Gower Handbook of Library and Information Management

Ray Prytherch

• Publisher: Routledge
• Year: 2017
• ISBN:
  9781351932325
• Edition: 1
• Topic: Languages & Linguistics
• Subtopic: Library & Information Science
• Index: Languages & Linguistics

This Gower Handbook is an authoritative guide to both the traditional and newer aspects of library and information management. Edited by Ray Prytherch, it brings together the insight of a range of respected contributors, who offer advice on the management, storage, retrieval, analysis, marketing and delivery of information. The book begins with Part I analyzing the context and trends of the information world. In Part II, Strategy and Planning, the information environment is explored in more detail, with Chapters 3 and 4 presenting the main issues and principles of financial planning and strategic planning. Part III, The Service Infrastructure, looks at customer care, the role of performance measurement and research in service improvement, and the influence of copyright law in the delivery of information products to customers. Part IV, Managing Resources, includes five chapters on strategic management, information auditing, human resource management, preservation and disaster management. The last part of the Handbook, Part V, Access and Delivery, focuses on the potential of electronic systems with chapters on subject gateways and Z39.50, electronic publishing, intranets and new models of access and delivery. Each part of the Handbook begins with an introduction by the editor and the book concludes with a directory of organizations, including useful URLs, and a glossary. Flexibility and adaptability are crucial for information professionals if they are to maintain their skills at the right level to provide the services needed by both information-rich and information-poor. In this one book librarians from all backgrounds, information managers and officers, document and records managers, and network and Web specialists will find answers to a wide range of questions that confront them in their working day. The Handbook will become a standard reference on best practice for professionals and students. It will be of interest to information analysts, knowledge managers, and others, including publishers, involved in information maintenance and provision.

Part I
The Context

An introduction: definition and trends

Ray Prytherch

This Handbook is devoted to Library and Information Management: this we define as the set of processes and behaviours that make up the effective production, co-ordination, storage, retrieval, analysis, evaluation, dissemination and use of information. The sources of information depend on the context of the information service: public and academic libraries are one contextual domain, commercial and corporate services represent another.

The role of information may be supportive of a learning or teaching process, or may be the raw material from which researchers synthesize advanced work; in the commercial context, the role may feature added-value components that feed into the management of the company or organization. The ‘output’ of various kinds of information management processes may be a library service, a knowledge management methodology, a learning resource base, a bureau offering database access, an Internet-based information resource – the imagination is the only limit to what can be done with information and expertise.

The ‘products’ of information management may be online databases, push-technology services, advice and support services, or even a library with a bookstock for self-service. Everyone in the information professions uses similar sets of skills; complexity varies, customers are different, purposes may vary, constraints will apply, finance must be managed, staff must be trained and developed – but the skills are set on the same basis, and they are:

• generation of information: where does it come from, how to collect it, how to organize it, how to structure it, how to make it accessible
• management and use of information: planning, marketing, evaluation, needs assessment
• systems and communications: how technology supports activities, and the problems suid opportunities
• analysis of the environment: professional, legal, governmental policies, international developments, technology trends
• management skills: human resources, finance, statistics, project management, training, formation of strategic partnerships.

Garai (1997) identifies six roles for the information manager:

• the prospector
• the refiner
• the processor
• the cleanser
• the transporter
• the communicator.

Everything the information manager does is governed by questions of purpose, of accessibility, of evaluation, and of communication.

Several buzzwords are prevalent, and they matter because the image of the information profession is tarnished by lack of finesse and lack of promotional skills; the buzzwords are the jargon terms of the media and we can exploit our skills in these new fields. Networks – particularly of course the Internet – multimedia, privacy, piracy, security, cost, convergence are all information-related buzzwords that we would be wrong to ignore.

In the UK, activity in recent years shows us where the emphasis of the new reality lies; Phillips (1997) draws up a shopping list of areas needing attention as the Information Society approaches:

• universal access
• retrieval and navigation software
• security
• verification
• copyright
• information quality
• undesirable material
• legal responsibilities of online suppliers
• payment.

In the UK, the Follett Report (Joint Funding Councils, 1993) gave a huge impetus to the academic library sector; the Electronic Libraries Programme (eLib) – established by the Joint Information Systems Committee as a response to Follett and engaging the whole higher education community – represents a massive investment in the investigation of applications of new technologies. The latest UK move has been the publication of the Library and Information Commission Report (1997) which addresses the new roles that public libraries might play in the next century.

Yet the technological future is not everything; distinguished authors with impeccable ‘technical’ backgrounds warn that ‘virtual libraries’ are not just round the corner – whatever they can offer, they are expensive and socially undesirable (Crawford and Gorman, 1995); the potential of the Internet may be vast, but so are the limitations and the drawbacks – Bosseau (1995) unveils a future which brings back master print copies to ensure that scholarship does not become lost in a flood of dross.

Commentators in the professional press may rehearse the same arguments about the future of the profession, the future role of librarians, the need to change and adapt; whilst nothing in that may be fresh, some recent evidence does show us that a new maturity is slowly evolving. Out of the apathy on one side, and the harassed scrabbling for action on the other, comes a positive sense that the information profession does have a role – the world is coming to us and we need to be ready to slot ourselves into it.

One attitude (change now or die) ‘feeds the identity crisis, resulting in stasis’; another attitude (huge opportunities for the entrepreneur) ‘tends to ignore the organizational and cultural constraints in which the individual works – constraints which can stifle initiative and promote a climate of fear, inhibiting change and growth’ (Garrod, 1997).

The convergence of various ‘information’-related worlds of work does indeed signal opportunity and the tables of skills that Garrod offers show the match between employer requirements and our capabilities. TFPL’s survey of job advertisements (Abell, 1997) backs up this view; we have skills in presentation and communication, systems and IT; sector knowledge; creativity and innovation; research analysis; team work; training skills – just the skills that employers are looking for. But the jobs that the survey noted as being advertised were not for librarians or information managers, just information-related in some way.

Abell comments: ‘arguably traditional skills are becoming more valuable than ever before as the management of information increasingly underpins organisations and society’. She notes that ‘the new skill is the understanding of how to apply them [information skills] for maximum impact’. We shall soon see how much further management experts can go along the road that leads towards ‘knowledge management’, and this is the direction that we should be looking if we want to be abreast of the next information development.

The ‘intellectual capital’ of an organization has been discussed for years, but the latest software innovations, and particularly intranets, give a reed chance to share knowledge within the organization; all that holds the process back is resistant cultures. If the management pundits highlight knowledge management, then we should adapt ourselves to the new jargon; our strength is in the techniques of storage and retrieval of knowledge – and the skill of applying them for maximum impact. Maybe our low profile comes from too much emphasis on support roles, and not enough emphasis on actually using our own skills to do the job ourselves.

There are gaps in what we know, but these are not too difficult to bridge. Mount (1997) compiles relevant studies of opportunities, and one of these particularly identifies five pointers to positive personal growth:

• be alert to changing technologies
• training, education, and experience should be planned
• flexibility is crucial
• vigilance and adaptability are needed
• personal networking is essential: the best opportunities and leads come from professional contacts and chat.

We have to be confident that we can do new jobs; seeking out our own training requirements and finding our feet in the new information universe are practical actions that we can readily plan and manage for ourselves. An initial, positive step we can take is to examine our own training needs; Biddiscombe (1997) discusses how IT has changed our jobs, and outlines the essential elements that form part of current training packages. He stresses the importance of basic computing skills, e-mail familiarity, Internet searching skills, Web page creation and editing skills, experience of CD-ROM interfaces, access to online publications, and knowledge of bibliographical management packages – in addition to our interpersonal and presentational skills and an understanding of learning techniques.

‘Publishing, editing, translating, database creation, computing, graphics, teaching and learning, librarianship and information science; all are being forced into new and closer relationships through technological change’ (Biddiscombe). Everybody is in the same stressed condition; the key difference is that information professionals have more skills, better quality skills, and more relevant skills to sort out a role in the emerging world.

The purpose of this Handbook is to provide a link between information professionals and the new world of information-related work. Readers of the book are profiled as librarians, information industry personnel, document managers, records managers, archivists, network specialists, and others in the information chain such as publishers and information providers. The Handbook will also have a role in the teaching and learning of information management, and in the continuing professional development of personnel.

The Handbook is expected to be seen as a standard, comprehensive text, presenting a picture of good current practice – but with a regard to likely future trends. In particular, four key areas have been stressed throughout:

• customer focus
• markets for services, and marketing strategies
• quality assurance
• applications coming into use through the emerging infrastructure.

The selection of topics for coverage represents a range of concerns that are of general applicability. Not everything can be included in one volume, and our aim has been to offer a comprehensive picture without significant omissions; future editions will fill out new areas and give updated chapters. Although the Handbook is a British production, the intention is to appeal to an international readership.

The contributors have been selected for their recognized knowledge of the topic for coverage, and their background of work and location has been of secondary importance. In a professional world where globalization and collaboration are assuming crucial importance, and new ways of working will make conventional careers a thing of the past, it seemed vital to draw together experts from varied services and with different career patterns, to build a resource that would be relevant to as wide a readership as possible. Authors write in different styles, and we have not chosen to impose an artificial standard style on the contributions.

The structure of the Handbook falls into four main parts:

• strategy and planning (three chapters)
• the service infrastructure (four chapters)
• managing resources (five chapters)
• access and delivery (four chapters).

These are preceded by an introductory chapter that analyses the technological future – how IT will affect management capabilities, how services will be changed, and how we as information professionals will have to adapt. In an area of such rapid progress, a commentator can write only of today’s scene and suggest the ways this may develop. Whatever happens, the earlier we know the directions that are likely, the more effectively we can plan to exploit new positions.

Each of the main parts begins with a shorter introduction, fitting the chapters into a context.

A directory of organizations, a glossary, and an index conclude the volume.

References

Abell, A. (1997), New roles? New skills? New people? Library Association record, vol. 99, no. 10, (October), pp. 538-539.

Biddiscombe, R. (1997), Training for IT. London: Library Association Publishing.

Bosseau, D. (1995), The loss of control and access to recorded history and scientific discovery in the 21st century. Serials librarian, vol. 26, no. 1, pp. 23-40.

Crawford, W. and Gorman, M. (1995), Future libraries: dreams, madness, and reality. Chicago: American Library Association.

Garai, H. (1997), Managing information: working smarter not harder. Aldershot: Gower.

Garrod, P. (1997), New skills for information professionals. Information UK outlooks, no. 22, (July).

Joint Funding Councils’ Libraries Review Group (1993), Report. [Chairman: Sir Brian Follett.] Bristol: HEFC.

Library and Information Commission (1997), New library: the people’s network. London: LIC. (Available at: <http://www.ukoln.ac.uk/services/lic/newlibrary>)

Mount, E. (1997), Expanding technologies – expanding careers: librarianship in transition. Washington, DC: Special Libraries Association.

Phillips, Lord. (1997), Information society: agenda for action in the UK. Journal of information science, vol. 23, no. 1, pp. 1-8.

1
The technological future – an overview

Terry Beck

The person who sets out to delineate future events must tread carefully. The past is littered with predictions which were proved to be incorrect by the passing of time. The problem with forecasting is that the bright beacons of existing technology tend to illuminate a linear path into the future. None of the beacons will show the sudden leaps which are a feature of technological development. Moreover, some of the beacons may turn out, when future becomes present, to have burned, like magnesium, brightly but for only a short time. It is also impossible to foresee those convergences which can markedly influence the information landscape. This is amply demonstrated by the convergence of computers and telecommunications as well as by the convergence of the Internet and hypertext to create the World Wide Web. Even linear developments are difficult to judge accurately. No-one in 1980, not even the pioneers of the new microcomputers, could have guessed their future multimedia potential. Neill (1980) was clearly thinking about text-bound computers when he said, ‘I can’t see any invasion of the classroom by computers in the next thirty years…’. By contrast, Rochell (1982) suggested that, by the year 2000:

…large commercial data bases will… threaten the existence of publishing and libraries as we know them… they may well commission material to meet the demands of their subscribers, material that will never appear in hard copy, never be ‘published’ in the traditional sense. It will be available only through the data base that commissioned it.

Rochell correctly predicted the development of digitization but failed to recognize, among other things, the continuing strength of the book as a container of information, and was unable to foresee other significant and sudden developments like the massive growth of the Internet in the early 1990s.

New Roles for Librarians and Publishers?

In a situation where the pace of development of the technology threatens to bewilder, the consideration of their objectives by librarians and publishers can help to focus attention on what is really important. The activities of information professionals may change – indeed they have already changed – but what they are trying to achieve remains the same even though the means of achieving it may alter. Kessler (1996) points out that while ‘the demand and support for traditional library warehousing activities… is (sic) diminishing quickly… the demand and support for library service activities… are soaring’.

Convergence of job skills will be familiar to academic librarians in the telematic society. The need has gradually developed for individuals possessing skills in information, computing and telecommunications. A number of universities have merged their computing and library services in recognition of the fact that it becomes progressively more difficult to isolate these activities into separate departments. But there is another convergence in progress, and one that has been going on for some time, between publishers and librarians. Neither group will take over the functions of the other but each will face an increasing need to fulfil some of the functions traditionally the sole province of the other group. Publishers, for example, will ...

Table of contents

• Cover
• Half Title
• Title
• Copyright
• Contents
• List of figures
• Notes on contributors
• PART I THE CONTEXT
• PART II STRATEGY AND PLANNING
• PART III THE SERVICE INFRASTRUCTURE
• PART IV MANAGING RESOURCES
• PART V ACCESS AND DELIVERY
• Directory of organizations
• Glossary
• Index