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1.
《The Reference Librarian》2013,54(75-76):45-54
Summary

Difficult patrons have been considered primarily from the perspective of the problem behaviours they present in libraries. Many have attempted to define the problem patron and to provide advice and develop guidelines for frontline public service staff. To understand the difficult patron in academic libraries we need to answer three questions-How well do we know our patrons? Do we unwittingly create difficult patrons through our failure to appreciate their needs? Do we regard patrons as difficult because the way they use libraries and conduct their information research does not match our idea of how it should be done? The answers to these questions suggest that we need to reconceptualize both our patrons and the services we provide. Library staff need to see difficult patrons not as problems but as challenges to the service ideas and standards we hold. A paradigm shift is necessary if we are to reconstruct our beliefs about our patrons, their information seeking behaviours, and the services we provide to meet their needs. Some strategies for developing the skills of library staff to work effectively with difficult patrons are presented.  相似文献   

2.
The application and IT ecosystem of academic libraries typically includes multiple systems, with crucial functions requiring using or sharing information between them. However, library systems are often not well integrated, making workflows and system interactions less than optimal for both staff and patrons. The method to integrate systems that the IDS Project took was to create a middleware platform, IDS Logic, that can connect multiple library systems and open or vendor web services to create the best resource sharing experience for staff and patrons. One specific application that is hosted within the IDS Logic middleware platform is Article Gateway, which uses resource-sharing technology and workflows to deliver fast or instant access to research material to users with little or no staff time and removes as many barriers to user access as possible. Where resource sharing has typically sought to deliver articles in one-to-two days, libraries using Article Gateway typically deliver a significantly higher percentage of articles to patrons within a few hours.  相似文献   

3.
Interlibrary Loan departments (ILLs) repeatedly receive requests for materials already owned by the home library. All libraries have the goal of providing the resources that patrons want and need in an easily searchable manner, but by submitting these requests, patrons unwittingly slow the process of the service by adding an unnecessary middleman into their search process. Interlibrary loan is a great tool for sampling how patrons are using (and mis-using) resources and diagnosing where breakdowns in communication between the library and the patrons regarding searches are taking place. The ILL at Georgia Southern University conducted a qualitative research study with IRB approval to explore this concern. From this research, we will describe how data suggest a more streamlined approach to redirecting searches originating in the library for outside sources to assets already physically (or electronically) stored in the library. We will discuss our research process and how we partnered with other departments in the library. Our findings have been useful to our Discovery Services managers and our instruction faculty.  相似文献   

4.
Assessment is a required component of strategic planning and decision making in any library. Interlibrary loan surveys can provide data regarding user satisfaction levels for accuracy, thoroughness, convenience, and turnaround time. As interlibrary loan librarians at D'Youville College, we believed that our patrons were satisfied and impressed with the library's recent service improvement initiatives. However, we did not have any concrete data that would help drive future strategic decisions. We were short on staff time and resources and wondered how a small library staff could create an assessment tool and then analyze the results.  相似文献   

5.
ABSTRACT

This article will describe how merging service points in an academic library is an opportunity to improve customer service and utilize staffing resources more efficiently. Combining service points provides libraries with the ability to create a more positive library experience for patrons by minimizing the ping-pong effect for assistance. The Access Services Department at the University of North Texas Libraries was charged with management of the circulation and reference services offered at the service desk. Streamlined planning and modernized management of the desk and its impact on customer service in a changing library environment will be discussed.  相似文献   

6.
After boxes of uncataloged microforms were discovered at my library, we learned that many of the titles were available as free electronic books, so I added bibliographic records to the local catalog for the e-versions. Some bibliographic records existed in OCLC WorldCat for the electronic versions, but they were not always provider-neutral. I learned how to create the new provider-neutral record and want to share my experience. Other librarians may want to replicate my project at their institutions, weeding their microforms and supplanting those records with e-book bibliographic records, thereby providing instant online access to these resources for their patrons.  相似文献   

7.
In the past decade, User Experience research and design has gained significant traction in the business world. It also has much to offer to academic libraries. In this framework, the center of attention is always the users and their experience with an organization at all physical and digital touchpoints. User Experience research can be used to discover how patrons interact with the library as well as any potential trouble spots, where patrons become frustrated or even choose not to use the library at all. This research can then be used to inform user-centered design. User Experience research is an iterative process, and the work of discovering how patrons experience the library is never done.  相似文献   

8.
As primary source materials in the library are digitized and made available online, the focus of related library services is shifting to include new and innovative methods of digital delivery via social media, digital storytelling, and community-based and consortial image repositories. Most images on the Web are not of sufficient quality for most media outlets, so what happens when patrons require high-resolution versions of images for use in their print publications or projects? Until recently, patrons at the University of Houston Libraries used a clunky, paper-based request process for high-resolution images that was frustrating for them and time-consuming for staff. The authors of this article outline how an interdepartmental team of University of Houston Libraries staff used Drupal to develop an automated patron request system that is modeled after online shopping cart experiences and integrates with the CONTENTdm-based University of Houston Digital Library. The article provides suggestions for libraries with digital collections about how to create a system that efficiently captures patron requests and streamlines staff delivery of high-resolution files.  相似文献   

9.
《The Reference Librarian》2013,54(75-76):149-161
Summary

Problem patrons are not a phenomenon exclusive to the public library arena. Academic libraries have throughout time had their own share of difficult patrons. This article focuses on problem patrons and reference staff in the academic library with a particular focus on electronic equipment and resources, particularly the Internet. Issues include viewing of pornographic images by patrons, plagiarism and the librarian's role, use of e-mail and chat, and cell phone use in the reference area.  相似文献   

10.
How do you prepare a campus for the closure of one main library and the opening of a brand-new building? Temple University Libraries faced this question in 2019. Their marketing team answered the call by creating a campaign that honored their original Paley Library while building excitement for the new Charles Library. As part of this campaign, library staff worked together to create their own “Mean Tweets” video, reading real tweets patrons had posted about Paley over the years. In this column, the team's director reflects on the process and how it changed the tone of their overall campaign.  相似文献   

11.
The school librarian is a manager — despite what others and they themselves might believe. The school library management experience resembles that of the public, special, and academic library. There are common issues of self-sufficiency, conflicting roles, problematic patrons, and lack of respect. School library managers face unique challenges as well. They often have unusually constricted budgets, dubious personnel support, little time to plan, and facilities that are routinely co-opted for other purposes. They are expected to be technology experts and teach on a regular basis. They act as “loco parentis” for their patrons. They must not just promote their services but advocate for their existence. Graduate library schools often offer few courses in school library management for a variety of, usually economic, reasons. Traditional management courses should be supplemented by in-the-field experience and observation as well as input from practicing school librarians. In conclusion, I offer a wish list of school library management tips from my 30+ years of experience.  相似文献   

12.
文化管理:中国图书馆管理的战略性选择   总被引：11，自引：0，他引：11  
目前图书馆的现状是经验管理、科学管理两种模式并存，而科学管理占主要地位。图书馆的性质、特点和数字化图书馆的发展趋势，以及读者需求的变化等决定了图书馆必须选择文化管理。文化管理要求我们必须在管理的民主化、人性化，服务的社会化、个性化，以及图书馆机构设置方面作出变革。  相似文献   

13.
Public library systems' websites were often the sole means for older patrons to access library services and programming during the COVID-19 pandemic. This study integrated Pauwels' (2012) framework to analyze 25 Ontario public library systems' websites for evidence of their available programming for older adults during the early months of COVID-19. The 640 identified programs for older adults revealed a number of patterns, including issues regarding visibility and representation of older patrons on library websites as well as assumptions surrounding older adults' access to technologies. Discussions consider three implications for public libraries as they reopen and create new virtual spaces “postpandemic”: questioning (re)distributions of resources that support both virtual and in-person services, questioning implicit assumptions that digital connection will foster social connection, and questioning the effects of the library as a virtual space on feelings of social connectedness.  相似文献   

14.
Implementation of an integrated library system can cause re-examination of long-standing barriers between technical services and public services. The stakes are high and both sides experience stress while learning the new system and interpreting it to patrons. The University of Oregon Library, through both failures and successes, is learning how to use automation to change and improve technical services-public services communication. The article concludes with suggestions on what both sides can do to break down traditional barriers.  相似文献   

15.
《The Reference Librarian》2013,54(75-76):205-216
Summary

Dealing with difficult patrons can be stressful. However, if we look at business literature and practice, we can learn much about how to deal with these difficulties. This paper focuses specifically on customer complaints. The business world regards complaints as valuable opportunities to improve customer service and satisfaction. Libraries should provide channels for their patrons to make complaints, follow up on those complaints, and train staff to deal with user dissatisfaction. Otherwise, our users may decide the library is not valuable to them, and we could lose valuable support.  相似文献   

16.
Open data is information that is provided by public entities to be accessed and reused. Publishing open data is an excellent way to improve an organization’s transparency and provide insight into the value of the organization. Libraries are uniquely positioned to assist their patrons in the use of open data by making them aware of it and helping them access and use it. This article provides a short history of open data and explores ways that library trailblazers are already using open data as well as contributing open data for others to use. Getting started with open data involves identifying key open data resources such as data.gov, identifying library information that would be beneficial to publish, and creating programs that provide digital literacy training and create opportunities for patrons to engage with open data in new and creative ways.  相似文献   

17.
The State Information and Reference Center of the California State Library provides a number of special services for its partons. These services include compilation and distribution of publications such as Management Trends, a selective annotated bibliography focusing on current trends in business and management, and Special Topics, an irregular series focusing on topics of current interest such as childcare, biotechnology and illiteracy. Other services include providing patrons with direct access to the University of California's online catalog, and indirect access to hundreds of commercial databases. As a service to our very busy patrons, library staff will also gather and send library materials to the offices of patrons who request the service.  相似文献   

18.
ABSTRACT

In the summer of 2010, to provide a “one-stop shop” service point to Woodruff Library patrons, the Circulation, Reference, and Learning Commons (LC) desks merged into the unified Library Service Desk (LSD) under Access Services. Last year, due to organizational changes in the library and IT, and anticipated support needs of the new LC spaces and technologies, Student Digital Life opened a separate LC Technical Support desk. The lessons of the year of the two desks, funding considerations, and the persistent goal to streamline the experience of our patrons resulted in transitioning the functions of the LC desk to LSD, thus evolving it to new organizational and operational levels.  相似文献   

19.
Communication quality between public service units in academic libraries can make the difference between mediocre and exceptional service. If units do not communicate well, patrons may receive inaccurate information and experience short-term frustration, leading to long-term damage to the library's reputation. Poor communication creates adverse effects on employees through decreased productivity, negative work culture, and low morale. This article explores the importance of quality communication through a review of the literature and a case study at one academic library. The authors share practical communication improvement strategies for libraries of every size and fiscal ability.  相似文献   

20.
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