Development of Library Management

Description

Library management involves functions such as planning, organising, leading, and controlling. Planning is about systematically making decisions about the library goals. Organising is about assembling and coordinating human, financial, physical, informational, and other resources needed to achieve library goals. Leading is about functions that involve efforts on the part of the librarian to stimulate high performance by employees, and controlling about monitoring various library operations and services. These four management functions are highly integrated, but libraries that excel in organising material resources and in leading their human capital are known to give better performance. Library Management Systems (LMS) or computer based systems that automate one or all functional areas of a typical library have had a history of evolution going back to the mid 1950s. LMS have also been referred to as Integrated Library Systems (ILS) in later years to reflect the fact that all functions are managed via a central database with processes that transparently exchange data between functional components such as catalogue records and circulation transactions. Managing library technology is, indeed, an overwhelming aspect of contemporary librarianship because of its perpetually changing nature. Using cyclical management methods, like Alter's model, for library technology is essential because change is inherent in its foundation. Likewise, staff development must be an on-going practice that is not only encouraged by management, but included in library staffing policies. Our approach to technology is a mind-set: if we assume that change is inevitable, then planning for the future may be viewed as an exciting process, even for those who were not “born digital“. A successful library involves leadership and careful management. The management perspective starts at the big picture level, establishing goals and objectives, planning for implementation, determining value and promoting community and stakeholder relationships. There is so much overlap among the tasks related to managing a library that it is difficult to separate them into mutually exclusive buckets. If something seems to be missing in one of these competency parts, it's likely that it is covered in another part. Present modest work is meticulously tailored and is aimed at providing full insight in this career. Hopefully, it would be welcomed warmly among researchers, scholars, students and general readers equally.