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1.
Kristin Calvert 《期刊图书馆员》2013,64(1):69-73
When library staff resources are limited, administering post-cancellation access to electronic journal content can often be neglected when other demands of managing electronic resources take priority. Difficulties handling perpetual access include determining access rights from publishers’ license terms, verifying the paid content to which the library is entitled, and retaining access when a journal is transferred to a new publisher. Libraries can utilize their existing electronic resources management tools to develop staff workflows for perpetual access entitlements. This article is based on a presentation given at the Mississippi State University Libraries eResource & Emerging Technologies Summit on August 3, 2012. 相似文献
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《Library Acquisitions: Practice & Theory #》1998,22(3):295-301
The acquisition of electronic resources presented many new issues for staff at the Texas Tech University Library. Traditional communication pathways between acquisitions and other departments were inadequate to address the increasingly complex questions that were raised in the process of acquiring the electronic resources that were increasingly in demand by the university community. While it was possible to handle decision making for electronic resources through the library’s departmental structure, the process was hampered by a lack of speed and focus. To resolve this problem, six library staff members were brought together to form an electronic resources group (ERG). This cross-functional team is composed of library staff from four different departments, each of whom had experience with different aspects of acquiring electronic resources. Members continue to work within their departments and report to their functional managers, but they also report to the ERG project manager and are expected to contribute substantially to the accomplishment of group goals. This paper describes how Texas Tech has successfully used the cross-functional team approach for managing the acquisition of materials in electronic formats. 相似文献
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ABSTRACTFrom trial to implementation, technical services staff play an important role in shaping awareness and expectations of new or updated electronic resources. With appropriate message control during the rollout process, technical services staff can positively influence understanding and awareness of resources while keeping co-workers’ and patrons’ expectations in check. At the same time, by embracing this public service role, technical services acts as a full partner with public services in mediating resources to patrons. This article explores technical services’ public-facing role by describing a protocol for managing rollouts that emphasizes timing internal and external communications, providing training and support materials, and maintaining accuracy and objectivity in all rollout communications. 相似文献
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The session explored how collaboration among libraries, suppliers, and the OCLC Online Computer Library Center, Inc. (OCLC) cooperative can address some of the problems being faced with the management of electronic resources. Examples of specific challenges that impact budgets and services are: libraries’ reliance on multiple non-interoperable systems; the difficulties in getting and maintaining high quality and timely metadata; and the issues with managing workflows that cross system and staff boundaries. As work continues to introduce and enhance integrated systems for electronic resource management, these cooperative efforts can improve both the quality of the services and the associated data and workflows. 相似文献
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《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
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Collection development and the management of access to electronic resources in large academic libraries increasingly requires close cooperation between collection development librarians, public service librarians, and systems librarians and staff. Many libraries, both public and academic, have created new positions or converted existing ones with titles such as ‘electronic resources librarian’ or ‘electronic information coordinator.’ Two years ago, the Washington State University (WSU) Libraries decided to take a different approach to managing these two vital library functions by creating the new position of Assistant Director for Collections and Systems. This paper explores the convergence of collection development and systems in a research library. It sets forth the philosophical underpinnings of that convergence, and it discusses issues encountered in the integration of the two services in the WSU Libraries. Finally, it explores strategic issues for future collection development and management from the perspective of this new organizational paradigm. [1] 相似文献
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Okon E. Ani Patrick Ngulube Bosire Onyancha 《International Information and Library Review》2013,45(1-2):51-60
This paper explored the extent of the accessibility and utilization of electronic resources by academic staff at two Nigerian universities: the University of Calabar and the University of Ibadan. A quantitative research method was adopted in the study and a questionnaire was used as the instrument for data collection. The study population comprised 2035 academic staff at the surveyed universities, and a sample size of 586 academics was used in the study. A total of 324 completed copies of the questionnaires were retrieved and used for data analysis representing a response rate of 55.3%. The findings of the study revealed a poor electronic information environment at the surveyed universities. There was no significant influence of demographic variables (discipline, gender, age, education and professional rank) on the accessibility and utilization of electronic resources among respondents in the survey. The paper concluded that an increase in investment in ICT facilities by university management will lead to improvement in electronic information environment at the surveyed universities and recommended that, Nigerian universities should considerably increase their investments in ICT infrastructural facilities to be in line with the emerging digital trend at universities around the world. 相似文献
8.
This paper proposes that the health sector has much to learn from higher education as regards information provision in the electronic age. Information Technology for Library and Information Services is less developed in the NHS than in higher education. Staff training and development is identified as a key issue in supporting the transition to electronic delivery of Library and Information Services. The Electronic Libraries Programme (eLib), developing electronic services in higher education, is outlined, with emphasis on the IMPEL2 Project and its methodology. Findings from the Staff Training and Development strand of IMPEL2 are presented. This study identified that attention should be most keenly focused on two areas, IT skills and skills to support changing roles. A number of success factors in training and development are highlighted. The paper concludes that release of resources from eLib to support staff development must be paralleled in the health sector if effective electronic services are to be developed. 相似文献
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随着近年来我国自然科学类博物馆数量和规模的迅速增长,人才问题日益凸显。本报告通过问卷调查和访谈的方法,对我国自然科学类博物馆人才队伍结构以及人才队伍培养的现状、问题与需求进行调研和分析,认为我国自然科学类博物馆人才队伍存在学历结构偏低、经验不足等问题,同时人才培养缺少有效途径、有针对性的培养方案和足够的资源支撑。在此基础上,本文提出了建立人才队伍培养的差异化方案、专业化的人才队伍评估体系以及多元化的人才队伍培养资源等对策建议。 相似文献
12.
《The Reference Librarian》2013,54(21):7-14
Staff involvemcnt with community information starts at the administrative level with planning and commitment. Part of the planning process is assessing what other agencies in the community are doing to provide community information, and determining the library's role in this process. It should be clear to staff that providing information about community resources is a legitimate part of the total information service offered by the library, not a nonEssential extra-work addition. Staff training is an ongoing process, and an essential part of becoming comfortable in using this community resource file. The skills which administrators bring to the implementation of a new service say a great deal about how they manage any change. If initial planning has been well thought out, adequate training offered, and communication good between public service staff and those responsible for coordinating the service, staff acceptance and use of the new service should be high. 相似文献
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《College & Undergraduate Libraries》2013,20(2):19-29
Staff members are valuable resources in a library; they also represent the single largest investment. As such, it is imperative that administrators not waste that investment by failing to provide training and development opportunities. This paper demonstrates that a broadened concept in staff development is important and possible. It also describes the steps one library took in establishing a staff development plan, the membership of the committee that developed the programs, types of programs provided, what worked and what didn't work, and how, with modest expenditures, a successful investment can grow and provide benefits for everyone. 相似文献
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《Library Collections, Acquisitions, and Technical Services》2000,24(2):189-204
Electronic resources and multimedia databases are quickly becoming an integral part of library collections. These electronic resources are forcing libraries to look at many parts of their organization—in particular, technical services—and to begin planning and implementing available technology for the organization and management of these materials. Designing and re-designing workflow will be a critical component in the successful access to and integration of electronic resources with existing materials and workflow. This article draws on the authors’ own experiences designing, planning and implementing workflow for two digital imaging projects, including using an SGML/XML metadata standard to provide access to digitized resources in all formats. The authors will share the challenges of learning new technology to organize and manage these resources (with no increase in staff), show how technology can be applied for increased efficiency, and discuss future possibilities. 相似文献
15.
Centralized Online Resources Acquisitions and Licensing (CORAL) is an open source electronic resources management system originally developed by the University of Notre Dame Hesburgh Libraries. The CORAL system consists of five modules designed to manage the library electronic resources life-cycle, including licensing and contact information, procurement and activation workflow, usage statistics, and the storage of documentation. CORAL was designed as a flexible and customizable management system, with the ability to utilize each module independently or as a suite to maintain the electronic resources management needs of individual institutions. Scott Vieira of Rice University, Steve Oberg of Wheaton College, and Andrea Imre of Southern Illinois University Carbondale present on the functionality of CORAL and demonstrate the system’s flexibility and extensibility in managing library electronic resources. 相似文献
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Christopher Pedley 《New Review of Academic Librarianship》2013,19(1):195-209
The library of Heythrop College, University of London, has a number of unusual features which influence the management of the collection. To date, however, it has operated without a formal collection management policy. As a contribution to the process of producing such a policy, the study described asked key questions about the role of the Library and the resources available to through interviews with the most influential stakeholders, the academic staff. On the basis of interviews with the twenty‐nine permanent staff and seven other key stakeholders, expectations about the role of the Library were considered and the fitness of the collection for the purposes required of it are assessed. Some specific issues raised by the interviews, affecting the Library's collection management, are considered. In particular the provision of multiple copies, electronic resources and the ‘explosion’ of publishing are discussed. The usefulness of the staff interview as a collection management tool is also examined. 相似文献
17.
下一代图书馆服务平台的电子资源全流程管理功能——以Alma为例 总被引：1，自引：0，他引：1
[目的/意义] 针对以Alma为代表的下一代图书馆服务平台,了解和分析其对电子资源的全流程管理功能,引导图书馆更好地使用下一代图书馆服务平台,提高电子资源的管理质量。[方法/过程] 首先探讨图书馆使用图书馆服务平台管理电子资源的必要性,总结电子资源管理的全生命周期,归纳下一代图书馆服务平台的发展历程和特点,并以Alma为例详细分析下一代图书馆服务平台管理电子资源的全流程功能。[结果/结论] 以Alma为代表的下一代图书馆服务平台对于管理电子资源具有较强的优势,但也存在一些实际操作难点。国内图书馆在实际应用时需结合系统流程制定符合本馆需求的电子资源管理工作流程,同时建立由国内图书馆联盟、图书馆、出版商三方参与的共享合作机制,并敦促系统厂商满足国内图书馆本地化的相关使用需求,才能更好地实现电子资源的全流程管理。 相似文献
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《The Reference Librarian》2013,54(39):99-109
The increasingly electronic environment in today's academic library is placing new demands on managing reference services. Staff are faced with selecting, implementing, and servicing a wide range of services and resources. This necessitates learning the new and integrating it into the established. At the same time, users are becoming more varied. Not only is their demographic profile changing, but more users with interdisciplinary interests are seeking assistance. Reference librarians are also working to establish new interfaces with the increasing number of users who wish to access resources without coming into the library. This article addresses the management of reference services in a medium-sized research library to meet these needs. A model for planning reference services is presented along with a staff organizational structure to meet agreed upon objectives. 相似文献
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《Journal of Interlibrary Loan, Document Delivery & Electronic Reserve》2013,23(4):123-133
Abstract Virginia Commonwealth University has interlibrary loan staff members who work in a variety of locations. A review of library and business management literature and an informal survey of interlibrary loan managers was conducted to assess the extent and practices for managing interlibrary loan and document delivery staff members who work in separate locations. Data was collected to highlight common problems and challenges faced by managers who deal with this situation, and to consider the best practices used by the managers. The practices of interlibrary loan managers were very similar to those of managers found in management literature, indicating that library managers, particularly in interlibrary loan, can benefit from reading business management sources regularly. 相似文献