Library management styles and structures: a need to rethink?

Abstract

The situation in libraries has changed dramatically in the last few years. The range of skills required is greater than ever, but many of these are not library skills; they are in computing, systems design, marketing and so on. Staff have to learn to think and live in different ways. Greater flexibility, a different balance between middle- and lower-level staff, and a less rigidly hierarchical structure should result in a much more effective organization. Whereas, in the past, processes have dominated, now there is a need to identify what the market wants, that is, products the library should be offering. It is no longer enough for librarians to know how much they are spending; they need to know how well they are performing. Flatter structures, which can be implemented within a grade hierarchy, would help to achieve the necessary changes. A 'staff requirements audit' should be carried out to determine how many staff, at what level, and with what skills, are needed in the future. Greater delegation can start at any time. Strategic planning can be a good way for staff to learn new skills and attitudes and to handle change.