skl semua chap.pdf

WEEK 1 INTRODUCTION TO INFORMATION SERVICES AND FACILITIES CONTENT 1. Intro to information services 2. Intro to Information facilities 3. Into to Information services management.  Information services management in libraries. 4. Case Study-Universiti Sains Islam Malaysia (USIM) Library. INFO...

WEEK 1 INTRODUCTION TO INFORMATION SERVICES AND FACILITIES CONTENT 1. Intro to information services 2. Intro to Information facilities 3. Into to Information services management.  Information services management in libraries. 4. Case Study-Universiti Sains Islam Malaysia (USIM) Library. INFORMATION SERVICES  Information service is a service which provides information (Collins Doctioary, 2018).  a service providing information.  The term “information service” means the offering of a capability for generating, acquiring, storing, transforming, processing, retrieving, utilizing, or making available information via any means.  What is information services examples?  These include libraries, computing services, archive services, and information support services. INFORMATION FACILITIES  Information facilities are buildings, pieces of equipment, or services that are provided for information services purpose (Collins Doctioary, 2018)  Examples in libraries:  Circulation counter, Self Check Machine. Open Reading Area.  OPAC Terminals (Online Public Access Catalog) (User Guide)  Open Reading Area, Private Reading Area, Reference Desk.  Discussion / Meeting Room.  E.g. The main function of any academic library facilities is to provide services that will enhance research and scholarship. INFORMATION SERVICES MANAGEMENT The set of activities that can help manage the information and services delivered to end-users. Apply basic principles of management concepts, practices and models to information service management practice in order to the best practice of information service management. The application of principles of management is the management of an information organization. Management of organization include the organization itself and information professionals. For example; management of libraries includes libraries itself and information professionals. INFORMATION SERVICES MANAGEMENT IN LIBRARIES  Library or information services are apart of a wider organization, their management practice will be influenced by that organization setting, whether the setting is a university, a local authority or a business organization.  Library management is concerned with managing people, services, information, collections and resources, and finance.  In 21st century, information service is no longer delivered only through the library building and staff only, but it may be remote. Library can also be virtual library- apply online information service delivery or hybrid library-apply multi-channel information service delivery.  Library and information services in the 21st century faces a number of challenges that include managing digital resources and achieving a balance between the access and archive function that is a key issue for all information service managers. LIBRARY DIVISION The division usually leads by a Senior Librarian and comprises of sub divisions or units. The Management Division is responsible for library administration in general. The division leads by a Senior Librarian See example: The library of Federal University of Technology, Akure (FUTA) https://lib.futa.edu.ng/home/1939 (CONTINUES…)INFORMATION SERVICES MANAGEMENT IN LIBRARIES Reduced costs Improved services Improved customer satisfaction Standards and guidance Improved productivity Improved skills and experience Improved delivery The skills of librarians and information specialists are essential to identify, control, organise and make accessible the ever-increasing amounts of information available in paper, digital and multimedia formats. CASE STUDY-USIM LIBRARY LIBRARY USIM DIVISIONS (http://lib.usim.edu.my/library-divisions-functions/) MANAGEMENT & CORPORATE RELATIONS DIVISION The Management Division is responsible for library administration in general. The division leads by a Deputy Chief Librarian and comprises of 2 units that are Administration Unit and Corporate Communication Unit.  LIBRARY USIM DIVISIONS : INFORMATION SERVICE DIVISION (http://lib.usim.edu.my/library-divisions-functions/) INFORMATION SERVICE DIVISION The service division is mainly focusing on providing services and facilities such as reference service, circulation service, etc. It is also responsible for promoting the services and facilities to users. The division leads by a Deputy Chief Librarian and comprises of 4 units that are Reference Unit, Circulation Unit, Research Unit, and Multimedia Unit. Functions of Reference Unit Management of reference services Management of Inter Library Loan (ILL) service Management of library exhibition & Intellectual Acculturation Program Management of user education classes Management of reference service to external libraries Management of faculty’s liaison officers services Management of Seminar Room’s & Computer Lab’s reservation LIBRARY USIM DIVISIONS : INFORMATION SERVICE DIVISION (http://lib.usim.edu.my/library-divisions-functions/) Functions of Circulation Unit: Management of circulation services Organizing of materials on the shelves Management of Carrel and Discussion Room’s reservation Management of lockers usage Management of library membership (internal & external) Management of circulation counter personnel Management of fine collections LIBRARY USIM DIVISIONS : INFORMATION SERVICE DIVISION (http://lib.usim.edu.my/library-divisions-functions/) Functions of Multimedia Unit: Management of circulation services on multimedia materials management of Internet Zone Management of duplication process of multimedia materials Management of Audio and Theater Room’s reservation Function of Research Unit: Management of USIM’s research data *****Please search the USIM Library website to explore other divisions An example of a university library and division libraries. INFORMATION SERVICES & FACILITIES USIM LIBRARY Facilities: SELFCHECK MACHINE BOOK DROP MACHINE INTERNET & MULTIMEDIA ZONE AUDIO ROOM THEATER ROOM COMPUTER LAB Etc http://lib.usim.edu.my/ma in-library-facilities/ MAPPING OF INFORMATION SERVICES AND INFORMATION FACILITIES IN USIM LIBRARIES Information Services Information Facilities Library Collections (print/electronic materials) Print materials-Library website (OPAC), Bookshelves Electronic materials-Library website, Internet and Multimedia Zone, Audio room Circulation Service Circulation Counter, Self Check Machine, Book Drop Machine Online Renewal Library website, Internet and Multimedia Zone Book Request Through Online Library website, Internet and Multimedia Zone Document Supply Service Librarian User Education Programs Computer Lab Patron Advisory Desk Librarian Liaison Officers Librarian Library exhibition or program Seminar Room, Theatre room REFERENCES  Collins (2018). Collins English Dictionary. Retrieved September 25, 2018, from https://www.collinsdictionary.com/dictionary/english/information-service  Library of Universiti Sains Islam Malaysia (2023, March 27). Library of Universiti Sains Islam Malaysia. Retrieved March 27, 2023, from http://lib.usim.edu.my/  See example Central Library, IIT Delhi SKL3553 Information Services and Facilities Input 2 INFORMATION ORGANIZATIONS Content 1. Information Organizations a) Information Professionals 2. International Information Organizations a) International Federation of Library Associations (IFLA) b) International Council on Archives (ICA) c) International Labour Organization (ILO) d) International Standards Organization (ISO) e) United Nations Educational, Scientific and Cultural Organization (UNESCO) f) World Health Organization (WHO) g) World Intellectual Property Organization (WIPO) 3. Malaysian Information Organizations a) National Library of Malaysia b) National Archive of Malaysia c) National Museum of Malaysia d) Others Information Organizations What is Information Organizations Organizations, institutions, and agencies involved in production, dissemination, and management of knowledge. These integral systems provide innovative products and services that favour the desires of the customers. Organizations and institutions that manage information, knowledge, technology, and people in the society.  Information Organizations There are many different types of information organizations, where each of these information organizations have different communities, and within those communities specific user groups. Their activities are unique to those user groups but they share some common objectives and common processes. They also frequently work in partnership both with other information organizations, or other organizations, such as schools, voluntary groups, advice centres and other health service information agencies. Information is critical to the achievement of the social, educational, professional and business goals of these various user communities.  Information Organizations Information services variously help to: 1. Bridge the digital divide, empowering those with poorer access to digital resources than others. 2. Enable the independent learning of students, workers and the retired and, indeed, anybody. 3. Support evidence based decisions, through the sharing of research and practice- based data in support of scientific, professional and technological developments. 4. Counter information overload in a data-rich but knowledge-poor society, evaluating and filtering data and information. 5. Retrieve information from wherever it may be found, including documents, databases and experts. 6. Manage data, information, knowledge and intellectual capital in support of the learning of individuals, teams, organizations and communities.  Information Professionals Information professional is used to describe similar and sometimes overlapping professions, such as: ◦ Librarians ◦ Archivists ◦ Information managers ◦ Information systems specialists ◦ Information scientists ◦ Records managers ◦ Information consultants ◦ ****the terminology differs among sources and organizations. Information Professionals What is the importance of information professional? The Information Professional must guide users in information gathering, information skills and tools, organizing information resources, research strategies, basic reference works, accessing information and many more. Technology is far ahead of information literacy education. Information Professionals Top Skills Information Top Characteristics Information Professionals Need to Professionals Need to Succeed Succeed  Curious Advocacy/Politics....  Innovative  Adaptable Collaboration....  Sociable/easy going  Good communicators Communication/People  Effective team members Skills....  Conscious trainers  Careful Creativity/Innovation....  Supportive service deliveries Critical Thinking....  Meticulous with detail  Forward thinkers (seeing wider horizon) Data Analysis.... Flexibility.... Leadership.  Information Professionals Why should I become an information professional? Doctors and nurses need to know the latest medical findings. Children and teachers need support for the National Curriculum, lawyers have to be informed about case law, business has to have the gen on International Trade Agreements, the Public want to know what’s the best read, Parliament needs facts to debate properly, Governments has to know what’s going on. (www.cilip.org.uk/jobs_careers.html) International Information Organizations International Federation of Library Information Organizations (IFLA)  Located in The Hague, The Netherlands, IFLA was founded in Edinburgh on 30 September 1927 during the International Congress of Libraries (the 50th Anniversary Conference of the British Library Association).  The Federation was one of the first international non-profit, non-governmental organizations aiming to further the cause of librarianship.  Its primary function was to provide librarians throughout the world with a general forum for international contacts and exchange of ideas and experiences, principally in the field of bibliography.  IFLA's purpose is to promote international understanding, cooperation, discussion, research and development in all fields of library activity, including bibliography, information services and the education of personnel, and provide a body through which librarianship can be represented in matters of international interest.  International Council on Archives (ICA)  ICA is located in Paris, France, was founded 1948, at a meeting convened by UNESCO, ICA was formally established at its first international congress held in Paris two years later.  ICA is a non-governmental organization, acting internationally, which is concerned with archives and their role in: 1. the conduct of public and private activities. 2. the protection of individual rights. 3. the advancement of human knowledge and culture.  Its admitted in the category of consultative and associate relations with UNESCO and also cooperates with other international organizations in implementing projects of common interest. ICA's fundamental aim is to promote the preservation, development and use of the world's archival heritage.  ICA brings together archivists across the world to share information, to strengthen the development of the archival profession, and to raise awareness and appreciation of the importance of archives. ICA has some 1350 members in over 150 countries, in the following 5 categories: a)National archival institutions, b)Professional associations, c)Regional and local archival institutions, both public and private individual members, d)Honorary members.   International Labour Organization (ILO)  It was founded in 1919 and is the only surviving major creation of the Treaty of Versailles which brought the League of Nations into being and it became the first specialized agency of the UN in 1946.  ILO is the UN specialized agency which seeks the promotion of social justice and internationally recognized human and labour rights.  The ILO formulates international labour standards in the form of Conventions and Recommendations setting minimum standards of basic labour rights: freedom of association, the right to organize, collective bargaining, abolition of forced labour, equality of opportunity and treatment, and other standards regulating conditions across the entire spectrum of work related issues.  It provides technical assistance primarily in the fields of vocational training and vocational rehabilitation; employment policy; labour administration; labour law and industrial relations; working conditions; management development; cooperatives; social security; labour statistics and occupational safety and health.  It promotes the development of independent employers' and workers' organizations and provides training and advisory services to those organizations. International Organization for Standardization (ISO)  The International Organization for Standardization (ISO) is a worldwide federation of national standards bodies from some 100 countries, one from each country.  ISO is a non-governmental organization established in 1947.  The mission of ISO is to promote the development of standardization and related activities in the world with a view to facilitating the international exchange of goods and services, and to developing cooperation in the spheres of intellectual, scientific, technological and economic activity.  ISO's work results in international agreements which are published as International Standards. United Nations Educational, Scientific and Cultural Organization (UNESCO)  Located on the Place de Fontenoy, in Paris, the main building which houses the Headquarters of UNESCO was inaugurated on 3 November 1958.  UNESCO develops educational tools to help people live as global citizens free of hate and intolerance.  UNESCO works so that each child and citizen has access to quality education.  By promoting cultural heritage and the equal dignity of all cultures, UNESCO strengthens bonds among nations.  UNESCO fosters scientific programmes and policies as platforms for development and cooperation.  Serving as a laboratory of ideas, UNESCO helps countries adopt international standards and manages programmes that foster the free flow of ideas and knowledge sharing.  It seeks to build peace through international cooperation in Education, the Sciences and Culture.  UNESCO's programmes contribute to the achievement of the Sustainable Development Goals defined in Agenda 2030, adopted by the UN General Assembly in 2015. World Health Organization (WHO) Founded in 1948, the World Health Organization leads the world alliance for Health for All. A specialized agency of the United Nations with 191 Member States, WHO promotes technical cooperation for health among nations, carries out programmes to control and eradicate disease and strives to improve the quality of human life. WHO has four main functions: 1. to give worldwide guidance in the field of health, 2. to set global standards for health, 3. to cooperate with governments in strengthening national health programmes, 4. to develop and transfer appropriate health technology, information. World Intellectual Property Organization (WIPO)  The World Intellectual Property Organization (WIPO) is an intergovernmental organization with headquarters in Geneva, Switzerland.  It is one of the 16 specialized agencies of the United Nations system of organizations.  WIPO is responsible for the promotion of the protection of intellectual property throughout the world through cooperation among States, and for the administration of various multilateral treaties dealing with the legal and administrative aspects of intellectual property.  Intellectual property comprises two main branches: 1. industrial property, chiefly in inventions, trademarks, industrial designs, and appellations of origin; and 2. copyright, chiefly in literary, musical, artistic, photographic and audiovisual works.  Malaysian Information Organizations  National Library of Malaysia https://www.pnm.gov.my/  National Library of Malaysia is located at Jalan Tun Razak, Kuala Lumpur. ◦ The main function of the National Library of Malaysia is divided into three (3) activities. Each activities are supported by sub-activity or division in order to achieve its goals and objectives of the National Library of Malaysia. (a) Management Activity (c) Library Services Activity Management Service and Human Resource Information and References Service Corporate Service Branch and Community Library Human Capital Development National Digital Library Information Technology Integrity (b) Library Development Activity Information and Knowledge Infrastructure Resources Development National Digital Library  National Archive of Malaysia http://www.arkib.gov.my/en/web/guest/home  National Archive of Malaysia is located at Jalan Tuanku Abdul Halim (Jalan Duta), Kuala Lumpur.  The objectives of the National Archive are: 1. Improve efficiency and awareness of civil servants with regard to Record Management through the enforcement of the National Archives Act 2003 (Act 629) to ensure that records are managed in a systematic and cost-effective according to the standards set. 2. Acquiring archival materials with eternal value, save and preserved in accordance with the principles and standards set as a reference and national heritage. 3. Communalizing archival materials through advocacy programs to enhance the appreciation of the history of the country towards the establishment of the identity of Malaysia.  National Museum of Malaysia http://www.muziumnegara.gov.my/  National Museum of Malaysia is a beautiful building featuring traditional Malay architecture and stands majestically in the heart of Kuala Lumpur as a national treasure. National Museum of Malaysia which was upgraded in 2008 shows an interesting and interactive medium for visitors to explore the history of Malaysia starting from the prehistoric era until now.  National Museum of Malaysia is headed by a Director and placed under the administration of the Department of Museums Malaysia, Ministry of Tourism and Culture.  The objectives of the National Museum of Malaysia are: 1. Conduct museum activities such as research, collect, record and publish all the heritage of the country's history. 2. Exhibit and enhance the country's historical heritage artifacts for the purposes of public education towards national identity and nation-building and; 3. Ensure the museum as one of the country's tourism product. Others Other information organizations in Malaysia: 1.Libraries in universities, colleges, states, villages, school and others. 2.Information centres in Government, Private or NGOs. References American Library Association (ALA). (2023). List of International Information Organizations. Retrieved March 29, 2023 from https://www.ala.org/aboutala/offices/iro/intlassocorgconf/international National Museum. Department of Museums Malaysia (2023). Official website of Muzium Negara. Retrieved March 29, 2023 from http://www.muziumnegara.gov.my/ National Archive of Malaysia (2023). Official Portal National Archive of Malaysia. Retrieved March 29, 2023 from http://www.arkib.gov.my/en/web/guest/home National Library Malaysia (2023). Official Portal National Library of Malaysia. March 29, 2023 from https://www.pnm.gov.my/ SKL3553 Input 3 LIBRARY AND INFORMATION CENTRE AS INFORMATION ORGANIZATION Content 1.Library and Information Centre as Information Organizations 2.National Library 3.Public Library 4.Academic Library 5.School Library 6.Special Library/Information Centre  Library and Information Centre as Information Organizations There are many types of information organizations and the most popular among all is library. There are mainly 5 types of libraries in the world that are: 1. National library, 2. Public library, 3. Academic library, 4. School library, 5. Special library/Information Centre. Different types of libraries offers different types of information services and facilities to suits its user needs. 2. National Library Many countries have national libraries including Malaysia-National Library of Malaysia. National libraries have a significant role in building and maintaining a record of documents published in their country and beyond, and making this often significant collections available users, many of whom will interact with the library and its services remotely, and sometimes through other university or public libraries. Their collections includes books, pamphlets, magazines, newspapers, microforms, ephemera, manuscripts, pictures, photographs, maps, sound recordings and moving images, as well as significant and growing archives of electronic resources. 2. National Library https://www.pnm.gov.my/ Figure 1: A National Library Homepage (Source: National Library Malaysia, 2023) 3. Public Library Public libraries are established in many parts of the world where the main function of public library is to provide the general public with access to books, periodicals and other publications for their educational, cultural and recreational needs, where the extent of collections and services varies between countries depending on resources available. Many public libraries have websites where these are a useful source of information on the nature of service delivery in different parts of the world. Figure 2: Perbadanan Perpustakaan Awam Selangor https://www.ppas.gov.my/ (2023) 3. Public Library Most public libraries operate through a headquarters or central library, a series of branches, a mobile library service, and services for specific groups of users. Central libraries are typically located in urban areas such as town or city centres and have a more extensive specialist stock and range of services; administrative, processing and management functions are often located at central library. Central libraries may have special business, reference and information, and local studies collections. Branch libraries serve their local communities, through information services, loans of books, CDs, videos, DVDs and other resources, host art exhibitions and events, run sessions for children, hold special resources and provide services for ethnic communities, and support local clubs and societies in various ways. Mobile services take a limited range of information service and resources to location remote from branches, and home library services may deliver a service to those with limited personal mobility. 3. Public Library Public libraries are being expected to respond to social, economic and technological changes in society that include: 1. Changes in working patterns, 2. Increased leisure time 3. The spread of leisure over seven days a week and almost 24 hours a day, 4. The rapidly increasing significance of the internet and world wide web, and public demand for access to these resources, 5. Increased government interest in the role of libraries in supporting initiatives such as lifelong learning, access for all to information. 3. Public Library/Information Centre L45 KU RAU C OM MU NIT Y LIBR ARY, BA N GSAR 3. Public Library Figure 3: A Public Library Homepage (Source: Negeri Sembilan Public Library Corporation, 2023) 4. Academic Library The higher education sector, including universities and colleges, supports learning at undergraduate (degree), and postgraduate (Masters and Doctoral) levels. Most higher education institutions emphasis on ‘third-mission’ activities designed to promote knowledge exchanged, transfer and creation with business and other organizations. Library and information provision in universities needs to be designed to support teaching, learning, research and other activities across a wide range of discipline areas, and for a diverse range of users that include students, academician and staff in the higher education institutions. Controls on university libraries derive from the funding regime of their parent university. In these institutions funding, standards and quality management for information services will be determined through the political process that determine the allocation of resources for competing priorities in the university. The level of resource allocation impacts on the quality of the information service. 4. Academic Library The primary responsibility for maintaining the standards and reputation of higher education, including their library and information services, rests with the higher education institutions. Periodical quality assessment is also needed in this matter. Universities are required to develop a rolling strategic plan that includes reference to information and learning resources strategies. Digital resources and digital learning platforms have made it much easier to deliver access to information resources to support distant leaning, and to integrate such access into the distant learning experience. 4. Academic Library Figure 4: An Academic Library Homepage (Source: University of Malaya Library, 2023) 5. School Library Library provision in schools is widely recognized to have an important role in supporting learning through promoting literacy, encouraging students to enjoy reading, and supporting the development of information literacy skills such as elementary information retrieval, comprehension, information organization and presentation. At primary school level, the school library is often poorly resourced or non- existent, with a limited collection of resources. It is too often located in a corridor or other ‘corner’, and sometimes may be barely organized and poorly controlled. Too often the quality and extent of the resource is dependent on donations and voluntary staffing, with possibly one member of teaching staff having a general overview of the collection. At secondary school level, are generally better resourced and organized, although even in this sector practice varies. 5. School Library Minimum requirement for school library: 1. Dedicated space, with desk and chairs for study space, 2. Some computers for independent study use, 3. Collections-Books, Magazine, Newspapers, Newsletters and Multimedia resources, 4. All collections catalogued and classified, 5. Items are appropriately Figure 5: Pusat Sumber Sekolah (PSS) Sekolah Kebangsaan shelved. (SK) Pak Ba (SKPB) (Source: New Straits Times Press (M) Bhd, Pusat sumber SKPB gaya kontemporari. Ogos 6, 2020) 5. School Library Advanced requirement for school library: 1. Small computer-based library management system, 2. Training literature and sessions for students, either independently or working with teachers in class time, 3. A professional librarian on a full- or part-time basis is necessary to maintain this level of service, and to work effectively with teachers to ensure that the library supports learning, 4. Student volunteers who may assist and learn at the same time. 5. School Library Example of collections development from ‘English School Library’ in United Kingdom for government’s literacy programmes are as follows 1. Fiction collections, 2. ‘Guided reading’, 3. Genre collections, 4. Books of fairy and folk tales, 5. Author studies, 6. Poetry, 7. Web-based resources to support students learning. 5. School Library Figure 6: A School Library Homepage (Source: SK Teluk Ketapang, 2023)  6. Special Library/Information Centre Work place libraries, often described as ‘special’ libraries or information services, are instituted and designed to meet the specialized needs of specific user communities. Many such information services exist in business organizations, such as management consultancies pharmaceutical research organizations, market research agencies and legal advices centres. A number also fall within the public or voluntary sector. This group includes: 1. Government libraries, such as those of governments departments and ministries, in area such as defence, international affairs, trade and industry, and the environment. 2. Medical and healthcare library and information services. 3. Research council libraries. 4. Professional body libraries, including those of professional associations, learned societies, trade unions and employers’ bodies.  6. Special Library/Information Centre Business and other organizations have become increasingly aware of the significance of information and knowledge assets and the basis of competitive advantage where they have embrace the philosophies, culture and technologies of knowledge management. The primary group of users is other members of staff of the same organization, or organizational members. Information services are generally much smaller than university or public libraries, and some are ‘one-person’ services. Some services also offer some access to broader publics. These information services are united in their need to define and continuously evolve the scope of the information offered to users, and to demonstrate impact through working in partnership with others in the organization. Digitization has also affected this type of library. Some even subscribe subject-based databases and electronic journals. This enable remote electronic information services to be offered users globally.  6. Special Library/Information Centre Staffing roles and structures are likely to be influenced by the cultural and structural approach adopted by the parent organization. Staff delivering such services often apply subject expertise (in, say, healthcare, science or defence) together with their expertise as information professional. Currency and intelligence are pivotal, some of which will be derived from personal contacts rather than documentary information sources. Staff may be involved in the interpretation of information and the preparation of reports. Functions such as translations and the management of intellectual property rights may also be closely aligned with the provision of information services. 6. Special Library/Information Centre Syed Muhammad Naquib al-Attas Library (SMNA) @ Taman Duta, Kuala Lumpur SMNA Library was established in 1987 by the luminary scholar of its namesake and belongs to the International Institute of Islamic Civilisation & Malay World (ISTAC). The academic library holds a collection of books in Islamic and western languages. It also keeps rare manuscripts and 12 private collections, among others. However, it may not be opened to the general public. Address: International Islamic University Malaysia (IIUM), 24, Persiaran Tuanku Syed Sirajuddin, Taman Duta, 50480 Kuala Lumpur, Malaysia. Operating hours: 9AM - 5PM (Monday to Friday) Summary Summary Academic libraries serve colleges and universities. Public libraries serve cities and towns of all types. School libraries serve students from Kindergarten to grade secondary schools. Special libraries are in specialized environments, such as hospitals, corporations, museums, the military, private business, and the government. References American Library Association (ALA). (2023). List of International Information Organizations. Retrieved March 29, 2023 from https://www.ala.org/aboutala/offices/iro/intlassocorgconf/international National Museum. Department of Museums Malaysia (2023). Official website of Muzium Negara. Retrieved March 29, 2023 from http://www.muziumnegara.gov.my/ National Archive of Malaysia (2023). Official Portal National Archive of Malaysia. Retrieved March 29, 2023 from http://www.arkib.gov.my/en/web/guest/home National Library Malaysia (2023). Official Portal National Library of Malaysia. March 29, 2023 from https://www.pnm.gov.my/ SKL3553 Input 4 & 8 PLANNING AND MANAGING INFORMATION SERVICES AND FACILITIES Content 1. Processes in Information Organizations a. Operational Processes b. Strategic Processes  1. Processes in Information Organizations  The theme of processes divided to two levels: 1. Operational 2. Strategic. At the operational level, the focus is on the processes that make appropriate and relevant resources available to users. At the strategic level, the focus is on overall direction for the information service and, more widely, for information policy and strategy within organizations and society. Library managers are responsible for strategy and planning, and typically manage others who are responsible for the day-to-day execution of operational processes. 1. Processes in Information Organizations The strategic plan is created at the corporate- level by top-level management, like the CFO and CEO. It as serves as the guiding light for business operations and operational plans. An operational plan outlines the day-to-day activities of an organization at the project, business unit, functional, or department level. 1a. Operational Processes Operational processes form the basis of many of the job roles in an information organization, and the information manager is charged with the effective execution and co-ordination of these processes. Different aspects of management processes will impact variously on these operational processes. These processes focus on identification, selection and making accessible of documents and other information resources. Most of the stages are executed with the assistance of a computer-based library management system, which records transactions in relation to individual items or documents at each stage of these cycle. The balance between these stages depends on the nature of the organization and its services. Each of these stages relates to both printed and digital resources, although the components processes are different for these two categories of resources. Figure 1 shows the operational library management processes. 1a. Operational Processes Figure 1: Operational Library Management Processes 1a. Operational Processes 1. Establishing and reviewing scope of service-Information Services & Information Facilities Review existing information services in the library & decide whether still need it or not Yes?-Need improvement or not? (If need improvement, construct improvement plan & Go to Process 2) No?-Terminate service Review latest trend of information services & decide whether needed in library or not Yes?-Buy/subscribe the service (Go to Process 2) No?-No need to buy/subscribe the service 1a. Operational Processes 2. Evaluation and Selection-Information Services & Information Facilities Examine user’s need Examine suitable information services and rank them Examine library’s budget and choose to buy/subscribe the most needed information services, while the rest can be put as KIV 3. Acquisition, ordering and contracting-Information Services & Information Facilities Buy/subscribe information services 1a. Operational Processes 4. Creating records and access links-Information Services & Information Facilities Cataloguing and classification process 5. Making information resources available-Information Services & Information Facilities Upload information resources to OPAC, online databases and others 6. Managing and supporting access-Information Services & Information Facilities Monitor user-based activities for information services and facilities 1a. Operational Processes  There are 6 operational processes in a library as follows: 1. Establishing and reviewing scope of service  A mission and corporate objectives need to be established for an organization.  This is a strategic process, but it forms the foundation for the establishment of the scope of the service, with regard to the resources to be included in terms of subject (e.g. physics, social care, gardening), level (e.g. general public, children’s, research) and form (e.g. books, journals, electronic journals, web resources, music, artworks).  Traditionally such scope definition would be described as the collection development criteria. 1a. Operational Processes 2. Evaluation and selection of information resources  This process involves the identification of potentially relevant resources, through web scanning, book selection tools made available by book suppliers, monitoring announcements of new journals, and scanning a variety of other sources of announcements.  In open archive and institutional electronic repository contexts, this stage may also involve working with other partners inside or beyond the organization in designing documents for inclusion in an archive or learning platform.  Documents and other information sources will be selected for inclusion on the basis of selection criteria established in the previous process. 1a. Operational Processes 3. Acquisition, ordering and contracting of information resources  In the print world, this process focuses on the acquisition of print copies of books, journals, reports and other items.  These processes are facilitated by book suppliers and periodical subscription agents, who typically have information systems that link to the library’s management system, making it easier to conduct the processes of evaluation and selection, acquisition ordering and contraction, and creating records and access links.  For print documents, such as books, this stage involves the regular placing of orders to stock the collection. For electronic documents, this stage focuses on the establishment of any bulk licence arrangements or contracts which grant information service users the right to access the document.  For documents internal to the organization, such as reports or course materials, this stage should be interpreted as the stage at which the documents are quality assured. 1a. Operational Processes 4. Creating records and access links  Once an item has been selected for inclusion, a record of that decision needs to be made for both administrative and access purposes.  Again, for print documents, libraries need a unique record of all of the items that are added to the collection, and they need to be able to match the record to the item for administrative, inventory and insurance purposes.  They need similar administrative records relating to any electronic resources for which they have a contractual agreement.  In addition, a record of all resources, including print, electronic contracted resources (such as image collections or electronic journals) and web resources to which links might be provided, needs to be created for user access.  The processes described as cataloguing and classification generate records of documents or items, together with subject access keys such as keywords, subject descriptors and classification codes. 1a. Operational Processes 5. Making information resources available  Items are made available by adding records to databases and/or links to library web pages or portals (such as OPAC, online databases etc.).  This stage could be summarized as creating and maintain the information service portal so that it provide appropriate links to online catalogues, electronic newspapers, full-text databases, bibliographic databases, internet resources and digitized objects.  In applications where the library is involved with the creation of open archives or institutional electronic repositories, this stage might extend to the electronic publication of, for example, course materials, multimedia documents, preprints and research data. 1a. Operational Processes 6. Managing and supporting access  At this stage the focus shift from processing information resources to user- based activities.  This stage involves the management of user registration and authentication (authorization to access, for example, electronic resources), circulation control (for print materials) and user training and development.  Feedback from these processes is one source of input into the review of the service. 1a. Operational Processes  Mapping of Information Services and Information Facilities based on Operational Processes discussed. Information Services Information Facilities Library Collections (print/electronic Print materials-Bookshelves, Library materials) website (OPAC) Electronic materials-Library website, Internet and Mutimedia Zone, Audio room Circulation Service (manual, online Circulation Counter, Self Check Machine, renewal, book request through online, Book Drop Machine, Library website, documents supply service) Internet and Mutimedia Zone, Librarian User Education Programs (training, Computer Lap, Librarian, Seminar Room, patron advisory desk, liaison officers, Theatre room library exhibition/programs)  1b. Strategic Processes Strategic processes are designed to ensure that the information service has a clear direction and purpose, formulates objectives that make explicit the elements of adhering to a strategic direction, and has strategies for ensuring that objectives are achieved. Strategy involves attention to people issues, such as culture and leadership style, as well as quality management processes, finance and the allocation of resources and marketing. Strategic direction must be defined in relation to the contribution that the information service seeks to make, and is expected by various other stakeholders to make, to its community, university, college, school or research or professional group.  1b. Strategic Processes  This means that senior information service managers need to participate in wider information strategy and policy issues. Within organizations such as universities, local authorities and businesses, information service managers need to participate and sometimes lead in establishing objectives in areas such as communications strategy, information systems strategy, knowledge and information sharing and associated issues such as intellectual property, transparency, privacy, trust and data protection. In the wider societal context senior information managers, working with professional bodies and in partnership with other professional and community groups, need to be central to the development of information policy relating to issues such as learning, citizen empowerment, e-government, intellectual property, access and accessibility, and data protection legislation. References Bryson, B. (2017). Managing Information Services: A Sustainable Approach. Available at https://www.taylorfrancis.com/books/mono/10.4324/9781315593586/managing-information- services-jo-bryson SKL3553 Input 5 ASSESSMENT OF USER INFORMATION NEEDS Content 1.Users/Customers 2.Assessment of User/Customers Information Needs a. Identifying Users/Customers b. Determine Users/Customers Value c. Determine Users/Customers Satisfaction d. Learning about Users/Customers e. Creating User/Customer Groups and Profiles  1. Users Users in information organizations also sometimes called customers or stakeholders. The concepts of customer value and relationships are important in understanding the process of knowing customers. Collecting data and information on customers provides a basis for forming groups or segments of customers, so that it is possible to consider their different expectations, needs and value sets and to respond accordingly. 2. Assessment of User Information Needs It is compulsory for all information organizations including libraries to assess their user’s information needs. Justifications for conducting assessment of user information needs are as follows: a. Identifying users/customers, b. Determine users/customers value, c. Determine users/customers satisfaction, d. Learning about users/customers, e. Creating user/customer groups and profiles.  2a. Identifying Users/Customers Many information organizations have several stakeholder groups, including local government officers, the electorate, local and national businesses, political parties and pressure groups, in addition to the end-consumer, their families and friends. Each of these stakeholder groups has a different experience of the service, and all have different roles in service definition and the evaluation of service quality. For example, in education, although all stakeholders are concerned with the ‘end product’, they are concerned to varying extents with the process associated with the creation of the product. Employers and society in general are concerned primarily with the ‘product’ of the system, whereas students and arguably their families will also be concerned with the process.  2a. Identifying Users/Customers Also, many information services are offered as part of the wider service provision of their parent organization. For example, college libraries offer a component of the total service experience that a student undergoes in a college. The quality of the information service that teaching staff receive many indirectly affect their service delivery to the students. The provision of a service to such customers and the quality of relationships with them is, then, often central to efficient and effective operations within the organization, and accordingly customer service delivered by other parts of the organization.  2a. Identifying Users/Customers Table 1 suggest some terms for customers that maybe encounter in different contexts. Table 1: Some Terms for Customer (Source: Roberts & Rowley, 2004) 2a. Identifying Users/Customers However, the complexity in understanding the nature of the ‘customer’ for many library and information services makes it difficult to give a definite answer to the question of who customers are. Information service managers need to reflect carefully on which stakeholder or customer group they are seeking to reach with a specific service or communication. A process described as ‘stakeholder mapping’ can be helpful in identifying the key groups of stakeholders for information services. In terms of users, different groups of users have different needs and expectations, and these change over time. One of the factors that shape needs and expectations is their experience of the service, but this experience is delimited by their expectations. 2b. Determine Users/Customers Value Customer value is the customer’s evaluation of the difference between the benefits and costs of a marketing offer relative to those of competing offers. Customers form expectations about the value of various marketing offers on the basis of past experiences, the opinions of friends, and marketing and competitor information and promises. Loyal customers are important for organizations because they are more likely to continue to engage with the organization, through additional purchases, or regular usage. In addition, since they have a positive attitude towards the organization, loyal customers will promote the organization to others (known as word-of-mouth promotion). 2c. Determine Users/Customers Satisfaction A key contributing factor to customer value perceptions is customer satisfaction. Customer satisfaction is based on the products’ perceived performance relative to a buyer’s expectations. Marketing can influence satisfaction by communicating appropriate expectations; in other words, it is important not to promise what can not be delivered. Service agents such as library staff can influence satisfactions and performance, and thereby contribute to shaping customer satisfaction.  2c. Determine Users/Customers Satisfaction Established relationships with library and information service users, whether these are through face-to-face or digital channels build experience with the service. This experience can lead to learning on the part of the customer. They may be able to frame more precise questions to extract information from an online help-desk, or they may become more competent users of electronic journal collections. This in turn is likely to build customer satisfaction, and commitment to the service. 2d. Learning about Users/Customers Organizations need to learn about and arguably with and through their customers. They achieve this through the application of a variety of processes that, taken together with monitoring competitors, and other environmental factors, are known as market research. The collection of data about customer behaviour is a significant element of market research. Customer-based market research allow the organization to learn about the customer’s response to its offer, what customers value, customer satisfaction, customer reactions to new products and customer aspirations for future products. Data can be collected through the use of various tools such as collection of customer response as part of service delivery, and engagement in quality management processes, as well as specific questionnaire-based surveys, focus groups and interviews. 2d. Learning about Users/Customers The choice of data collection method for any specific purpose may depend on whether they key objective is to monitor response to existing service, trial a new service or develop longer-term strategic visions and plans. Data may be collected on an ongoing basis, on a regular cycle, or as a one-off process. However the data is collected, and whatever its purpose, information organizations need to be clear about the questions to which they want to answers, in order to analyse and interpret the data to inform strategy and policy making, and specific service or marketing communications initiatives. Digital environments offer opportunities for tracking and profiling user search behaviours. Intelligent agents can create a profile of customers’ search interest on the basis of their previous choices and searches, and thereby support their search for information on the web. Such tools allow data about customers to be used to customized the service delivered to customer. 2e. Creating User/Customers Groups and Profiles It is more resource-efficient to create a service for a group of customers, rather than to develop services that are customized to individual needs. So, for example, if a library is considering its opening hours, it will be interested to assess not which individual users, but which group of users might be effected by the change, the size of those groups and the impact on the value of the information service to those groups. Equally, a leaflet about, say, a new business database is likely to be addresses to the group of potential users. On the other hand, many aspects of information service provision impact on most of the user community. The design of a website, or the efficiency of a self-service circulation control system, affects most users. 2e. Creating User/Customers Groups and Profiles On those occasions on which it is useful to divide customers into groups in order to tailor either the ‘offer’ or marketing communications to suit specific groups, the information service manager needs a process for defining those groups. This is describe as market segmentation: Marketing segmentation is a process whereby an organization divides its market into distinct groups with distinct needs, characteristics or behaviour, that might lead to these different groups being best served or reached by different product or marketing mixes. The key characteristic of any segmentation approach is that it should reflect what customers value. 2e. Creating User/Customers Groups and Profiles Figure 1 lists some of the characteristics that might be used for segmenting users of information services. Figure 1: Some Variables for Segmenting Information Service Customers or Users (Source: Roberts & Rowley, 2004) 2e. Creating User/Customers Groups and Profiles Segments need to be sufficient size to be viable in commercial or service resource utilization terms. Once a set of segments has been identified, an organization: selects the segments for which it will make a ‘marketing offer’, and defines the specific ‘market offer’ for each segment. This process is known as targeting. Many information organizations may have little choice but to offer services to all potential user groups, but they do have choices concerning the nature of the ‘offer’ or service, the allocation of resources to support value creation for specific groups, and the approaches taken to market communication. This implicitly means that many information services practise multi-segment marketing, in which they have to achieve a careful balancing of their response to sometimes conflicting customer needs and expectations. 2e. Creating User/Customers Groups and Profiles Once specific market segments have been identified, marketing is concerned with understanding the competitors in the market, or perhaps the other options available to customers in that segment. For example, a digital health information service might seek to understand the range of options open to the general public for health information and to consider what their service has that is unique, and will make the people with, say, babies use them, rather than some other source. This assessment should lead to market positioning. Market positioning seeks to ‘position’ brands within the consumers’ minds in specific sector. A product’s position is the way that the product is defined by consumers, relative to, for example, competing products. Public libraries are being offered the opportunity to reposition themselves as agents in lifelong learning, social inclusion, and e-citizenship. 2e. Creating User/Customers Groups and Profiles 2e. Creating User/Customers Groups and Profiles The conventional focus for segmentation activities is on the consumer. Sometimes other stakeholder groups also need to be segmented including, for example, citizens, potential consumers, or non-users or lapsed users. Any stakeholders who may affect funding or business opportunities should not be overlooked. If these stakeholders are non-users, the segmentation of such customers is not relevant to service delivery, but its purpose is to inform the design of marketing messages addressed to this group. Many of the marketing messages for this group will be embedded in management information, and reports on successes and progress. All management information conveys a marketing message. References Roberts, Sue and Rowley, Jennifer (2004). Managing Information Services. New York: Scitus Academics. Bryson, J.. (2012). Managing information services: A sustainable approach. Managing Information Services: A Sustainable Approach. 1-421. S M Dhawan. (2020). Managing A Library.Available at https://aladin.uil.unesco.org/paldin/pdf/course02/unit_16.pdf  SKL3553 Input 6 MARKETING INFORMATION SERVICES  Content Marketing Tools (7Ps) 1. Product 2. Price 3. Place 4. Promotion 5. People 6. Process 7. Physical evidence  1. Marketing Mix The 7Ps marketing model was originally devised by E. Jerome McCarthy and published in 1960 in his book Basic Marketing. A Managerial Approach. The 7Ps of Marketing is the Price, Place, Promotion, Product, People, Process and finally, Physical Evidence. It originally started as 4 Ps, but as the world, and the complexities of marketing grew; 3 more were added to formulate an effective marketing strategy. 'People' - the marketing mix covering marketers, customer service reps, recruitment, culture, training and remuneration. It is a combination of elements that help an organization to: Develop the right product/service Reach the right customer At the right time Make the customer feel right 1. Marketing Mix  1. What are the 7Ps of marketing? 1.Products/Services: How can you develop your products or services 2.Prices/Fees: How can we change our pricing model 3.Place/Access: What new distribution options are there for customers to experience our product, e.g. online, in-store, mobile etc 4.Promotion: How can we add to or substitute the combination within paid, owned and earned media channels 5.Physical Evidence: How we reassure our customers, e.g. impressive buildings, well-trained staff, great website 6.Processes: Are there internal process barriers in the way to delivering the best customer value 7.People: Who are our people and are there skills gaps 1. Marketing Mix 1. Product What is being sold to the customer is the product. It is the ‘Core’ which is offered to the customer. Service products are intangible which means that the customer has to try the service once before selecting or rejecting a particular provider. 2. Price The value of the product or service that the customer perceives. The approximate cost of the product. 3. Place Place is all about making your products or services available to right customers, at the right place at the right time. Place is a very critical element in the 7Ps of marketing mix. 4. Promotion The tactics used by organizations to make their customers aware about their product, build their brand image and retail their customers. 1. Marketing Mix 5. People The knowledge of the company’s products and services and how to use them, their ability to access relevant information and their everyday approach and attitude needs to be optimised. People can be inconsistent but with the right training, empowerment and motivation by a company, they can also represent to build valuable relationships with customers. 6. Process What processes need to be in place to ensure the customers/users have a positive experience 7. Physical evidence Physical evidence provides tangible cues of the quality of experience that a company is offering. For a library, the website itself holds valuable physical evidence –that companies are given to represent the services they can expect to be delivered. What does a successful marketing mix look like? This is a top-level overview; you would take this into greater detail and ask the following questions: 1. Products/Services: blogging, social media, website, email and lead intelligence tools. 2. Prices/Fees: Subscription-based monthly based on number of contacts in database and number of users of the service. 3. Place/Access: Online! Network of Partners, Country User Groups. 4. Promotion: Webinars, Social media advertising, e.g. LinkedIn. 5. Physical Evidence: Consistent branding across communications. 6. Processes: More sales staff are involved. 7: People: Investment in online services. 1. What are the 7Ps of marketing in libraries? 1. What are the 7Ps of marketing in libraries? 1. What are the 7Ps of marketing in libraries? References Bryson, B. (2011). Managing Information Services: A Sustainable Approach. Available at http://80.240.30.238/bitstream/123456789/3511/1/%5BJo_Bryson%5D_Managing_Information_Services.pdf Bryson, J.. (2012). Managing information services: A sustainable approach. Managing Information Services: A Sustainable Approach. 1-421. Bitner, M. J. and Booms, H. (1981). Marketing Strategies and Organization: Structure for Service Firms. In Donnelly, J. H. and George, W. R. (Eds). Marketing of Services, Conference Proceedings. Chicago, IL. American Marketing Association. p. 47- 52. Nabila, J. and Erlianti, G. (2021). Strategic Marketing Planning for Services at the Library of University Negeri Padang. Advances in Social Science, Education and Humanities Research, vol. 604. 4th International Conference on Language, Literature, and Education (ICLLE-4 2021). Available at https://www.atlantis-press.com/article/125965254.pdf McCarthy, E. J. (1964). Basic Marketing. Richard D. Irwin. Homewood, IL. SKL3553 Input 7 & 9 EVALUATION OF INFORMATION SERVICES AND FACILITIES Content 1.Evaluation of Information Services and Facilities Tools: a. Listening to Users. b. Total Quality Management (TQM). c. Benchmarking. d. Library Quality Standards. e. Impact Assessment.  1a. Listening to Users Talking and listening to users are important. Information organization staff may meet with users in a variety of different forums and contexts. Some approaches are used to investigate response or gauge support for specific projects or initiatives or to resolve issues, whereas others may be apart of the routine quality management processes of the information service and its parent organization. They can be used to respond promptly to specific concerns as and when they arise, but also need to monitor and profile user satisfaction over the longer term, in order to develop an awareness of achievements and failures.  1a. Listening to Users Typically information services listen to customers through: 1. Annual user satisfaction survey. 2. Questionnaires. 3. Liaison staff. 4. Suggestion schemes. 5. Complaints schemes. 6. Individual interviews. 7. Focus groups. 8. Online focus groups. 9. Informal communication and observation. 10.Weblogs. 1a. Why You Should Listen to Your Customers 1. Listening to customers gives you valuable feedback 2. Listening to customers helps you understand your product better 3. Listening improves customer loyalty and retention 4. Listening creates brand ambassadors 5. A listening culture has a knock-on effect on employee retention (And Why You Shouldn’t) 1. The customer is not always right 2. Customers don’t know what they want 3. The silent majority and the loud minority 1b. Total Quality Management (TQM) Total Quality Management (TQM), provides the tools and the direction to improve quality. Quality is concerned with meeting the wants and needs of customers. According to British Standard BS 7850, TQM is defined as, “Management philosophy and company practices that aim to harness the human and material resources of an organization in the most effective way to achieve the objectives of the organization.” TQM involves a process of change and requires of staff that they be ready to play a constructive role in that process. 1b. Total Quality Management (TQM) Benefits of TQM in Libraries ◦ Incremental changes lead to continuous improvement – quick solutions may yield only partial results. ◦ Forces library managers to develop leadership skills interested of replaying on power within position to obtain results. ◦ Increase staff participation in decision-making, thus increasing the feeling of “ownership” of decisions and directions once charted. ◦ Improves the level of training given to staff, thus increasing skills. ◦ Helps break down barriers between library departments and improve communication within the organization. ◦ Provides a method of improving services to users in a period to similar resources 1b. Total Quality Management (TQM) There are various aspects of quality that are utilized by a user to evaluate library service. Performance – Performance of library services according to the user’s need. Features - Special features of library, that appeals to users. Access – Approachability to library and easy access to document. Competence – Possession of special skills and knowledge required performing the library services in the changing content. Responsiveness – Whole-heartedly endeavor to provide services as soon as possible.  1b. Total Quality Management (TQM) Courtesy – Respects, politeness as tidy appearance of library staff. Communication – Listening carefully to the users educating and informing them in the language in which they can understand easily. Reliability – Providing reliable information thus making users free from doubt and confusion. Credibility – Trust worthiness, belief having the user’s best interest at heart.  1b. Total Quality Management (TQM) Tangibles – The physical evidence of various services, tools, equipments, and latest information technologies. Availability – Unlimited access to the library. Maintainability – Restoration of service immediately if it has failed at any juncture.  1c. Benchmarking Benchmarking is a comparison of performance measures between similar entities against recognized standards. Library benchmarks are typically comparisons of numerical statistics such as circulation, visits, and revenues. Benchmarking helps organizations assess strengths and identify areas for improvement.  1c. Benchmarking Peer benchmarking provides an opportunity for a library to compare its performance to libraries similar in: Size Population Budget Collection It can highlight areas of excellence and underperformance that may require further study or attention. We recommend finding libraries with similar (within +/- 15% or less) of the following: service area populations revenues or expenditures number of outlets (locations/facilities)  1c. Benchmarking There are four main types of benchmarking: internal, external, performance, and practice. 1. Performance benchmarking involves gathering and comparing quantitative data (i.e., measures or key performance indicators). Performance benchmarking is usually the first step organizations take to identify performance gaps. 2. Practice benchmarking involves gathering and comparing qualitative information about how an activity is conducted through people, processes, and technology. 3. Internal benchmarking compares metrics (performance benchmarking) and/or practices (practice benchmarking) from different units, product lines, departments, programs, geographies, etc., within the organization. 4. External benchmarking compares metrics and/or practices of one organization to one or many others. 1d. Library Quality Standards  IFLA standards  ISO Standards  Library of Congress Standards Read more at https://direkt-kaz.libguides.com/KATU-libraryqualitystandards 1d. Library Quality Standards  IFLA standards  FLA standards are internationally reviewed, published and regularly updated documents. Each IFLA standard reflects current consensus on rules, principles, guidelines, best practice or models for a particular activity or service for the benefits of international library community.  Digital format codes  UNIMARC Manual – Bibliographic Format, 3rd ed.  Rules for resource description  Guidelines for Translations of the IFLA ISBD namespace in RDF  ISBD International Standard Bibliographic Description : 2021 Update to the 2011 Consolidated Edition  General Guidelines  Common Practices for National Bibliographies in the Digital Age  Competency Guidelines for Rare Books and Special Collections Professionals Read more at https://direkt-kaz.libguides.com/KATU-libraryqualitystandards 1d. Library Quality Standards  ISO Standards  ISO is an independent, non-governmental international organization with a membership of 161 national standards bodies.  Through its members, it brings together experts to share knowledge and develop voluntary, consensus-based, market relevant International Standards that support innovation and provide solutions to global challenges.  ISO creates documents that provide requirements, specifications, guidelines or characteristics that can be used consistently to ensure that materials, products, processes and services are fit for their purpose.  ISO 13008:2022 Information and documentation — Digital records conversion and migration process  ISO 11620:2014 Information and documentation -- Library performance indicators Read more at https://direkt-kaz.libguides.com/KATU-libraryqualitystandards 1d. Library Quality Standards  Library of Congress Standards  MARC 21 formats Representation and communication of descriptive metadata about library items MARCXML XML representation of MARC 21 data MODS (Metadata Object Description Standard) XML markup for metadata from existing MARC 21 Read more atrecords and original resource description https://direkt-kaz.libguides.com/KATU-libraryqualitystandards 1e. Impact Assessment  It is a means of measuring the effectiveness of organisational activities and judging the significance of changes brought about by those activities.  It is a structured a process for considering the implications, for people and their environment, of proposed actions while there is still an opportunity to modify (or even, if appropriate, abandon) the proposals.  Assessments identify the best ways to avoid or reduce a project's negative impacts, enhancing value and performance in libraries.  eg To assess the impact of library services and resources on the university that it supports. How to improve library performance and better align library services and resources to university needs?  Reasons As expenses and workload for new information resources and services, are rising, libraries need to justify the investment into change and to prove the efficiency and positive impact of the new resources and services.  To gain a basis for resource allocation. If the services are widely accepted and yield positive results, the library will have to shift more staff and financial resources into that sector and may plan to add other services of a similar kind. 1e. Impact Assessment Read more at https://archive.ifla.org/IV/ifla71/papers/081e-Poll.pdf References Dixit, P. (2010). Total Quality Management in Libraries: An Overview. International Journal of Librarianship and Administration. Vol. 1, No. 1: 49-53. Available at http://www.irphouse.com/ijla/ijlav1n1_06.pdf Dash, J. (2008). Total Quality Management in Libraries - A Perspective Approach. International CALIBER-2008. Available at https://ir.inflibnet.ac.in/bitstream/1944/1298/1/44.pdf SKL3553 Input 10 HUMAN RESOURCE MANAGEMEN T (HRM) Content 1.Definition and functions of HRM 2.The HRM Professional 3.The HRM Cycle 4.The Library and Information Service Workforce a. Skills 1. Definition and functions of HRM Human resource management is the strategic approach to nurturing and supporting employees and ensuring a positive workplace environment. Its functions vary across different businesses and industries, but typically include 1. Recruitment & selection 2. Performance management 3. Learning & development 4. Succession planning 5. Compensation and benefits 6. Human Resources Information Systems 7. HR data and analytics 1. Definition and functions of HRM 2. The HRM Professional  The HR professionals in a team communicate and interact with staff of all levels, ensuring their welfare and satisfaction as employees.  For example, they may serve as an intermediary between two staff members to mediate a conflict.  Their duties include monitoring hiring practices, providing benefit packages, organising training, and ensuring that employees obey internal and external work policies.  Duties and responsibilities of HR professionals  Processing employee payroll  Oversee hiring processes  Establish a productive and secure working environment  Developing organisational policies  Perform disciplinary actions  Supporting employees' professional development 3. The HRM Cycle HR life cycle steps include Business strategy HR strategy Organizational design, job & team design HR planning Vision & culture Recruitment & selection Onboarding & induction Assessment & appraisal Training & development engagement & reward, career (Continues…) 3. The HRM Cycle 4. The Library and Information Service Workforce Workforce planning is “an analytic, forecasting, and planning process that connects and directs talent management activities to ensure the organisation can execute its business strategy by having the right people in the right at the right time, at the right cost” (Young, 2009, p.3). Read more at https://docs.lib.purdue.edu/cgi/viewcontent.cgi?article=2131&context=iatul 4. The Library and Information Service Workforce  4. The Library and Information Service Workforce The Workforce Development Strategy sets out our priorities to 2024: 1.Position the profession as an attractive, accessible and aspirational career choice 2.Attract, retain and develop diverse talent 3.Build a future-ready workforce with digital skills 4.Prioritise diversity, equality, representation and inclusion 5.Maximise the value of an intergenerational workforce 6.Embrace ‘leadership at every level’ 7.Connect the supply of skills with changing employer demand 8.Work in partnership with learning providers to ensure access to skills and CPD 9.Define a new, inclusive and progressive view of ‘professionalism’ in our sector 10.Clarify our own regulatory or developmental role Read more at https://www.cilip.org.uk/page/WorkforceDevelopment 4. The Library and Information Service Workforce  4a. Skills Definition of Skills  The ability to do something well; expertise.  The ability to use one's knowledge effectively and readily in execution or performance.  A skill is a type of work or activity that requires special training and knowledge. Definition of Knowledge Knowledge is information and understanding about a subject which a person has, or which all people have. The fact or state of knowing; the perception of fact or truth; clear and certain mental apprehension. Definition of competence  The quality of being competent; adequacy; possession of required skill, knowledge, qualification, or capacity. Competence is the ability to do something well or effectively. 4a. Skills Read more at The Library, the Workforce and the 21s. Available at Centuryhttps://www.webjunction.org/content/dam/WebJunction/Documents/webjunction/Project%20Compass %2021st%20Century%20Skills%20Focus.pdf 4a. Skills References Anwar, Muhammad & Zhiwei, T. (2019). SKILLS, KNOWLEDGE AND COMPETENCIES FOR FUTURE LIBRARIANS: A REVIEW PAPER. International Journal of Technical Research & Science. VI. 2454- 2024. 10.30780/IJTRS.V04.I10.005. WebJunction. (2010). The Library, the Workforce and the 21s. Available at Centuryhttps://www.webjunction.org/content/dam/WebJunction/Documents/webjunction/Proj ect%20Compass%2021st%20Century%20Skills%20Focus.pdf SKL3553 Input 11 FINANCE AND RESOURCES Content 1. Resources and Effective Management a. Collection Development b. Collection Management c. Space Management 2. Funding Models and Principles 3. Strategic Budget Management  1. Resource and Effective Management The resource management integrates key operations in the acquisition and management of library materials that meet the needs of the users. Resource management is the practice of planning, scheduling, and allocating people, money, and technology to achieve the greatest organizational value. Strategic management is an organized development of the resources (financial, marketing, technological, manpower etc), in the pursuit of its objectives. 1. Resource and Effective Management  1. Resource and Effective Management Managing information resources is more important than ever in the digital world. Managing information resources covers: collection management in the organizational context; collection development policies; library co-operation and networking; selection principles and resources; principles of acquisition, access and licensing; budget management; collection evaluation and review; and preservation and weeding of library resources. 1a. Collection Development and Management ‘Collection Development’ is a planning and decision-making process that related to the policies and procedures of selection, assessment of user needs, evaluating the present collection, weeding out, and storing parts of the collection and planning for resource sharing.  A collection development process is that which permits the library to develop a collection of materials responding to the information needs and service requirements of the users. As a process that allows for the identification of the strengths and weaknesses of the materials collection of a library in terms of the needs of the users and the resources of the community. 1a. Collection Development and Management Collection development can be divided into: Basic-functions are performed by all academic libraries development process, i.e., selection of library materials, acquisitions donations, weeding, preservation, and intellectual freedom, and Umbrella functions are performed to inform library staff of the constituents of the collection development process itself, i.e., Collection Development Policies, Users Needs Assessment, and Collection Assessment. 1a. Collection Development and Management Collection development policy is a formal written statement of the principles guiding a library’s selection of materials including the criteria used in making the selection and de-selection decisions and policies concerning gifts and exchange. It describing the current collections, providing a framework for developing and maintaining collections, assisting in budgeting, assisting staff to consider the long term and short term objectives of the organisation, prioritising different activities etc. Ranganathan’s first three laws ‘Books are for use’, ‘Every book his reader’, Every reader his/her book’, Drury’s principle ‘To provide right book to the right reader at the right time’ 1a. Collection Development and Management Factors Affecting Collection Development process of Library: i) Philosophy of the Organization; ii) Nature of the community; iii) High standards of intellectual contents; iv) The relevance of contents; v) Cooperation and networking; vi) Access vs. ownership; vii) Relationship with other information service units; viii) Availability of budget and existing reasons; and ix) Revision of policy. 1a. Collection Development and Management Methods of Collection Development in Library:  Purchase from the publishers or agents Gift/donations Institutional membership Deposit system—receive free copies of the publications by the government, national and international organizations. Exchange:—between libraries, learned societies, institutions, and government serve a number of purposes such as: Procurement of out-of-print and rare books that cannot be obtained from any other sources. Acquiring publication which is not for sale or not distributed (foreign government documents and reports).  Obtaining government publications on a regular basis. 1a. Collection Development and Management Methods for Selection of print and electronic materials: Print and electronic documents reviews Book fairs in newspapers Books sellers catalogues Print documents received on approval Catalogue of government publications Promotion by publishers through e- News letters mails Online bookshops Promotion by sales executives Online reviews Publisher catalogues Print and electronic documents Publisher websites exhibition Recommended form Print and electronic documents reviews Social media in magazines Subject bibliographies  1b. Space Management A powerful space management tool can help libraries increase the efficiency and effectiveness of their daily operations. Space management is the process of planning, designing, and controlling the use of space in a building to optimize the efficiency of the workplace. Space management has many benefits, such as improved employee productivity, decreased real estate costs, and reduced environmental impact. As a general rule of thumb, for table seating use 25 square feet per seat; for study carrel seating use 30 square feet per seat; and for seating in lounge chairs use 35 square feet per seat. Examples of Sections of Library Acquisition Section: Acquisition section is responsible for the selection and purchase of materials or resources.... Technical Section:... Circulation Section:... Reference Section:... Periodical Section:... Bound Volume Section:... Computer Section:  1b. Space Management Key principles of library space planning  Work with your building not against it.  Maximise natural light.  Create a sense of arrival. There are seven broad types of library space:  Mix spaces. Collection space.  Showcase resources Public electronic workstation space. User seating space. Staff work space. Meeting space. Special use space. Non-assignable space (including mechanical space) 1b. Space Management Ways to Make the Library Space Amazing 1.Remove Obstacles and Clutter – Sometimes less is more.... 2.Color can be an easy and effective way to brighten up your space.. 3.Movable and flexible furniture is key.... 4.Make a variety of seating available.... 5.Create interactive spaces for students.... 6.Charging station. 1b. Space Management 2. Funding Models and Principles  Library finance includes both the funds appropriated to a library and its expenditure.  Libraries are not revenue earning institutions. Hence they have a special obligation to manage their finances with great care and judiciousness.  Components of financial management are:  financial planning  forecasting of receipts and disbursements  realisation of funds and revenues  allocation of funds  utilisation of funds  financial accounting  financial control  financial auditing 2. Funding Models and Principles  The sources of funds for libraries can be broadly grouped as follows: Regular grants from parent body (government, public fund raised through taxes) Ad hoc grants from other departments/institutions (public fund) Grants from endowments and charitable institutions Fees, subscriptions, sale of service and miscellaneous revenues earned by the library  Fines and miscellaneous sources:  Miscellaneous sources may consist of money received by the sale of library publications and waste paper, reprographic services, translation and other documentation services rendered, etc. 2. Funding Models and Principles Some important bases for financial estimation for libraries are: User population and its composition Material to be acquired (media, nature and type of information source) Services to be provided Hardware and software requirement Unsatisfied service pressures, if any, are the most frequently used factors in determining the financial needs -of a library Established national And international standards for quality in services often expressed as minima of materials, personnel and operational funds for a given size of library. Increase in prices of reading materials and inflation.  2. Funding Models and Principles Classification of Library Expenditure  salaries and wages  binding  stationery  equipment  postage  building  contingency  publications.  books and periodicals  furnitures  3. Strategic Budget Management  Strategic budgeting allows flexible forecasting for complex spending and revenue goals. Its purpose is to shift the focus from the big picture to detailed data. The budget determines the services that will be offered by a library and the resources devoted to each library program. A carefully developed budget will ensure that available funds are effectively utilized to realize the library's service objectives.  3. Strategic Budget Management Methods of library budget: a. Line by line item budget: the items of the expenditure are divided line by line, into broad categories such as books and journals, salaries and allowances equipment, contingencies, etc. This budgetary method does not go into the evaluation of activities and services of performance. b. Lump-sum budget: A certain amount of money is allocated to the library. The library got the freedom to decide as to how the amount is going to be allocated to different categories. c. Formula budget: Predetermined standards are applied for the allocation of money. Such a budget is easy to prepare. It does not require special skills to prepare the same.  3. Strategic Budget Management Methods of library budget: d. Programme budget:  It is focused on the activities that the library plans.  It is prepared on the basis of the cost of programme. Every year, the library has to decide whether a programme has to continue, get modified, or deleted. e. Performance budget:  This method is similar to programme budget.  Emphasis is given to performance in place of programmes.  The cost-benefit analysis are used to measure the performance only the quantity, not quality. g. Zero-based budget:  This method combines the functions of planning activities.  Request for financial support has to be established afresh every year. 3. Strategic Budget Management What are the factors that affect budget in library? q Size of the library- collection, staff, users, and services points. q Location. q Kinds of library services. q Types of users. 3. Strategic Budget Management 3. Strategic Budget Management 3. Strategic Budget Management References Hossain, M. S. (2012). Collection development in central library, university of delhi and central library, jawaharlal nehru university: a survey. Retrieved from: http://hdl.handle.net/10603/49881 Kumar, S. and Gaur, R.C. (2018). Collection Development and Management in Libraries of Management Institutions. International Journal of Librarianship and Administration. Vol. 9, No. 1: 1-8. Research India Publications. Available at https://www.ripublication.com/ijla19/ijlav9n1_01.pdf Manoj, N. & Sinha, M.. (2014). Manage the Library with Strategic Management. IRC's International Journal of Multidisciplinary in Social and Management Sciences , ISSN: 2320-8236, www.ircjournals.org. 2. 134-137.Available at: https://www.researchgate.net/publication/271204350_Manage_the_Library_with_Strategic_Manage ment SKL3553 Input 12 INFORMATION SCENARIO IN OTHER TYPES OF ORGANIZATION Content 1. Consumer and Community Advice Centres 2. Tourist Information Centres 3. Legal Advice Services 4. Financial Advice Services and Cybermediaries 5. Careers Information Services 6. Government Education and Information Services 7. Health Information Services 1.Consumerand 1.Consumer andCommunity Community Advice Advice Centres Centres Users are often misled by: 6.Motor Vehicle Workshop 1.Fraudulent Services 7.Scams Scratch and Win 2.Fraudulent Pricing 8.Fraudulent Hire Purchase Agreement 3.Internet Transaction Fraud 9.Malpractice of Direct Selling 4.Sales of Petroleum Substances 5.No Price Tag  1.Consumer and Community Advice Centres Often established by charitable organizations to offer advice to the public on their rights and options in commercial and other contractual relationships.  Receive and record complaints  Provide advisory services  Help channel complaints to appropriate parties such as government agencies, manufacturers, distributors or sellers  Conduct negotiations between the complainant and the defendant  Analyze and evaluate complaints received  Distribute analysis and evaluation information to the government and the general public 1.Consumer and Community Advice Centres https://www.pcb.gov.my/bm/info-aduan/aduan/jenis-aduan 2. Tourist Information Centres To make Malaysia Tourism Centre (MaTiC) as a world-class one-stop tourist centre for foreign and local tourists through the offering of services and facilities such as tourist information counters, modern and equipped halls, meeting rooms and event venues, E-portal terminals and facilities, cultural activities, handicraft centre and many other tourism related services. 2. Tourist Information Centres Set up to promote, market and generate tourism for the Penang State in Malaysia, Penang Global Tourism is a tourism bureau which serves as a focal point for coordinating all tourism activities. PGT, as it is affectionately known, works closely with various key tourism industry players locally and abroad. PGT participates in overseas sales missions at world-renowned trade shows, and the exposure has contributed to Penang’s popularity as a destination, investment and home of choice for many from around the world. 3. Legal Advice Services Legal Aid Department (LAD) provides legal advice services to all Malaysian citizens. Based on the Fourth Schedule of the Legal Aid Act 1971 (“the Act”), legal advice may be given on all matters. Legal advice shall consist of oral advice on legal questions relating to any Malaysian law. Registration fee of RM10 will be charged for this service. Figure 3: JBG Homepage (Source: JBG, 2018)  3. Legal Advice Services The Legal Aid Centre Selangor (LACS) was initially established to cater for the poor and the needy, ensuring that they had a one-stop centre where they could obtain impartial legal advice and/or representation. The objectives and work of LACS expanded, with education and outreach programmes as well as the public awareness campaigns. 3. Legal Advice Services 4. Financial Advice Services and Cybermediaries Offer these financial services to individuals and SMEs:roviding advice and information on financial matters, often with a view to encouraging engagement with financial services, insurance or banking. Figure 4: AKPK Homepage (Source: AKPK, 2018) 4. Financial Advice Services and Cybermediaries  Bank Negara Malaysia Laman Informasi Nasihat dan Khidmat (BNMLINK) assists the public and businesses on information, enquiries and complaints relating to financial products and services under the purview of Bank Negara Malaysia.  https://telelink.bnm.gov.my/ 4. Financial Advice Services and Cybermediaries IMPLEMENTATION STRATEGY 1. Educate users to be responsible and know their rights through awareness campaigns and community activities. 2. Strengthen friendship & strategic cooperation among Muslims so that Muslim users are united and not belittled. 3. Give birth to a group of users who are smart, responsible and brave to uphold the truth. 4. Provide assistance in resolving issues that affect the rights and well-being of users. 5. Empowering organizational capabilities and skills to improve efficiency and achievement. 6. Monitor socio-economic development so as not to conflict with Islamic rulings.  5. Careers Information Services MauKerja focuses on non-executive and executive segments. With advanced dashboard & management tools, it allows to reach to jobseekers based on preferred criteria.  5. Careers Information Services Career advisory consists of advice and guidance services to a wide range of people who requires support in making choices that will affect their careers. This group includes young adults, youths, the unemployed, career-changers and students in colleges and are furthering studies who would need some guidelines in order to have better insights into their careers. Some of the topics of interest in terms of career guidelines are as follows: * Assessing personal characteristics, skills and interests. * Writing careers literature, action plans and reports. * Advice on CVs, applications and interview techniques. * Keeping up to date with information about training routes, professional regulation and the jobs market. 6. Government Education and Information Services MyGovernment is a single gateway to all government online services with the concept of life events that is molded to peoples needs. Government Gateway Online purpose is to improve the quality of government service delivery to meet the following goals: 1.Increase customer satisfaction through the government's initiative to bring together public services. 2.Meeting the needs of citizens with government services being more transparent, competitive and competent. 3.Improving the accessibility of online services to government service transformation of the new millennium. 4.Improve service delivery system in the global arena. 6. Government Education and Information Services EMGS is the wing responsible for promoting Malaysia as the international education hub of choice and to position Malaysia as the Top 10 education destination. It is also the principal body that manages the movement of international students in Malaysia, including facilitating visa processing. EMGS operates a One-Stop Centre for international student services pursuing higher education at Malaysia’s public and private higher education institutes, language and training centres. The One-Stop Centre is located near the Kuala Lumpur City Centre (KLCC) and is conveniently accessible through various modes of transportation. It also leads marketing and promotional activities for Malaysian education institutions and products globally, including tours and participation in international exhibitions and conferences. 6. Government