The organization of school libraries and media centers should be adapted to take into account the changes which have occurred in recent decades, both within the school and in the surrounding world. This is discussed in terms of staff, collections and equipment, access, location and users. (Author/STS)

The libraries of nine British polytechnics were surveyed in the following categories: accommodation of users, management, staffing, services, interlibrary cooperation, user education, collection size, periodicals, audiovisual resources, cataloging and classification, binding and processing, and funding. (JAB)

The article describes why and how a staff support cabinet and grievance committee was established within the governance structure of the library to promote better communication between the staff, faculty, and administration; to provide a means of input for the support staff; and to advance the welfare of the support staff. (JPF)

Economic difficulties for the university library made it necessary to assess the library needs of faculty and students in teaching and research. Proposed are several functions for the library committee: a new linkage to the University, planning and management, and cost-benefit research. (Author)

Describes the inequities and inefficiencies created by user fees in public libraries and publicly supported academic libraries and agencies. Alternatives to user fees are suggested. (KP)

Identifies the tasks that the library administrator must complete if the collection is to successfully withstand censorship. Using an analogy of the construction, arming, and manning of a "citadel," a strategy is presented which is adaptable to the broadest range of attack on collection, acquisition, and dissemination policies of…

A study based on a model developed by Henry Mintzberg examined the internal and external managerial roles of 126 New England college and university library directors. Survey results indicate that the 97 responding directors were primarily involved with internal managerial roles and work contacts. (CDD)

Two paradigms of academic librarians are examined: one, "leader" is closely tied to nineteenth-century ideals; two, "manager" reflects democratization and new technology of twentieth century. Highlights include literature of organization (sociology, psychology, political science), patterns of change, Japanese model, and need to…

Argues that leadership and managerial skills should be developed in all librarians including children's librarians. The problems of developing managerial skills as a training function of the library organization are addressed and suggestions for an administrator planning such training are given. (EM)

Examines issues of special library management and the emphases in SLA (Special Libraries Association) continuing education courses dealing with these issues. Five courses taught for SLA are described, including one-day courses on management communications, delegation, and effective supervisory skills, as well as seminars dealing with human…

Finds librarians increasingly dependent upon vendors to provide the information needed to make decisions regarding such diverse activities as microform conversion, storage, and library security. Explains the differences between the librarian's needs and the vendor's needs, concluding that a slightly adversarial relationship is healthy. (DMM)

This selected bibliography includes articles on the management of library technical services published from 1980 to the present. Citations are divided among automation, education, personnel management techniques, managing external constituents, and the role of technical services in the library. (Author/CLB)

Discussion of issues in management of library automation includes: (1) hardware, including systems growth and contracts; (2) software changes, vendor relations, local systems, and microcomputer software; (3) item and authority databases; (4) automation and library staff, organizational structure, and managing change; and (5) environmental issues,…

Describes both a dichotomy between library managers and library staff involved in direct service and a supervisory development instrument intended for use by employees to rate supervisors. This instrument, which is included, is designed to encourage an organizational climate characterized by mutual trust and shared values among supervisors and…