Discusses ways to reorganize private libraries in order to provide better services to users. Specific suggestions are provided for analyzing the library, its staff, and its services, to determine the extent of reorganization needed and to implement change in a manner most suited to the special environment of the private library. (Author/EM)

An integrated library record-keeping system introduced ten years ago is still viable. Unanticipated fringe benefits have been interspersed with an occasional unanticipated faux pas. Computer costs, equipment requirements, and the possibilities for the future are covered. (2 references) (Author)

The manager of a corporate library describes five strategies for special libraries to increase services and resources without increasing staff or budgets: automation, reorganization, using temporarily available employees, using in-house services, and participatory management. (Author/EM)

The inventory of a special library collection imposes an appreciable work load on the library staff. It should be done only after careful planning and after the users have been advised of the necessity of the activity and the procedures to be followed. The inventory procedure in a mechanized library is described. (Author/NH)

A system of ordering library materials efficiently, quickly and at low cost is presented. The procedure bypasses purchasing departments and helps reduce acquisitions time by authorizing direct ordering by the library. Forms and procedures used are discussed. (1 reference) (DH)

Problems encountered by librarians in developing and living with a budget are described. PPBS (Planning-Programming-Budgeting Systems) is shown to be the most effective method of budgeting to insure acceptance and adequate funding of the library's facilities and activities. (46 references) (Author)

Librarians have an alternative to providing library services with their own resources. The alternative is to purchase these services from outside contractors. The library manager must carefully consider several service and economic factors along with the range of available services. (7 references) (Author/DH)

Enumerates principles and practices helpful in improving library administration while coping with budget cuts. (PF)

Four cooperative library system models are identified: a) bilateral exchange, b) multilateral pooling, c) dual-service common-output, d) service-center or facilitating participant; a) and d) are considered in detail. (Author/DH)

Summarizes the budgeting methodology followed at one Canadian university faced with making budget cuts to achieve a balanced budget. The article focuses on the business library component, providing the major results of the process as well as discussing the problems encountered, the benefits, and the drawbacks. (Author)

Discusses the cost-billing procedures implemented by a private company library. Formulae for billing are explained in the context of provision of commercial services at competitive market prices within a balanced budget. (JKP)

Categorizes corporate libraries as service organizations and discusses organizational funding of libraries and the responsibility of the librarian within this context. The use of program budgets as negotiated contracts between the library and the organization in response to budget cuts is described. (CLB)