These documents compose the Learning Resources Association of California Community Colleges (LRACCC) newsletters for the 1999-2000 academic year. The first issue features a position paper on why learning resources require professionally trained managers. The Learning Resources administrators must possess a Masters or Ph.D. in Library and…

This paper discusses some of the lessons learned in the collaboration of the TriUniversity Group (TUG) of libraries; three universities in Ontario--the University of Guelph, Wilfrid Laurier University, and the University of Waterloo--participate in TUG. Four critical areas of influence in creating a human climate for effective inter-institutional…

In order to evaluate and utilize library data for the management process, a German project, sponsored by the German Research Council, uses the Balanced Scorecard as the concept for integrated quality management. Performance indicators across the following four perspectives are combined to produce a balanced evaluation of the library: (1) users,…

Public libraries serve patrons who have a wide range of demographic characteristics. Boards of Trustees of public libraries play an important role in maintaining and planning libraries that serve the needs of the community. The demographic characteristics of the board are one factor that can help represent the diversity of the patron community.…

The U.S. Office of Education undertook this study at the request of State supervisors of school libraries for data to aid school administrators and librarians in determining the cost of operating libraries. The findings of this exploratory study have been gathered from a limited sampling of a group of selected high-school libraries. It is hoped…

Two dominant motivational theories are reviewed--valence-instrumentality-expectancy theory and reinforcement theory--and discussed in terms of management, motivation of professional staff, rewards for achievement, and needs consistent with both theories (affiliation, power, achievement, competence). A 17-item annotated list of references is…

Presents results of survey of public and academic libraries (88 responses) designed to discover how employee grievances are handled and what procedures exist to protect the grievant. Five questions asked concerning how and for whom procedures are written and how procedures work are noted and discussed. Three sources are cited. (EJS)

Proposes using the Statistical Package for the Social Sciences (SPSS) for the analysis of routine library statistics to measure how well certain goals are being reached and discusses variables and procedures that might be used. Information on SPSS, sample selection, and Yule's Q analysis is appended, and 18 references are listed. (RAA)

At Dickenson College, librarians have found ways, such as professional sharing, to become more significant partners with faculty and students in the educational mission of the college. This is one of the top five winners in American Libraries' competition to identify innovative library programs. (LLS)

The performance of 43 library work groups was assessed by means of supervisor's ratings. Characteristics of the groups' tasks, membership, leadership, structure, and process were measured by averaging their members' responses to factor of the Work Group Survey. The implications for both organization theorists and change agents are discussed.…

Discusses some of the advantages and disadvantages of adopting a subject specialization approach in university libraries. Also described are some of the difficulties which have arisen with the introduction of subject specialization in some of the newer or provincial universities. Four references are listed. (LLS)

Discusses the feasibility of integrating present library office functions through the use of voice, text, digital, micrographic, facsimile, and related information technologies, and describes the processes and component features of the automated office. (Author/FM)

Reviews a number of studies done to identify the personality characteristics of librarians. Fifteen references are cited. (CHC)

Explains that library reference personnel usually need to be increased as library instruction flourishes, that staff should be carefully evaluated in order to detect incompetencies, and that all library staff should be recognized for their contributions in order to maximize the effectiveness of the program. (CWM)

Discusses the relationship between innovative public library services and library administration's need to seek cooperative relationships with outside organizations to implement such services. The formation of the Consortium for Public Library Innovation (1976) is described, and a list of references is provided. (FM)