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1.
Successful disaster response is an exercise in managing human resources under very difficult conditions. Catastrophic disasters can disrupt both the physical communication networks and the social networks critical to efficient response and recovery. While a well-designed disaster plan serves as a framework, it often requires communication and collaboration between responders to adapt it to the situation at hand. Displacement of library staff adds to the chaotic nature of post-disaster communications, increasing the need for collaborative Web spaces to adapt to changing situations. Using case studies of catastrophic disaster response at libraries, this article begins with an analysis of human resource management problems common to disaster response coordinators worldwide. It then discusses Auburn University Libraries’ uses of free Web 2.0 applications in support of library disaster preparation, response, and recovery. While Auburn University's location on the coastal plain of Alabama is vulnerable to both hurricanes and tornadoes, Auburn has so far only needed to respond to small-scale disasters. The devastation suffered by libraries in the paths of Hurricanes Katrina and Rita served to propel Auburn toward a more comprehensive preparedness stance. Disaster planning at Auburn has embraced Web 2.0 applications, such as Google Documents and Google Talk, to introduce redundant communication channels and to allow for efficient collaboration regardless of the location of library responders. By identifying key Web 2.0 applications and properties that are useful for response and recovery efforts, the research in this article may assist other libraries in improving their disaster preparedness.  相似文献   

2.
The author of this article recognizes that massive and rapid change is a continuing feature in big libraries, and many of the changes are new: A social worker is a full-time staff member who helps other staff to sort out and deliver the best possible services to vulnerable populations, health care specialists who help plan health programs and provide direction to staff referrals to needed medical services, and librarians specially trained to help early childhood users prepare to be good learners in school. Working on this change agenda, library staff have learned that the library’s future work is not bound up by the limits of its “stuff” (i.e., owned or rented materials) or buildings but rather to the many communities of Philadelphia people whose economic, social, and cultural needs needed to be met.  相似文献   

3.
Background: Most NHS library services routinely offer both mediated searches and information skills training sessions to their users. We analyse the impact of these two services on the amount of literature searching demonstrated by users of hospital‐ based library services in the north‐west of England. Methods: Data for (1) mediated literature searches, (2) number of library users attending information skills training sessions, (3) amount of library staff time devoted to information skills training, and (4) number of Athens‐authenticated log‐ins to databases were obtained from statistical returns for 2007, and analysed for significant correlations. Results: There was evidence of quite strong correlations between the two measures of training activity and the number of mediated literature searches performed by library staff. There was weaker evidence of correlation between training activity and total literature searching activity. Discussion: Attending training sessions may make some library users aware of the difficulty of complex literature searches and actually reduce their confidence to perform their own complex searches independently. The relationships between information skills training, mediated literature searches, and independent literature searching activity remain complex.  相似文献   

4.
Usability testing on library search tools was conducted with ten students and eighteen library staff members at Syracuse University. The study addressed three research questions: (1) Do the ways in which librarians carry out search tasks on the library Web site vary from those of student users?; (2) Are those variations indicative of different mental models, i.e. different experience with and knowledge about the content and search tools on the Web site?; and (3) If there are differences, what are the implications of those different models for the usability of the site by students? Participants were tasked by using the library's Web site to locate both known items and items about a subject in the library's collection. The two groups differed in the success with which they were able to complete the tasks, as well as the time used. There were differences in the selection of search tools, the syntax used within the search box, the expectations of how library resources are organized, and the level of persistence as tasks were performed. Students’ behavior is characteristic of different mental models for how search tools work. The results are applicable to the design of the library's Web site and have implications for how library staff conduct reference and instruction services.  相似文献   

5.
Web-scale discovery service systems and platforms are continuing to evolve and become more commonly adopted in academic libraries. Functioning as more than next-generation catalogs due to their volume and associated Web services, they invite strategic inquiry and launch libraries into deeper questioning and continuous critical thinking concerning discovery system best practices. This article explores emerging library discovery positions and discovery requirements gleaned through position postings from Autocat, Code4Lib, ERIL-L, and NGC4Lib listserv e-mails, from February 2012 through July 2014, along with a 2013 scan of Association of Research Library (ARL) staff directories’ Web sites. As seen through the lens of recent discovery position postings and names of discovery positions at ARL libraries, staffing solutions suggest strategic oversight and deep understanding of discovery systems, metadata, and users. This study of 36 discovery positions reveals directors or managers as comprising the highest number with ten (28 percent), systems with eight (22 percent), cataloging and metadata with seven (19 percent), acquisitions or electronic resources with five (14 percent), user experiences with three (8 percent), access services with two (6 percent), and general technical services with one (3 percent). These emerging discovery positions traverse both traditional technical and public services functions, with the majority, 26 (72 percent), from large research-level institutions.  相似文献   

6.
Summary

This paper examines the impact of new and developing media on academic libraries, specifically discussing technology which enables video and movie clips to be transferred over intranets and the Internet. This Web technology could have implications for other electronic media and databases, for offering extended services, including training and orientation for new staff and students; and for online library instruction modules. More generally, the article will discuss some issues, ramifications, protocols, and legal implications involved when libraries introduce and implement new multimedia services and other web-based resources.  相似文献   

7.
The part-time librarian at Penn Presbyterian Medical Center (PPMC) serves physicians, staff, and students. Challenged by time constraints and the need for a physical presence in the library, the librarian sought methods requiring limited manpower and maintenance to reach out to users. The librarian utilized two Web 2.0 technologies, Delicious and Bloglines, to extend library services beyond the confines of the hospital intranet. This article details the process to implement these two technologies in the hospital setting. Informational resources about Web 2.0 technologies are included in the article.  相似文献   

8.
Core lists of recommended resources have long been used as selection tools for collection development in hospital libraries. However, hospital librarians now rely on the Internet for access to up-to-date information to supplement materials available within their libraries. Many libraries now either maintain a library Web page or provide input for their institution's Web page. The difficulty is determining what sites to include on their page. This article is a basic guide to recommended links for hospital libraries. It is intended as a starting place for hospital librarians who wish to create (or add to) a Web page of good links to be used for answering reference questions, or as a list for library users. The list is available as a link from the Sharp Health Science Library Web page where it will be updated at least annually. Links will be checked on a regular basis.  相似文献   

9.
ABSTRACT

This article outlines some of the opportunities and challenges of changing what the library “brand” means to academic and professional services staff in the rapidly changing environment of UK higher education, taking the University of Leicester as a case study. It makes a practitioner contribution to the growing body of evidence of how libraries are extending their role and how their customers are responding. It begins by considering the drivers for change in the higher education and scholarly information environments and how these are influencing the development of library services at the University of Leicester. The topics considered include researcher development, Digital Humanities, Open Access, independent learning, and curating the university's own information assets. The impact of these developments is outlined and how an evolving approach to strategic marketing is beginning to change perceptions as the boundaries of the library's role extend.  相似文献   

10.
Beginning in 2011, the Christopher Center Library Services (CCLS) unit at Valparaiso University (VU) started implementing new scholarly communication services utilizing two different components: (1) the education and training of library staff in scholarly communication trends and issues; and (2) the implementation of ValpoScholar, VU's institutional repository (IR) and its associated services. These components allowed for new skills to be developed, new services to be delivered, and the library's digital collections to grow with minimal impact to existing services. This model may provide a framework for other small institutions interested in adding scholarly communication services to their existing library services.  相似文献   

11.
This study investigates and analyzes the factors affecting customer relationship management (CRM) practices in Thai academic libraries. The research conceptual framework focuses on factors affecting CRM practices was developed using Combe (2004)’s study on assessing CRM strategies. Mixed methods, qualitative, and quantitative approaches were used as a research methodology. Data was collected by using the interview and survey techniques with the administrators, staff and customers of six selected academic libraries in Thailand. Analysis of the data was done by using Pearson’s correlation coefficient, factor analysis, and multiple regression analysis. The results of the study show that factors that have statistically significant impact on CRM practices in Thai academic libraries at 0.05 level were: (1) the knowledge and understanding of CRM of library staff and leadership of library administrators (Beta = 0.762), (2) organizational culture and communication (Beta = 0.323), (3) customer management processes (Beta = 0.318), (4) technology for supporting customer management (Beta = 0.208), and (5) channels for library services and communications (Beta = 0.150). The knowledge and understanding of CRM of library staff and leadership of library administrators which include the perception and awareness of service quality focusing on customer relationship is a key to library success. Important factors also include the acceptance and support of the use of CRM in the library, the clear vision and mission about using CRM in the library strategic plan, the knowledge and understanding of library staff on CRM processes, customer characteristics, and behaviors. The organizational culture and communication factors involve the creation of the CRM cultures of working in the library, good teamwork, cooperative and clear working agreements, clear roles and responsibilities, good communication between library staff, cross library functional integration, and performance evaluation and development. The customer management processes factor includes recording and registration of customer profiles, customer analysis and classification, services to individual customers, services to expected customers, and continual customer interactions. The technology for supporting CRM factors includes communication technology, information technology, and operations support technology. The channels for library services and communications factors can be direct channels, such as a service counter and self-circulation service, and indirect channels such as telephone, call center, email, personal web, library web, and social networking technology. Suggestions for academic libraries on the development and implementation of CRM in libraries are: (1) CRM must be included in the library strategic plan; (2) CRM must be a key strategy for the improvement of library service quality; (3) library administrators must have strong leadership for achieving the effectiveness of CRM practices in the library; (4) library staff must have good knowledge and understanding of CRM and its link to the library service quality improvement; (5) the working cultures for CRM effectiveness such as teamwork, cross functional work, and good communication between staff must be encouraged and practiced in the library; and (6) technology must be fully supported for CRM in the library.  相似文献   

12.
Objective:In 2018, the Network of the National Libraries of Medicine (NNLM) launched a sponsorship program to support public library staff in completing the Medical Library Association''s Consumer Health Information Specialization (CHIS). The objectives of our study were to: (1) determine whether completion of the sponsored specialization improved ability to provide consumer health information; (2) identify new health information services, programming, and outreach activities at public libraries; (3) investigate benefits of the specialization; and (4) determine the impact of sponsorship on obtaining and continuing the specialization.Methods:We used REDCap to administer a 16-question survey in August 2019 to 224 public library staff who were sponsored during the first year of the program. We measured competence in providing consumer health information aligned with the eight Core Competencies for Providing Consumer Health Information Services [1] as well as new activities at public libraries, benefits of the specialization to public library staff, career gains, and the likelihood of continuing the specialization based on funding.Results:More than 80% of 136 participants reported an increase in core consumer health competencies, with a statistically significant improvement in mean competency scores after completing the specialization. Ninety percent of participants have continued their engagement with NNLM, and more than half offered new health information programs and services. While more than half planned to renew the specialization or obtain the Level II specialization, 72% indicated they would not continue without NNLM sponsorship.Conclusions:Findings indicate that NNLM sponsorship of the CHIS specialization was successful in increasing the capacity of public library staff to provide health information to their communities.  相似文献   

13.
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14.
虚拟图书馆中网页的自动分类研究   总被引：1，自引：0，他引：1  
概括了国内外对电子文本及Web网页进行自动分类的研究和试验,论述了虚拟图书馆中对网页进行自动分类与一般搜索引擎中对网页进行自动分类的区别,提出了一种用于虚拟图书馆中对网页进行自动分类的方法,并描述了按照此方法建立的“图书馆学情报学”虚拟图书馆的自动分类系统,对分类结果进行了分析。  相似文献   

15.
If public libraries are going to provide essential information to immigrants, they must center their efforts to help on streamlining government Web sites. The necessity for this library approach comes because of the way government agencies have chosen to communicate with immigrants and others in need of government services. This article details how Hartford Public Library developed The American Place, an electronic information center, on its Web site. In the process, staff members had to become expert in finding, analyzing, organizing and communicating information on many different kinds of immigration and refugee institutions. Other public libraries about to organize or improve the electronic information for immigrants on their Web sites will find much here to help them in their work.  相似文献   

16.
This column focuses on the closely related topics of strategic planning and assessment in all types of libraries. The column examines all aspects of planning and assessment including (but not limited to) components, methods, approaches, trends, tools and training. Interested authors are invited to submit articles to the editor at wvdole@ualr.edu. Articles on both theory and practice and examples of both successful and unsuccessful attempts in all types of libraries are invited.

In this issue, Anne Marie Casey, Dean of Retention and Student Success at Embry-Riddle Aeronautical University, reminds us that real life challenges such as staff resistance and reallocation of campus space have serious impacts on planning. She presents a case study of one library's attempt to deal with these challenges by using a variety of methods, including active employee input, appreciative inquiry, and scenario planning to encourage staff buy-in. For the most part, these attempts proved successful.

Strategic planning is often considered a managerial tool. The management of an organization surveys the environment and develops a plan that they introduce to the organization as a whole. Most modern organizations seek employee involvement in the planning process and feedback to some degree with varied results. But for one academic library, employee involvement in the development and execution of the strategic plans has been a vital part of the processes. The Hunt Library at Embry-Riddle Aeronautical University has been developing strategic plans for several years with active input from the librarians and staff. This case study chronicles the different approaches the library staff have used to create new plans. One method was to hold a set of retreats where all library staff provided ideas for new initiatives to explore and old processes to retire. Another involved the SOAR approach, which uses appreciate inquiry to determine strengths, opportunities, aspirations, and results. A third method employed scenarios to encourage staff input into the next strategic plan. Each of the different approaches yielded interesting results; some failures and many successes. Some processes were more positive than others but they all included mutually agreed-upon strategies that guided the library as it planned future innovations.  相似文献   


17.

Objectives:

The research evaluated participant satisfaction with the content and format of the “Web 2.0 101: Introduction to Second Generation Web Tools” course and measured the impact of the course on participants'' self-evaluated knowledge of Web 2.0 tools.

Methods:

The “Web 2.0 101” online course was based loosely on the Learning 2.0 model. Content was provided through a course blog and covered a wide range of Web 2.0 tools. All Medical Library Association members were invited to participate. Participants were asked to complete a post-course survey. Respondents who completed the entire course or who completed part of the course self-evaluated their knowledge of nine social software tools and concepts prior to and after the course using a Likert scale. Additional qualitative information about course strengths and weaknesses was also gathered.

Results:

Respondents'' self-ratings showed a significant change in perceived knowledge for each tool, using a matched pair Wilcoxon signed rank analysis (P<0.0001 for each tool/concept). Overall satisfaction with the course appeared high. Hands-on exercises were the most frequently identified strength of the course; the length and time-consuming nature of the course were considered weaknesses by some.

Conclusion:

Learning 2.0-style courses, though demanding time and self-motivation from participants, can increase knowledge of Web 2.0 tools.

Highlights

  • Course participants'' knowledge of Web 2.0 tools increased significantly.
  • Medical Library Association members liked the online course format, particularly the hands-on exercises and self-pacing.
  • There was no significant difference in course completion rate or course satisfaction among participants from academic, hospital, or other library settings.
  • Few survey respondents pointed specifically to workplace technology blocking as a reason for non-completion, though this underestimates the effect of such blocking on hospital and corporate library staff.

Implications

  • MLA members appreciate having online continuing education (CE) courses. New short, online CE courses were developed based on the findings of this survey.
  • Hands-on exercises may improve learning and increase motivation.
  • Time and self-motivation are necessary for completing online courses.
  相似文献   

18.
Web网是个巨大的、杂乱无章的数据库,图书馆的任务就是要将其变为我们所需要的Web网－－一个数字化的图书馆。它必须具备五个要素;有选择的馆藏,便利的、开放性的检索途径,组织化的资料,珍品收藏和用户助手  相似文献   

19.
This study investigates and analyzes the factors affecting customer relationship management (CRM) practices in Thai academic libraries. The research conceptual framework focuses on factors affecting CRM practices was developed using Combe (2004)’s study on assessing CRM strategies. Mixed methods, qualitative, and quantitative approaches were used as a research methodology. Data was collected by using the interview and survey techniques with the administrators, staff and customers of six selected academic libraries in Thailand. Analysis of the data was done by using Pearson’s correlation coefficient, factor analysis, and multiple regression analysis. The results of the study show that factors that have statistically significant impact on CRM practices in Thai academic libraries at 0.05 level were: (1) the knowledge and understanding of CRM of library staff and leadership of library administrators (Beta = 0.762), (2) organizational culture and communication (Beta = 0.323), (3) customer management processes (Beta = 0.318), (4) technology for supporting customer management (Beta = 0.208), and (5) channels for library services and communications (Beta = 0.150). The knowledge and understanding of CRM of library staff and leadership of library administrators which include the perception and awareness of service quality focusing on customer relationship is a key to library success. Important factors also include the acceptance and support of the use of CRM in the library, the clear vision and mission about using CRM in the library strategic plan, the knowledge and understanding of library staff on CRM processes, customer characteristics, and behaviors. The organizational culture and communication factors involve the creation of the CRM cultures of working in the library, good teamwork, cooperative and clear working agreements, clear roles and responsibilities, good communication between library staff, cross library functional integration, and performance evaluation and development. The customer management processes factor includes recording and registration of customer profiles, customer analysis and classification, services to individual customers, services to expected customers, and continual customer interactions. The technology for supporting CRM factors includes communication technology, information technology, and operations support technology. The channels for library services and communications factors can be direct channels, such as a service counter and self-circulation service, and indirect channels such as telephone, call center, email, personal web, library web, and social networking technology. Suggestions for academic libraries on the development and implementation of CRM in libraries are: (1) CRM must be included in the library strategic plan; (2) CRM must be a key strategy for the improvement of library service quality; (3) library administrators must have strong leadership for achieving the effectiveness of CRM practices in the library; (4) library staff must have good knowledge and understanding of CRM and its link to the library service quality improvement; (5) the working cultures for CRM effectiveness such as teamwork, cross functional work, and good communication between staff must be encouraged and practiced in the library; and (6) technology must be fully supported for CRM in the library.  相似文献   

20.
Over the past 2 years, shelf-ready services, the outsourcing of cataloging and processing services, has become the hot topic in the library world. This article examines the implications of shelf-ready service, both operationally and organizationally, for both library and vendor. Using the format of a dialog between librarian and vendor, the article discusses the following questions: Why are you interested in contracting for (or providing) these services? What do you hope to gain? What are the stumbling blocks to implementing a shelf-ready program? What is the impact on workflow and staffing in your organization? How many and what kinds of jobs are affected? How do library/vendor responsibilities change when shelf-ready procedures are applied to an approval plan … to firm orders … to standing orders? How can quality control be assured? Which errors really matter? Are the same standards applied to vendor staff as to in-house staff? How are standards affected by shelf-ready? How do both library and vendor know when they’re “ready for shelf-ready” in a given situation?  相似文献   

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