An attempt is made to delineate the idea of what it is to be an administrator of an academic library and to suggest changes that could be made, unlikely though they may be, to ameliorate the present situation. (Author)

Current policies and practices of committees used in university libraries to search for and screen candidates for positions are described, primarily from responses to a survey conducted by the authors. (Author)

Many factors influence library organization. Among the most important are the nature and purpose of the institution, size, growth rate, space, and cost. (Author)

In a bibliographic essay, participation in management is explored. (PF)

Reviews the principles of the Theory Y approach, reports upon its coverage in library literature, distinguishes between the concepts of Theory Y and participative management, and discusses how Theory Y's application in a small academic library recommends its use for library operations in general. (Author)

Effects of budget adversity on acquisitions procedures in research libraries were studied through visits to ten ARL (Association of Research Libraries) libraries, interviews with more than 100 individuals, a literature search, and consultation of current ARL library annual reports. (Author)

Discussion deals with the library environment under Theory Y administration, the drawbacks of management by committee, whether librarianship is really a profession, the collegial organization of libraries at academic institutions, the management of change, and the changes of bureaucracy with a strong, central administration. (JAB)

Important factors in managing a public service institution include knowing the publics served, phasing out an old program when introducing a new one, defining the roles of administrators and professionals, integrating individuals and the institution, and making the public aware of the value of the service performed. (PF)

A simplified form of utility theory is applied to libraries to provide a tool for defining library goals and analyzing library behavior. (Author/PF)

For the academic library director there is a multitude of expectations derived from diverse and often conflicting individuals and groups with whom this individual is concerned. Utilizing the framework of role theory, this study describes and analyzes the role of the library director. (Author/AP)

Reviews major approaches to assessing library effectiveness and then proposes a systems model that conceptualizes effectiveness as a process of converting inputs to outputs. Implications for library management are discussed. (JD)

This article reviews the key features of zero base budgeting as a budgeting/planning system, discusses the applications of ZBB reported in the literature, and summarizes its special benefits and problems for libraries. Fifteen references are included. (Author/RAA)

Presents a methodology, known as microcosting, for identifying the unit costs of providing specific library services. It is applied for illustrative purposes to the determination of the unit costs of tracking overdue materials at a major university library; a task flowchart, mathematical formula, and data tables are included. (Author/JD)

Factors discussed include the amount of time that library faculty members devote to supervision, the interaction of the library faculty and the library administration, and the role of the library faculty in participative management. (Author/PF)

Several models and methods applicable to university library networks are discussed as tools to increase understanding of cause and effect relationships in these complex organizations. Collection of data by unobtrusive measures and display of information by graphic techniques are briefly described. (Author)