
∙ Physical resources - your location, building, equipment
∙ Financial - grants, funding agencies, other sources of income
∙ Activities and processes - programs you run, systems you EMPLOY
∙ Past experiences - building blocks for learning and SUCCESS , your reputation in the community E X T E R
N A L F A C T O R S : O PP O R T U N I T I E S A N D T H R E A T S ( O , T ) Cast a wide net for the external
part of the assessment. No organization, group, program, or neighborhood is immune to outside events and forces.
Consider your connectedness, for better and worse, as you compile this part of your SWOT list.
Forces and facts that your group does not CONTROL include:
∙ Future TRENDS in your field or the culture
∙ The economy - local, national, or international
∙ Funding sources - foundations, donors, legislatures
∙ Demographics - changes in the age, race, gender, culture of those you serve or in your area ∙ The physical
environment (Is your building in a GROWING part of town? Is the bus company cutting routes?)
∙ Legislation (Do new federal requirements make your job harder...or easier?)
∙ Local, national or international events

(Johari Window of SWOT)

PEST – Political, Economic, Social and Technological

Management of Libraries and Information Centers-Planning

Political - (political climate ) is changing daily as governments and organizations react to changes
-political stability; laws; government policies;
Economic - publisher price increases, tax revenues, cost of electronic resources, inflation, global intellectual
property
-GDP per capita, purchasing power, exchange rate, unemployment rate
Social - urban population, mainstream society - requires the library to promote itself to the public, stressing its
benefits to the society
- Demographic – growth rate, sex, population ; basic and higher education, human development , social
safety nd benefits
Technological - internet, www, electronic bibliographic data, databases –requires technical and informational
assistance for effective use
- Innovation, R and D. ICT, skilled resources

VISION – drives the planning process, a foresight, outlines what the organization wants to be
- Should be simply stated and an inspiring statement of the future.
OBJECTIVE – a generic term relating to the vision, mission, purposes, goals, guiding principles, strategies, targets,
etc.

SEQUENCE IN FORMULATING PLANS FOR THE LIBRARY:

- mission
- goals
- objectives
- activities

MISSION – is the organization’s reason for existence

- is the overarching concept or principle which guides the library towards establishing goals or
objectives. Example of a mission:
“To acquire, organize and provide access, and guidance to a wide variety of information and materials to
help fulfill the educational and recreational needs of the students”

COMPONENTS OF A MISSION STATEMENT

GOAL : a desired future state that the organization attempts to realize

Example of a goal :
“ Ensure that library users services are adapted to their needs and materials appropriate to their use”
MISSION STATEMENT – is a formal written declaration of the organization’s mission that contains all, or most of
the organization’s philosophy , products, markets, scope and the society.

Management of Libraries and Information Centers-Planning

LIBRARY’s MISSION STATEMENT : to help the library staff maintain constancy of purpose.
WHAT ( services)

HOW ( activities) WHO (Customer)

VALUES AND CULTURE

Values – are guiding principles that are proved, enduring guidelines for human conduct

Objective- refers to the philosophy, vision, mission, goals, guiding principles, targets, policies , activities, etc of a
library.
GOALS – are the organizations’ broad aspirations leading to measurable objectives with strategies and activities
- . Goals provide direction and are intended to produce effectiveness.
To quantify goals : Objectives and Activities are needed.

Types of goals functioning in an organization:

stated goals and perceived goals.

Goals have an impact on the organization’s policies, structure, operations, and, in general, on the behavior of
people. Example : a library may want to offer bookmobile service (stated goal),

Objectives - is the most generic term used to set a pattern for the structure of the activities.

Things that are taken into account when setting objectives of the library:
1. the strengths of the library,
2. the limitations of the organization,
3. how much can be accomplished with the financial and material resources available, and
4. the mission of the larger institution of which the library or information center is a part.

Primary elements involved in objectives formulation include:

• Clients. Who they are and who they are not (with the potential of converting those who are not). • Services. What
new services are needed, which existing ones should be retained, and which should be deleted. • Personnel
resources. What professional and support skills are needed to provide identified services. • Technological resources.
What can be accessed when and where (many organizations are now instituting a separate strategic plan for
technological development).
• Financial resources. What and where they are and how to maintain them.
• Community responsibilities. The library’s obligations as a social institution.

The three primary perspectives are:

1. Environmental. Considering constraints imposed on the organization by society in general.
2. Organizational. Considering the organization as an open system.
3. Individual. Considering the personal goals of the individuals working in the organization.

Management of Libraries and Information Centers-Planning

Management of Libraries and Information Centers-Planning