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Fundamentals of Technical Services Management (ALA by Sheila S. Intner

By Sheila S. Intner

In "Fundamentals of coping with Library Technical Services", professional professional Sheila Intner is sensible out of the chaos as she examines the jobs and obligations of the technical companies supervisor. The methods for buying, cataloging, and keeping assets have passed through dramatic alterations within the final decade, and library technical prone departments have needed to evolve quick in reaction. frequently, librarians requested to tackle technical companies administration roles locate themselves either under-prepared and with out information from their institutions.In "Fundamentals of handling Library Technical Services", pro professional Sheila Intner is smart out of the chaos as she examines the jobs and obligations of the technical prone supervisor. This authoritative instruction manual: provides new managers the instruments essential to successfully run the technical providers division; presents counsel on operating with and comparing employees, proprietors, and division outputs; indicates how one can develop division visibility; bargains easy-to-scan assistance, lists, and sidebars, together with quite a few "tales from the field"; and comprises chapter-level bibliographies for extra in-depth study.Focusing on thoughts for achievement, the knowledge provided the following will be utilized to all library forms. Newly appointed technical prone managers, library practitioners looking to enhance their careers, and library institution scholars will all make the most of this useful, step by step process.

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Extra info for Fundamentals of Technical Services Management (ALA Fundamentals)

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For example, an individual in a serials unit may resign. The manager, in deciding what to do, will consider the following points: • Has the work this person was originally hired to do changed? • Does another area have a greater volume of work that requires additional staffing? • Should the same position be reposted or should a different position be created? • Is a different skill set necessary in the new position? • Can the salary line be deployed in another way, perhaps for hiring a temporary employee for a special project or purchasing contract cataloging or other ser­vices or records?

A good manager thinks about seeking new sources of income when budgets fall short of funding basic ser­vices at reasonable quality levels. Outsourcing is one way libraries have tried to save money on technical ser­vices tasks. In some instances it succeeds; in others it fails. It all depends on what is being outsourced, to whom, and at what prices. Outsourcing is neither a bugaboo nor a panacea. Outsourcing makes sense when an external orga­nization can do a job faster, at higher quality levels, or at cheaper average costs than can be achieved in-house.

Try to recognize and address problems before they become crises. Never scold someone for bringing a problem to your attention; instead, thank the person and reward him or her somehow. Making sure other units of the library know how the department operates and what impacts it might have on their work flow. The bigger the library, the more likely it is that unintended consequences will occur whenever anything new is done, but that does not mean nothing new should happen. It means people have to be aware of what is going on and be ready to address problems in a positive spirit, not with a “what is good for me and forget anyone else” attitude.

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