Many factors influence library organization. Among the most important are the nature and purpose of the institution, size, growth rate, space, and cost. (Author)

Discussion deals with the library environment under Theory Y administration, the drawbacks of management by committee, whether librarianship is really a profession, the collegial organization of libraries at academic institutions, the management of change, and the changes of bureaucracy with a strong, central administration. (JAB)

For the academic library director there is a multitude of expectations derived from diverse and often conflicting individuals and groups with whom this individual is concerned. Utilizing the framework of role theory, this study describes and analyzes the role of the library director. (Author/AP)

Discusses the importance of strategic planning in academic libraries. Topics addressed include the culture of the research institution, benefits of strategic planning, empowerment of the library through planning, and a framework for the planning process. Examples of planning from two university libraries that involved staff, faculty,…

Provides a theoretical overview of decision-making models which are applicable to libraries; presents a framework for comparing the rational, political bargaining, and garbage can models; describes a case study that applied the models to a decision regarding an academic library governance system; and discusses strategies for library managers for…

Discussion of the attitudes of academic administrators toward academic libraries focuses on a study of 36 liberal arts colleges that was conducted to determine whether results of an earlier study that indicated negative attitudes were still valid in 1988-89. Recommendations for improving the relationship between college deans and library directors…

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)

Argues that problems of managing coexistence of collegial and hierarchical governance structures in university libraries may include accountability, lack of organizational flexibility, time requirements, communication between structures, lessening of librarian's interest in function of line management, potential for goal conflict, and lack of…

Findings of a study conducted at four university libraries support Hage and Aiken's theory that, while the relationship between the structural variability complexity and rate of innovation is positive, it is negative for centralization, formalization, and stratification. The methodology, with some modifications, was shown to be transferable.…

Summarizes the development of a library staffing formula for Virginia academic libraries that meets resources constraints and accepted library standards. References are provided. (RAA)

This paper examines the current rate of change in university libraries and makes projections of future rates of change. Highlights include technological innovations, change models (particularly the Stages of Growth organizational change model), organization and administration of university libraries, and implications of change for librarianship.…

Discusses a new library "ecology" in which interdependence is the dominant force, and the establishment of new operating mechanisms (e.g., a national periodicals center and a national library agency). The need for better ways to set basic policies and a more scientific method of management are also considered. (Author/JD)

Argues that performance measures for student employees in academic libraries should set expectations for their performance and become management tools to motivate, evaluate, and reward them. Management literature on full-time employees is modified to fit students' needs, i.e., that they are part-time and not necessarily motivated by the work…

Describes a survey that evaluated time management practices among directors of large academic libraries. Factors such as the ability to delegate authority, leadership style, and the most common time wasters are discussed, and topics are suggested for further research. (19 references) (Author/CLB)

Written from perspective of the president of a graduate research-oriented university, the author explores nature of the academic library, its size and structure, retrenchment as it affects acquisitions and services, and issue of who makes decisions concerning the library. Space and budgetary problems at the University of Oregon are discussed.…