1. Introduction to the course An overview of management
What is management?
Who are managers?
What do managers do?
What resources do managers use?
What skills are needed by today’s managers?

2. ORGANIZATION OPERATIVES MANAGERS
Refers to an entity that has a distinct purpose, includes people or members and has a systematic structure.
OPERATIVES
People who work directly on a job or a task and have no responsibility for overseeing the work of others.
MANAGERS
A manager guides the activities of others in order to reach organizational goals.
Someone who plans, organizes, leads and controls the people and work of an organization in such a way that the organization achieves its goals.

3. The importance of management
To manage information organizations operations
To provide consistent and efficient services
Respond quickly to changes in external environment
To manage Budget, collections, staff

4. Definition of Management
Management is the process of working with and through others to achieve organizational objectives in a changing environment. Central to this process is the effective and efficient use of limited resources.

5. Working with and through others
managers need to interact with others(communicate, teamwork, cooperate)
Organizational objectives
Effectiveness and efficiency
effectiveness: related to achieving a stated objective (getting activities completed)
efficiency: when the resources are weighed against what is really accomplished
Limited resources(use of IT, retraining, reorganization) to improve productivity
Changing environment
Efficient when resources required to achieve an objective are weighted against what actually accomplished.
The ratio of benefits to costs.

6. Environmental Factors Influencing Management
Economic
Government policies
Management
Political
Technology
Social & cultural

7. Changing Environment and Its Influence On Library and Information Center Management
Economic Condition
Purchasing power
Exchange rates
Inflation rates
Budget Cut: library managers should be involved in
Projecting future trends (exchange, inflation)
Aware of alternative sources for funding (grants, sponsorship)
Income-producing activities
Use modern budgeting techniques

8. Technology Human Resources
Computers, integrated library systems, electronic networks, Internet, A.V. online, CD ROM, telecommunication
Implications for library staff, training, organization, budget, information services
Human Resources
Libraries must have supply of trained personnel
Library programs
Training institutions

9. Social and cultural environments
Social values ( information sources, books )
Literacy, reading, publication
Government Policies
Concerning personnel, salary scales, promotions, legal deposit, telecommunication
Library Users
Services, age, educational level, opening hours, interest
Users and non-users
Others

10. Levels of Management 1- Top Management
-Responsible for planning for the future
-Scanning the external organizations in order to identify potential changes
-Interacting with external organizations and representing the library in community affairs, business deals and negotiations
- Policy-making
-Responsible for overall control of the organization

11. 2- Middle Management
-Receive broad overall policies and strategies and translate them into action plans
-Analysis data, such as statistics provided by first- line managers and summarize these in reports to top management
-must have an in-depth knowledge of their department (areas) and its relationship with other departments in order to perform the necessary coordination

12. 3- First-line Management
-Responsible for day to day activities
- Dealing mainly with their subordinates
and clientele
-Spend their time problem-solving
-Communicating with their staff
- responsible for the production of goods and services
-Maintain quality control and standards

13. Managerial Skills
Technical and system Skills: comprise the skills needed to accomplish tasks. Knowledge and technical expertise to use computers, classification schemes, and library automated systems.
Interpersonal Skills: are used by managers as they interact with people within and outside the organization. Interpersonal skills are also used to motivate both individuals and groups.
Conceptual Skills: the ability to understand the relationships of individual parts to the whole, and the whole by breaking it into parts.

14. Managerial Skills Financial Skills
including where funding comes from, where it goes, and how to get it? (marketing….fundraising)
Political skills

15. What resources do managers use?
Human resources
Financial resources
Physical resources
Information resources

17. Managerial Functions
1- Planning: is formulation of future courses of action. It includes defining goals, establishing strategies and developing plans to coordinate activities.
2- Decision Making: is the process of identifying and choosing alternative courses of action in a manner appropriate to the demands of the situation.
Functions: general administrative duties function is a type of work activities
Analyze the problem, criteria for evaluation, alternative solutions, selection of the best solution, implementing it, evaluation of results.

18. 3- Organizing: establishing the formal structure of a coordinated system of authority relationships and task responsibilities. By spelling out who does what and who reports to whom. (communication between units)
4-Human resources: consists of recruiting, training, and developing people who can contribute to the organization effort, and evaluation.
Structural consideration, chain of command, division of labor, assignment of authority and
Responsibilities, levels of man. Committees.

19. 5- Communicating: Refers to transferring and understanding of meaning
5- Communicating: Refers to transferring and understanding of meaning. Transfer of technical knowledge, instructions, and information required to get the job done.
6- Motivating: the willingness to expand energy to achieve the organizational goals, conditioned by the effort’s ability to satisfy some individual needs.
2 ways of communication. The person’s desire to engage in something. (needs, wants)

20. (to keep the organization on its chosen track)
7- Leading: involves creating a shared culture and values, communicating goals and objectives, and motivating employees, selecting the most effective communication channel, and resolving conflicts. (human element: attitudes, personality attributes and perceptions)
8- Controlling: Monitoring activities to ensure that they are being accomplished and correcting any significant deviations.
(to keep the organization on its chosen track)
Involves directing, influencing and motivating employees to perform essential tasks.
Establishing proper atmosphere to do their best.

21. Manager Roles Interpersonal Roles
Figurehead perform ceremonial and symbolic duties such as greeting visitors, signing legal documents, etc.
Leader motivate subordinates to get the job done properly, train, and communicate with subordinates

22. Liaison. maintain information links both
Liaison maintain information links both inside and outside organization, use mail, phone calls, and meetings
Information Roles
Monitor seek and receive information, scan periodicals and reports, maintain personal contacts

23. Disseminator. transmitting selected information
Disseminator transmitting selected information to subordinates, send memos and reports, make phone calls, hold staff meetings
Spokesperson transmit information to outsiders through speeches, reports, memos

24. Decisional Roles Entrepreneur initiate improvement
projects, identify new ideas, develop new programs
Disturbance take corrective action
Handler during disputes or
crises, resolve conflicts
among subordinates

25. Resource decide who gets resources,
allocator budget, set priorities
Negotiator participating in negotiating
sessions with other parties
(e.g. vendors and unions),
to make sure the organization’s interests are
adequately represented

26. What are the differences in managing in for-profit and not-for-profit organization?