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1.
Abstract

At Valparaiso University's main library, the Christopher Center for Library and Information Resources (formerly the Moellering Library), student employees are an integral part of day-to-day operations. Students work at the reference desk and must be able to handle reference questions. Since the fall 2000 semester, the Reference Services Librarian has been creating a training program for the student assistants, consisting of an initial training period and a series of quizzes combined with review sessions. Student assistants are also indispensable in Instruction Services. These students are charged with library web site and instruction materials' updates. Methods, lessons learned throughout the process, and quiz questions are used to illustrate the development of the training program. Student performance evaluations and feedback are positive.  相似文献   

2.
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   

3.
ABSTRACT

In order to learn from experiences of academic libraries that combined their Circulation and Reference functions into one service point, an informal survey was conducted through relevant listservs. Some academic libraries have combined Circulation and Reference Departments at one desk and others are in the process of doing so. The results summarize the responses with a discussion of the various models and outcomes.  相似文献   

4.
《The Reference Librarian》2013,54(83-84):97-118
SUMMARY

Since 1995, reference staff at Oregon State University's Valley Library have engaged in a process of cooperative reference desk scheduling. The system was originally adopted to allow staff to have more influence in tailoring desk hours to their individual work schedules, but the department discovered that it also encourages and reinforces a climate of cooperation and collegiality among the reference staff. This paper describes the creation of the system and examines the reasoning behind it, the steps taken to implement it, and how it continues to evolve in an ever-changing library environment. Also examined is how this system has influenced other work done in the Reference and Instruction Department beyond the reference desk, and how it might be adapted and applied for use in other tasks in the future.  相似文献   

5.
Summary

In the summer of 1999, the author, a library science student pursuing his master's degree at the University of North Carolina at Chapel Hill, travelled to Australia to do a field experience at the University of Sydney Law Library. This article talks about his experience, discussing, among other issues, his experiences behind the reference desk and difficulties in learning how to research Australian law.  相似文献   

6.
《The Reference Librarian》2013,54(83-84):33-39
SUMMARY

Reference desk service is the public face of our fast-changing profession. Because libraries often have numerous librarians sharing desk duty, consistent service can be a worthy challenge. Practical tools for promoting consistency (in the context of collegiality and teamwork) are explored. Library “culture” and organizational structure influences our professional worklives and personal job satisfaction. Sharing knowledge with one another and interdepartmental collaboration contributes to the advancement of the profession.  相似文献   

7.
Summary

Good Reference desk scheduling is a challenging responsibility which requires the scheduler to possess competent interpersonal communication skills, a strong sense of impartiality in the decision-making process, the ability to manage conflict, and a high level of dedication. Even though desk scheduling is an indispensable element in the smooth functioning of most Reference operations, there is little to be found in library literature which addresses this topic, and even less about the human elements present in desk scheduling. This paper will focus on the philosophical issues and human elements involved in Reference desk scheduling. It will include insight in the institutionalization of scheduling policy and procedures, the relationship between the scheduler and the schedulee, and the management of conflicts which will inevitably occur.  相似文献   

8.
Abstract

The impacts of technology upon traditional library resources are sometimes unexpected. The library at California's University of the Pacific discovered that usage of print materials was dwindling, even though the addition of a 50-station “Information Commons” had bolstered overall library use. At first it was anticipated that the circulation desk might, within several years, be downsized into a mere information kiosk. Nevertheless, a study of the two service points-the Information Commons and the Circulation Desk-concluded that patrons still seek library services with a personal touch and continue to demand print materials. A “user satisfaction” survey revealed no mandate from users for the abandonment of print materials. As in the past, the services of the circulation desk have adapted to fit its users.  相似文献   

9.
《The Reference Librarian》2013,54(59):139-146
Summary

New reference desk staffing configurations are required as reference service evolves from locating in-library resources to using and teaching the use of electronic resources. The tangible and intangible benefits achieved by scheduling technical services staff to assist at the reference desk are discussed. Intangible benefits include improved library service due to technical services staff expertise, and greater flexibility for reference desk staffing. The reference staff can also learn more about the automated library system and current processing initiatives from their technical services colleagues. Technical services staff benefits from seeing the results of their work in a public services setting and experiencing the satisfaction of helping users locate needed information. A stronger sense of library service is instilled in the “back room.” Technical services staff will also enjoy more challenge, opportunity, and variety in their work. Some tangible benefits realized at the University of Minnesota's Bio-Medical Library, which are directly related to the scheduling of technical services staff at the reference desk, are also briefly described.  相似文献   

10.
ABSTRACT

Academic libraries serve great numbers of distance learners and must address the unique challenges faced by these students. Technology can bridge the gap in terms of access and use of library resources. Academic librarians working with distance students must examine their student population, determine the needs of their users, and be prepared to adapt technology available to meet those needs. Many academic libraries have adapted Online Computer Library Center (OCLC) ILLiad to allow better support of distance learners. Library models that have used OCLC ILLiad or similar software for distance services are discussed and can be used as a model for change in library distance services programs.  相似文献   

11.
ABSTRACT

In the current era the policy of “Just say NO!” to food and beverages in the library ought to be re-examined. Beginning with the Medical Sciences Library, a new and more liberal policy regarding food in the library was adopted by the Sterling C. Evans Library. The process of development has ensured that student concerns were addressed while the library's principle concern, the integrety of the collection, was also met.  相似文献   

12.
The University of Baltimore Library was recently renovated. Part of the design in the newly renovated space was having one single service point, that we call the Information Desk. This desk serves as the public facing portal for what was previously three public facing service points to services by three separate departments, Academic Success, Access Services and Reference & Instruction.

This article describes in depth how our Information Desk Leadership Team encouraged and used our library student employees’ expertise and knowledge in the formation of policy and procedure manual, training documents, reference tools and resume lines for use at a single service point.  相似文献   


13.
Abstract

During the 2001-2002 academic year, Augustana College Library (Rock Island, IL) and St. Ambrose University Library (Davenport, IA) began a unique joint venture of peer observation between the reference staff members of the two libraries. Librarians from each college took turns visiting the other library and conducting peer observations of reference desk service. Although the reasons each library had for initiating this venture differed, both libraries benefited from this project. This article discusses the development of the program, the results, and plans for the future.  相似文献   

14.
《The Reference Librarian》2013,54(49-50):205-216
As the next millennium approaches, libraries must change and evolve in the very near future in order to survive. Reference services can no longer stay behind a desk or wihtin a building's walls. Instead, reference librarians must examine their clientele, determine their unique information needs, and develop and market appropriate collections and services. The changing instructional paradigm in America's classrooms provides an opportunity for reference librarians to modify and expand their efforts to encourage information use and literacy for education faculty, student teachers, classroom teachers and administrators. This paper briefly discusses present day information seeking and library use by educators and then suggests new overtures to this library patron community.  相似文献   

15.
ABSTRACT

This article will describe how a revolution in customer service provision beginning in 2002 has led to an evolution of library services. When the reference and circulation desks were merged to create a single service point, responsibilities were broadened, core competencies were developed, and staff members were cross trained. In 2005, an analysis of staffing and work patterns demonstrated a need to build upon the original model to better utilize staff and ensure coverage of the desk. Reference librarians were moved to “on call” status, technical services staff were added to the schedule, and core competencies and procedures were refined.  相似文献   

16.
Abstract

The following article describes a literature review on factors that went into the planning for a new circulation/reserves desk at the Livingston Lord Library at Minnesota State University, Moorhead. Many issues have been reported in the literature and must be considered when designing a functional, convenient, and ADA-compliant circulation/reserves desk. The major considerations are: (1) patron traffic; (2) staff work flow; (3) ADA considerations; (4) the functionality of the circulation/reserves desk; (5) ergonomics; and (6) planning for future technology.  相似文献   

17.
《The Reference Librarian》2013,54(79-80):241-255
Summary

Indiana University Purdue University Indianapolis (IUPUI) University Library first introduced virtual reference in May 2001 after four months of preparation. In the summer of 2002, University Library decided to reconsider the virtual reference software and provider and implemented a new service during the fall 2002 semester. A Reference Team Working Group was formed to review replacement options for the virtual reference software the library had been using for about a year. The decision to find a new virtual reference service was prompted by the connectivity and electronic resource compatibility problems experienced with the first virtual reference software the library chose. This article compares and contrasts the two virtual reference services used at IUPUI University Library and describes the two virtual reference projects. Following the article is a checklist of “Seven Questions to Ask When Choosing a Virtual Reference Service.”  相似文献   

18.
Abstract

A new library in San José opened on August 1, 2003. This library is the result of a unique collaboration between San José State University Library and the San José Public Library. The planning for this new library highlighted merging several key areas of operation, including Government Publications. Several years before the two libraries merged, the University Library merged government publications reference functions into the general reference service of the Reference department. Depository library status at the federal and state levels impacted the planning and implementation stages. This paper discusses the background, planning, and implementation of merging the reference service for government publications, first within an academic environment and then in the unique joint library environment.  相似文献   

19.
《The Reference Librarian》2013,54(75-76):265-278
Summary

Problem/difficult patron incidents that occur in libraries are on the rise. Library administrators and library employees have attempted to decrease the number of incidents by providing staff training and formulating policies and rules to control the situation. The purpose of this article is to share the proactive steps that the Education and Behavioral Sciences Library, Penn State University Libraries, took to prevent or decrease the incidences of difficult patrons as the library prepares to relocate. The focus was on assisting the frontline staff members, who work on the reference desk, to acquire the competencies they need to provide consistent quality reference services to patrons, and to reduce incidences of unsatisfied, difficult, and problem patrons.  相似文献   

20.
《The Reference Librarian》2013,54(83-84):57-70
SUMMARY

Reference librarians are expected to interact effectively with a variety of clientele and are taught skills such as approachability, showing interest, and verbal and non-verbal cues. Librarians who have a knack for interpersonal skills do very well both at the reference desk and interacting with their co-workers. An area that is rarely addressed in the literature (or in library school) is that of educating librarians about how to establish professional, collegial relationships with one another. It is assumed that if a reference librarian can interact well with patrons, in a professional manner, he or she will be able to successfully “fit into” almost any reference department. This article discusses the importance of interpersonal skills within the Reference Department and ideas for improving these skills to enhance co-worker relations.  相似文献   

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