Management of Library and information Centres

SUNDAR B. N. Assistant Professor
Paper II: Management of Library and Information Centres
Karnataka State Open University
B.Lis.I.Sc August 2019 QP Solved
1) What do you mean by line type of organizational structure?
A line organisation has only direct, vertical relationships between different levels in the firm. There are
only line departments-departments directly involved in accomplishing the primary goal of the
organisation. For example, in a typical firm, line departments include production and marketing. In a
line organisation authority follows the chain of command. Has only direct vertical relationships
between different levels in the firm.
Advantages:
1. Tends to simplify and clarify authority, responsibility and accountability relationships
2. Promotes fast decision making
3. Simple to understand.
2) Name any two principles of library management
a) Division of Work
b) Authority and Responsibility
c) Discipline
d) Unity of Command
3) What do you mean by technical processing section?
➢ All the activities and processes concerned with acquiring, organizing, preparing, and
maintaining library collections, generally we can say Classification, Cataloging & preparing of
MARC record.
➢ The TPS of MUET Library & Online Information Center plays a key role to function the
library. It makes a bridge between the acquisitions of documents to the Circulation.
➢ It also plays a vital role to run the functioning of this library services smoothly. MUET Library
& Online Information Center
4) What is book preservation?
In library and archival science, preservation is a set of activities aimed at prolonging the life of a
record, book, or object while making as few changes as possible. Preservation activities vary widely
and may include monitoring the condition of items, maintaining the temperature and humidity in
collection storage areas, writing a plan in case of emergencies, digitizing items, writing
relevant metadata, and increasing accessibility. Preservation, in this definition, is practiced in

a library or an archive by a librarian, archivist, or other professional when they perceive a record is in
need of care.
5) What is job description?
A job description is a statement that outlines the specifics of a particular job or position with a
company. It goes into detail about the responsibilities and conditions of the job. Companies typically
perform a job analysis that looks at the job in depth to create a comprehensive description of what
the job entails.
6) Define library management.
Library management is concerned with managing the resources of libraries i.e. men, machine and
money and serving the users with effective products and services.
7) What is In-service training?
In-service training is a process of staff development for the purpose of improving the performance of
an incumbent holding a position with assigned job responsibilities. It promotes the professional growth
of individuals. "It is a program designed to strengthen the competencies of extension workers while
they are on the job"
8) Name any two types of budget
Formula Budgeting
Based on financial norms and standards (to be discussed in the next section) this method tries to relate
some inputs like users served, academic programmes supported and ratio of book stock to total funds
of parent body. The formulae are used for financial estimation as well as budget justification. This
appears to be a broad and quick method and hence saves lot of time. But it does not account for finer
variations in respect of each library and its customers and services.
Programme Budgeting
This method propounded originally in Hoover Commission Report (1949) has three steps. They are: (i)
statement of agency (i.e., library) objectives (ii) full consideration of alternative ways and (iii) logical
selection of the best based on effectiveness and efficiency. Extended from line-item method, this
method tries to answer the questions ‘what purpose the money is being spent?’ and ‘how resources
have to be deployed for each programme?’ and more suitable for a contracting economy. Accordingly,
financial plan is presented as programmes and sub programmes built upon work units or workloads.
Work units are assumed to be measurable and the work unit costs are building blocks of the
programme budget.
Performance Budgeting
This budgeting method is similar to programme budgeting but the emphasis shifts from programmes to
performance. The expenditure is based on the performance of activities and the stress is laid upon
operational efficiency. This method requires careful accumulation of quantitative data on all the
activities over a period of time. Management techniques such as cost-benefit analysis are used to

measure the performance and establish norms. For example, data on the number of books acquired,
classified and catalogued, actual man-hours for doing the entire processing work, etc. are collected to
determine manpower and materials to perform the tasks.
Planning Programming Budgeting System (PPBS)
This method of budgeting was first proposed by USDOD (United States Department of Defence)
(1961). Two key elements of PPBS are budgeting and systems analysis. As an extension of programme
budgeting, PPBS involves systems analysis, OR (Operation Research) and other cost-effectiveness
processes to provide a more systematic and comprehensive comparison of costs and benefits of
alterative approaches to a policy goal or programme objective. This establishes a rational basis to
enable decision maker to choose between alternative programmes.
This method combines the best of both programme budgeting and performance budgeting. The focus
in this method is on planning. It begins with the establishment of goals and objectives and ends with
formulation of programmes or services. The controlling aspect of measurement, which is central to
performance budgeting, is also an important part of PPBS.
This method combines the functions of planning activities, programmes and services, translating them
into tangible projects and finally presents the requirements in budgetary terms.
Great disparities do exist in practice and lack of standards for measuring programme
effectiveness/performance are the difficulties of implementing PPBS.
It also suffers from other implementation problems and some critical gaps like/Disadvantage
(i) focusing on what will be done rather than how to do it,
(ii) failing to provide an operating tool,
(iii) lack of mechanism to evaluate the impact of various funding levels,
(iv) focuses on new programmes or major increases on ongoing programmes rather than forcing
continued evaluation of existing programmes, and
(v) cost calculation is based on the decisions made in the planning and programming steps.
Advantages of a Program Budget
• It helps in determining the priority of the projects.
• It helps in planning and managing the delivery of services in the future.
• It monitors the allocation of resources to a project and determines how they are used to
meet the goals of the organization.
• It helps in identifying areas where cost reduction can be implemented and savings can be
made.
• It helps in spotting the areas where higher levels of funds are required.
• It adds accountability to the organization. Since each project has its respective budget,
performance measurement can be done and firm accountability can be set.
Disadvantages of a Program Budget
• A program budget requires a lot of information and it can take a lot of time to determine
the exact financial resources required. Additionally, during the year, when any changes

must be made to the resources required, it becomes very difficult to achieve a balanced
budget.
• Sometimes, overlapping causes several changes to the budget. For example, the
municipality department may include the electricity repair expenses in the budget, which
may or may not occur. This leads to the budgeting of dual expenses.
• If the program budget is incorrect, it can lead to an increase in costs.
• The program budget sometimes makes it difficult to evaluate the performance of the
project. Multiple layers of administrators govern a project, so finding out the actual
performance of any administrator can become a daunting task.
Zero-Based Budgeting (ZBB)
The method, developed by Peter Phyrr during early 1970s, requires thorough knowledge of the
organisation, lot of time, effort and training. Having much in common with PPBS and opposite to
historical budgeting, it emphasises current activities and the necessity to justify each part of the
programme every year. It assumes a budget of ‘zero’ for each programme until one convinces the
appropriating authority that the programme is worthwhile and deserving support at a specified level. It
does not allow for incremental growth in budget.
ZBB is an operating, planning and budgeting process which requires each manger to justify her/his
entire budget request in detail from scratch (hence zero-base) and shifts the burden of proof to each
manager to justify why s/he should spend at all. This approach requires that all activities be identified
and developed as “decision packages” and systematic evaluation and ranking of these “decision
packages” preferably using a computer. It does not take into account of what happened in the past but
places emphasis on the current activities. Every programme and activity is spelled out in detail and the
financial requirements are worked out without any reference to the past.
In other words, request for financial support has to be established afresh every year. No activity, in
fact, could continue simply because that activity was undertaken in the previous year. In other words,
the entire budget is justified from scratch.
Steps involved in preparation of ZBB are:
– Activities/ programmes are grouped to lowest level entity,
– Programmes are then grouped into a series of ‘decision packages’ with their statement of purpose,
– Ranking of the ‘decision packages’,
– Cut-off point corresponds to the total budget allocation.
-Objectives and activities of each programme examined and alternative methods evaluated,
9) What is annual report?
An annual report is a financial summary of a company’s activities during the year along with
management’s analysis of the company’s current financial position and future plans. Annual reports
are prepared at the end of the fiscal year for external users to gain financial information about the inner
workings of the company and what management plans to do in the future.
10) Expand SWOT.
Strength Weakness Opportunities and Threats

11) Discuss in detail the Henry Fayol’s principles of management.
Noting that the principles of management are flexible, not obsolete and must be usable regardless of
changing and special conditions, Fayol listed fourteen principles based on his experience.
They are summarised below:
• Division of work: Specialisation allows workers and managers to acquire an ability, sureness, and
accuracy which will increase output. More and better work will be produced with the same effort.
• Authority: The right to give orders and the power to exact obedience are the essence of authority. Its
roots are in the person and the position. It cannot be conceived of apart from responsibility.
• Discipline: Discipline is composed of obedience, application, energy, behaviour and outward marks
of respect between employers and employees. It is essential to any business. Without it no enterprise
can prosper. It is what leaders make it.
• Unity of command: For any action whatsoever, an employee should receive orders from one
superior only. One person, one boss. In no case is there adaptation of a social organism to a duality of
command.
• Unity of direction: One head and one plan should lead a group of activities. It is necessary that all
sing the same objective and that is one head, one plan.
• Subordination of individual interest to general interest: The interest of one person or group in a
business should not prevail over that of the organisation.
• Remuneration of personnel: The price of services rendered should be fair and should be
satisfactory to both employees and employer. A level of pay depends on an employee’s value to the
organisation and on factors independent of an employee’s worth - such as cost of living, availability of
personnel and general business conditions.
•Centralisation: Everything that serves to reduce the importance of an individual subordinate’s role is
centralisation. Everything that increases the subordinate’s importance is decentralisation. All situations
call for a balance between these two positions.
• Scalar chain: The chain formed by managers from the highest to the lowest is called a scalar chain
or chain of command. Managers are the links in the chain. They should, communicate to and through
the links. Links may be skipped or circumvented only when superiors approve and a real need exists to
do so.
• Order: This principle is the simple advocacy of a place for everyone, and everyone in her/his place;
a place for everything, and everything in its place. The objective of order is to avoid loss and waste.
• Equity: Kindliness and justice should be practised by persons in authority to extract the best that
their subordinates have to give.
• Stability of tenure of personnel: Reducing the turnover of personnel will result in more efficiency
and fewer expenses.
• Initiative: People should be allowed the freedom to propose and to execute ideas at all levels of an
enterprise. A manager who is able to permit the exercise of initiative on the part of subordinates is far
superior to one who is unable to do so.

• Esprit De Corps: In unity there is strength. Managers have the duty to promote harmony and to
discourage and avoid those things that disturb harmony.
12) Explain the principles of book selection.
Book selection means to select the appropriate books for a library. It is the professional apex in
librarianship. Its objective is to select the right books to the right reader at the time. Some principles
are followed for book selection. Such as:
1. To study clientele and know their general characteristics, special characteristics, cultural
and racial elements, their professions and their like and dislikes.
2. To be families with subject to present interest, local, national and international.
3. To represents all subjects that apply to the communities, needs and interest.
4. To give preference local history, literature, culture and heritage.
5. To provide books for all organized groups.
6. To provide books according to anticipating demands of potential readers.
7. To avoid selection of obsolete and out-dated books those have no demands at all.
8. To select great works of literature and some books of permanent value whether they are
not in demand.
9. To maintain impartiality discarding special hobbies or opinion.
10. To accepts gifts in controversial or sectarian subjects with great caution.
11. To provide books for specialist who work with give benefit to the whole nation. Not to go
to build up a ‘complete collection’ but a ‘comprehensive collection, – the books on a
subject, the best book of an author and the most useful books of a series.
12. To give preference with caution to an inferior book that will be widely read over a
superior book that will be dormant on the shelf.
13. To keep abreast of the changing and current thoughts and opinions and give adequate
representation to the scientific, social, cultural and intellectual forces that reshaping the
modern work.
14. To maintain promptness and regularity in selecting new books as far as possible.
13) What is PPBS? Discuss its advantages and disadvantages. Answered in Q No. 8
14) Write a detailed note on stock verification and its importance in library and information centre.
Stock taking or stock verification is the physical check up of the total collection at regular, mostly
annual interval. During stock verification, borrowers are required to return books they have borrowed;
libraries are closed to the user community. Books are verified with the help of accession register. On
completion of checking list of missing books is prepared and placed before the authorities for writing
off of lost material. In school and small college libraries, librarians are often made to accountable for
the loss and in some cases even made to pay for the lost books.
The concept of stock verification might have its origin when books were scare and were to be strictly
guarded for their safety. Librarian was supposed to be more a custodian of the stock than a facilitator
in providing access to users to their desired information. A system of counting the number of volumes
at regular interval was in place to ensure that all the copies were in place. The attitude was

understandable in the period when books were hand written and papers were yet to be made by
machine. Even after the printing was invented books were printed page by page. With the advent of
printing press and paper made by machine, the scarcity gave place to plenty. But the change in attitude
takes time. The tradition of annual stocktaking persisted till the recent years when countries in the west
replaced it with evaluation of collection. The accreditation bodies are not interested in numbers of
book added or number of volumes issued. Now they ask libraries to show evidence of difference that
collection has made to the service and “has help meet the institutional mission and goals”. It is held
that a properly done survey gives library opportunity to see its strength, its weakness, the direction in
which it has been developing and how well the collection is adapted to its clientele.
In India also various committees and commissions, both official as well as nonofficial, have spoken
against the futility of stock verification and the injustice of holding librarian responsible for loss of
books. But the attitude of authorities has only partially changed as is evident from the circular dated
Feb. 2, 1984 issued by the Department of Expenditure, Ministry of Finance. According to the circular
“the position of the library books is different from that of other store”. But the circular still insists for
annual stock taking for libraries with collection up to 20000 books. Libraries with collection above
50000 are allowed taking verification every five years.
Advantages of Stock Verification
Stock verification helps in:
1) Identification of lost books in a library.
2) Opportunity to staff to get more acquaintance with library collection.
3) Identification of titles needing repair/replacement, etc.
4) Identification of titles fit for discarding.
5) Help rectification of record such as catalogue, shelf list regarding missing books.
6) Identification of titles in need of tag, due date slip, book card replacement.
7) Understanding effectiveness or otherwise of library security system.
8) Through dusting of shelves and cleaning of books.
Disadvantages of Stock Verification
1) Stock verification is a lengthy process, therefore, the library remains closed for a long period.
2) Patrons are required to returns books borrowed from the library.
3) Accumulation of work in acquisition, technical processing sections.
4) Despite the best possible security system, no library can claim zero of books.
5) Staff time is wasted in futile activity.
Methods of Stock Verification
Stock verification or checking of resources against the inventory of resources can be done in many
ways. Some important methods of stock verification are discussed below.
i) Stock Verification with Accession Register A team of two persons is constituted to carry
verification. One Person reads the accession number loudly; the person holding the register locates the
number and puts a tick mark on the number, preferably, with pencil. This process is carried out

through all the stacks holding library collection. On completion of the round on the books in the
stacks, similar checking is done with issue record at the circulation desk as well as with the list of
books sent for binding. The next step is to prepare a list of tittles not ticked in the register. If the library
has a policy of regular stock taking at a given interval, say one year or five years, the new list is tallied
with the list of the immediately preceding year. Items which are in the previous list are struck off from
the new list to get the final picture of loss.
The method of carried out with care is the most reliable and perfect.
But in actual practice it suffers from many frailties:
• It is cumbersome and tiring as it calls for opening of pages back and forth each time a number is to be
located.
• There are chances of accidentally putting tick mark on wrong number.
• Sometimes a book originally tick marked as missing is suddenly located but after it had been
cancelled from the register. The only way is it re enter it at a new number.
ii) Dummy of Accession Register To save the original accession register from getting shabby with
cutting and marking stock verification is carried out with a dummy of the accession register. A plain
register with serial numbers printed in columns on each page is used for stock verification. The team
proceeds with register to the shelves and one person speaks accession number of the book and the
other person tick marks the relevant number in the register. The whole process is repeated as explained
above. Next all left out numbers are checked with the accession register to get the bibliographic details
for the missing numbers. The method saves the actual register from getting dirty but the chances of
making wrong number still persist. But it is a time consuming method as the bibliographic details are
to be added to know the missing books.
iii) Stock Verification with Book Card The method needs formation of two teams to carry out the
work. One team collects book cards from books and arranges them by serial order of the accession
number on the cards. The second team tick marks the relevant accession number in the register and
replaces the card in the books after they are re-arranged in classified order. The entire collection is
verified and at the completion of checking the list of missing books is prepared from the accession
register. The method leaves the register clean but the method is very cumbersome. Another way to
conduct Verification is to prepare two book cards at the time of preparing a new book for circulation.
Keep one set in a catalogue tray arranged in classified order. The cards may be of two different
colours. At the checking time the spare cards kept in the tray may be put in the book pocket along with
the original book card. The book cards left out in the catalogue tray on completion of checking will
show the missing books in the collection. Both the above two methods are time consuming.
iv) Numerical Counting Method The simplest method of stock verification is to count the total
collection available in the library, add to it the books out on loan and with the binder together with
books awaiting processing and compare the figures with the number of book in the accession register.

The difference will be the number of missing books. The method, however, does not identify the actual
titles that are missing from the collection. It cannot be of help in replacing the missing books.
v) Stock Verification with Shelf list/card Shelf list is an additional catalogue of collection which is
arranged and kept inexact parallel way of books in the library, sequence wise as well as shelf wise. The
work of stock verification is done by a team of two persons. One person tells the accession number and
the other person shall raise the corresponding card in the tray. In this method more than one team can
function simultaneously, each taking up one sequence for the checking work. On completion of the
checking work a list of missing books shall be prepared with the help of cards which have remained in
the tray unturned. Stock verification with shelf list give more reliable figure of missing books. It also
takes less time as no turning of pages or putting tick mark is required in the method and more than one
team can carry out checking work.
vi) Sample Stock Verification Sample stock verification is carried out to get an idea of the vigilance
system of the library. One may choose one of those subject areas which are more prone to mischief
such as fiction, art books or music score. Any one of the various methods of verification may be
adopted for this purpose. If the result shows more than normal loss total verification may be taken up.
vii) Stock Verification through Blank Slips Stock verification through blanks slip is very much like
the verification with book card with the difference that instead of book card uniform size slips are
used. Accession number of each book in the shelf, in issue record and other places are recorded on
each slip. Slips are arranged in serial order of accession numbers. The arrangement reveals the missing
accession numbers. The list of missing books can be prepared with help of accession register. However
the system requires much alertness in collecting the slips and during their arrangement in serial order.
15) Discuss the principles of library building and designing.
Planning and construction of library building is one of the important organizational functions. It
requires through understanding of needs of the users, objectives and functions of a library. The
successful library building is one which clearly and directly expresses and provides the functions
that are performed within it.
Some general principles of planning should be kept in mind which could serve as criteria in the
light of which the building plans can be critically reviewed.In this context, Charls C. Soule said
the construction of library building should be planned according to the kind of work to be done
and the community to be served.Henry
Faulkner, a British architect, has given the following principles for planning a library
building which can equally be adopted in our country:
1. Flexible, with layout, structure and services which are easy to adopt.
2. Compact for ease of movement of readers, staff and books.
3. Accessible, from the exterior into the building and from the entrance to all parts of the
building with an easy comprehensive plan.
4. Extendible, to permit future growth with minimum disruption.
5. Organized, to improve appropriate confrontation between books and readers.
6. Comfortable, to promote efficiency of use.

7. Varied, in its position of reader space, to give wide freedom of choice.
8. Constant, in environment for the preservation of library materials.
9. Secure, to control user behavior and loss of books.
10. Indicative, of its functions.
Keyprinciplesoflibraryinteriordesign
Ambience and environment matter more than ever when you’re competing for customers with
the online and the offline, and when the average teenager’s experience of interior design is
driven by the standards set by the shopping mall and the high street.
Our library interiors start with audience appeal, are sympathetic to the building and have built-in
sustainability, not only in relation to the environmental credentials of the materials used but also
so that they still look fresh and welcoming five or ten years down the line.
➢ The interior scheme is part of your marketing message – don’t let personal taste take over
➢ Use classic colour theory rather than what’s on trend so it won’t date
➢ Make choices practical and sustainable – how good will it look in five years’ time?
➢ Create a welcome for all users – balance the scheme to differentiate not alienate
➢ Use design to throw focus onto products and services – don’t make them secondary to a
bold design statement
➢ Manage large spaces by creating smaller, more intimate ‘rooms’ using rugs, tables,
seating and lamps
➢ Choose furniture that’s comfortable and appropriate to the needs of the customers
➢ Clean and clear lines invite exploration – give the eye the chance to rest on key features
➢ Don’t draw attention to awkward features, such as radiators and blinds – use neutral
colours to disappear them
➢ Integrate manifestations and signage with coherent graphic themes that have relevance to
the community and the building
Phases of a Proposed Library building:
1. Formation of library building committee: It is desirable to form a small building committee
to handle the full process of library building. This committee may consist of representative from
all concerned groups as well as the architect and the librarian. A building committee should be
appointed to assist in the preparation of a concept programme evaluation of building plans. The
building committee should consist of the following:
• The architect.
• The librarian.
• The library consultant.
• Interior designer.
• Head of the institution.
• Others.
The responsibilities of library building committee are:
➢ The building committee should be charged with the responsibility for ascertaining the library’s
needs and for accumulating necessary data.
➢ The committee should consult as widely as necessary to determine the needs of the library.

➢ The committee should acquaint itself with the experience of other libraries with respect to new
buildings.
➢ It should visit, if possible, some newer libraries and examine library building plans.
➢ With the assistance of the librarian and library consultant, the committee should make detailed
estimates of the requirements of the different library units.
2. Arranging the library building programme: After building committee has completed its
planning it set down in writing, for the guidance of architect, a detailed, explicit statement of the
requirements of the library. This statement may be prepared by the librarian by the library
consultant, or by the architect in consultation with librarian or by the building committee
itself.Space requirements should be given in detail. These requirements may be stated under such
headings as: Space for books, space of readers (Seating), space for staff, and space required for
other purposes.
3. Space estimates: In early stages of planning it is helpful to make some rough estimates of
space requirements in terms of floor area. These estimates can be used in calculating probable
cost of construction and they can be kept in mind when building sites are being considered.
There is no standard measure that can be followed everywhere. A probable estimate for public
library and for university are given below:
In Public Library:
• For Magazine and periodical reader: 12 foot of superficial space each.
• Borrower estimated to be present one time: 20 square foot
• Normal Books: 10 volumes per square foot. But in reference section 7-8 volumes per
square foot.
In University Library:
• For library materials: 1 square foot per 15 volumes.
• Undergraduate students: 25 square foot per student
• Graduate students: 35 square foot per student
• Faculty Member: 75 square foot per member
• Staff, counting and anticipated size: 100 square foot per person there are space
requirements for stairways, corridors, ventilating of air conditioning and other
accommodations.
4. The preliminary plans: The preliminary plan represents the most important phase of the
whole planning process. The architect may produce a rough drawing of the main floor. The
librarian has an important role in this preliminary plan. He should examine critically the
architect’s first drawing to determine whether adequate provision is being made for each library
functions and whether the building as a whole will be sufficiently flexible and expandable for
future use. After establishing the arrangement between the architect and librarian, the architect
may draw the detail plan. If the cost estimates are satisfactory and no important problems
remain, the preliminary plan will be approved and the architect will be authorized to prepare
large plan and specifications.
5. Final plans and specifications: Final plans will consist of floor plans, elevations and sections
and details of the structure. These will provide graphic illustrations of the building from several
physical view points. The general constructions plans will be supplemented by separate set of
drawings illustrating the design of the heating, ventilating and air-conditioning systems. There
will be additional drawings illustrating the detailed design and location of many general and

special features of the building such as stacks, furniture etc. This plan will be supported written
specifications describing the type and quality of materials to be used and any other information
necessary for the builder. Then it can be placed for final approval of the committee.
6. Selecting the site: Where to locate the new buildings is an important question.
According to K. Metcalf, five major factors should be considered in selecting a sit.
Those are;
1. Is its size adequate?
2. What is its relation to neighboring buildings and to the whole population and traffic flow
of the institution?
3. What orientation is possible for a library building erected on it?
4. Are there advantages or disadvantages in the slope of the land?
5. What complications will arise from the nature of the ground beneath the buildings?
Simply, the site should be large enough to accommodate the present building and pursuit future
expansion. The site should have an excellent surroundings and quiet environment. The library
buildings should be situated centrally with pleasant surroundings and convenient accessibility
where no contamination of air, sound etc. will occur. Keeping it as widely as possible adjacent to
the user’s place.
16) Functions of library management
A function is a type of work activity that can be identified and distinguished from other work. Experts
have identified several managerial functions as important elements of management. While Newman
and Summer have identified four functions namely, organising, planning, leading and controlling,
Henry Fayol has recommended five basic functions namely, planning, organising, commanding,
coordinating and controlling. Most authors present the following five as the essential functions:
planning, organising, staffing, directing and controlling. Luther Gulick and L. Urwick have coined an
acronym for seven functions namely POSDCORB which stands for Planning, Organising, Staffing,
Directing, Coordinating, Reporting and Budgeting.
Planning Planning is a bridge taking us from where we are to where we want to reach. It is the process
of determining in advance what should be accomplished and how to do it. In other words, it is an
analytical process of establishing goals, objectives and targets, assessing the future, premising,
generating and evaluating alternatives, selecting programs, projects or courses, estimating resources,
preparing the plan document with derivative plans and implementing the plan.
17) Library furniture.
The UGC Committee on University and College Libraries has listed the following furniture for a
library:
o Book Rack,
o Charging Desk with wicket gates,
o Catalogue Cabinet,
o Study Table,
o Chair,
o Periodical Display Rack,
o Book Display Rack,

o News Papers Rack,
o Encyclopedia/ Dictionary Stand,
o Atlas Stand, Book Trolley, and
o Side Rack for Carrels.
The report was prepared when major part of the collection consisted of printed books. The character of
the furniture now needed in libraries has changed under the impact of changing nature of library
collection. As far as older furniture are concerned the need for these types of furniture is still there and
the standards for their fabrication are available with the Bureau of Indian Standards.
They provide standards for the quality of wood, dimension and materials to be used in their
manufacture. Due to increasing addition of non-book materials and electronic publication in library
collection some new categories of furniture have become essential.
The new requirements for furniture include furniture for computer hardware, for audio and video
storage and use, reading tables for microfilms and microfiche. Electronic publications reading room
furniture should be suitable for video conferencing also. Reference desk, circulation desk and OPAC
desk should be capable of handling electronic equipments and wiring suitable for future when Wi-Fi
enabled lap tops will replace the older work station.
Library services now stress on extension services which require bulletin boards, signage display
stands, show cases, video conferencing equipments and furniture, public address systems.
18) Sources of revenue in public library.
Public libraries can get funds from the following sources −
• National funds that are distributed to states or provinces.
• The municipal corporation gives municipal funds to public library, which were generated
from car parking, taxes, and other tools of revenue generation. The librarians need to
apply for these funds.
• Private donations, which are given by the charity services and interested individuals.
Sometimes, funds are raised in-house by conducting auctions for sale of knowledge resources.
Ways of Fundraising
The library managers need to chalk out an effective resource mobilizing strategy and execute it
efficiently to raise funds for the library. The following are some ways of resource mobilization
−
➢ Contacting a donor agency for financial support.
➢ Conducting fundraising programs and events, inviting guests to attend and request
donations for the library.
➢ Keeping donation boxes at the happening places such as banks, social gatherings, and
other public areas to request for donation. This practice generates smaller amount, but it
is appreciable.

➢ Setting collection points for the donations in kind such as furniture, vehicles, stationery,
and tools.
➢ Requesting for volunteer support for library from colleges and schools.
➢ Fundraising from selling a publication, and offering buying schemes.
19) Library Staff recruitment.
In case of need for manpower, managers hire people by inviting applications from candidates to
apply for the post. It is ensured that people applying for specific posts have skills required for
that job. There is need, therefore, to ascertain job description and job specifications. Managers
invite applications only from candidates qualified for the posts. The process of inviting
applications is known as recruitment.
It is the “process of finding and attempting to attract job candidates who are capable of
effectively filling job vacancies.”
After conducting job description and job specification, the required position is advertised to attract
sufficient number of candidates suitable for the job.
20) Collection Development policy.
Library collection development is the process of building the library materials to meet the
information needs of the users (a service population) in a timely and economical manner using
information resources locally held, as well as from other organizations.
According to the International Federation of Library Associations and Institutions (IFLA),
acquisition and collection development focuses on methodological and topical themes
pertaining to acquisition of print and other analogue library materials (by purchase, exchange,
gift, legal deposit), and the licensing and purchase of electronic information resources.
Collection Development policy
The development and implementation of a collection development policy is a best practices for
libraries and archives, and addresses issues such as:
• material selection and acquisition
• replacement of worn or lost materials
• removal (weeding) of materials no longer needed in the collection
• planning for new collections or collection areas
• institutional mission
• cooperative decision-making with other libraries or within library consortia
According to the IFLA there are four primary reasons for a written collection development
policy: selection, planning, public relations, and the wider context. A written selection guidelines
provide staff with the tools to access and evaluate potential additional collection materials as
well as basis for denying the acceptance of materials. Beyond the addition of new materials this
section can also define the parameters for weeding materials, storage standards, and preservation

of unstable collection objects. Secondly, planning aids in making decisions for future
improvement in library infrastructure and proper distribution of funds for the institution. Thirdly,
in the current environment of limited funding and competition between departments and
agencies, a written collection policy aids in the library's public relations. This document can be a
tool to help potential donors or funders assess the needs of the library, including assets and
services. Lastly, in terms of the wider context, the document can aid in collaboration with other
institutions in an effort to fulfill the needs of their patrons and community. Each institution will
have a better understanding of the plans for each and how they can assist each other in achieving
these goals

Management of Library and information Centres

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