Planning

Planning in libraries

1. I.A. MortelI.A. Mortel
LIS ProfessorLIS Professor
University of Nueva CaceresUniversity of Nueva Caceres

2. What is planning?What is planning?

3. Planning is an Planning is an analytical process analytical process
which involves an assessment of the which involves an assessment of the
future, the determination of desired future, the determination of desired
objectives in the context of that future, objectives in the context of that future,
the development of alternative courses the development of alternative courses
of action to achieve such objectives of action to achieve such objectives
and the collection of a course, or and the collection of a course, or
courses of action from among these courses of action from among these
alternatives.alternatives.

4. Planning includes articulately clear Planning includes articulately clear
objectives-able to determine resources objectives-able to determine resources
availableavailable
Timeline period/prioritizing budget, staff Timeline period/prioritizing budget, staff
concerns.concerns.

5. Why plan?Why plan?

6. To offset uncertainty and to prepare for To offset uncertainty and to prepare for
changechange
To focus attention on a clear direction To focus attention on a clear direction
for the future for the future
To gain economical control of the To gain economical control of the
operationoperation
To facilitate controlTo facilitate control

7. Factors in Factors in
planningplanning

8. TimeTime
Collecting and analyzing Collecting and analyzing
of dataof data
Levels of planningLevels of planning
FlexibilityFlexibility
AccountabilityAccountability

9. 11
stst
factor: TIME factor: TIME
there are two categories of plans w/ respect there are two categories of plans w/ respect
to time; long-range or strategic plans, and to time; long-range or strategic plans, and
short-term or operational plans.short-term or operational plans.
These categories refer to the span of time These categories refer to the span of time
over which the plan is effective, starting w/ over which the plan is effective, starting w/
the time when the objectives of the plan are the time when the objectives of the plan are
actually measured for achievement. actually measured for achievement.

10. 2 Divisions2 Divisions
a. Long-range or strategic plans – a. Long-range or strategic plans – a type of a type of
planning that has become widely used and planning that has become widely used and
accepted over the last couple of decades.accepted over the last couple of decades.
Strategic planning has become central to the Strategic planning has become central to the
whole management strategy.whole management strategy.
b. Short –term or operational plans- b. Short –term or operational plans-
encompass the day-to-day planning that encompass the day-to-day planning that
takes place in any organizationtakes place in any organization
more task-orientedmore task-oriented
it involves a shorter time frame and the it involves a shorter time frame and the
resolution of specific problems.resolution of specific problems.

11. 22
ndnd
factor: factor:
COLLECTING AND COLLECTING AND
ANALYZING DATAANALYZING DATA
-- This step includes systematic This step includes systematic
collection of data concerning the library collection of data concerning the library
or information center, its activities, or information center, its activities,
operations, staff, use, and users at a operations, staff, use, and users at a
given time and over a given period of given time and over a given period of
time.time.

12. 33
rdrd
Factor: Levels of Factor: Levels of
planningplanning
2 levels in planning2 levels in planning
a.They should be responsible for planning a.They should be responsible for planning
in their individual units.in their individual units.
b.They should work w/ others in the b.They should work w/ others in the
organization to develop the overall plan. organization to develop the overall plan.

13. 44
thth
Factor: Factor:
FLEXIBILITY FLEXIBILITY
is the essence of good planning in is the essence of good planning in
meeting changing needs.meeting changing needs.

14. 55
thth
Factor: Factor:
ACCOUNTABILITYACCOUNTABILITY
Means the obligation and initiative to Means the obligation and initiative to
carry out established plans.carry out established plans.
For managers, this means delegating For managers, this means delegating
authority and making individuals authority and making individuals
responsible for achieving the plans responsible for achieving the plans
objectives once they have been objectives once they have been
established.established.

15. ENVIRONMENT FOR ENVIRONMENT FOR
PLANNINGPLANNING
It requires systematically organizing the It requires systematically organizing the
effort needed to use these resources, effort needed to use these resources,
and it requires and it requires
Measuring the results of planning Measuring the results of planning
decisions through systematic feedback decisions through systematic feedback
so that needed changes can be so that needed changes can be
effected. effected.

16. Strategic planningStrategic planning
Is a major tool for effective identification of Is a major tool for effective identification of
organizational priorities.organizational priorities.
To establish a climate for strategic planning To establish a climate for strategic planning
within the library or information center, at within the library or information center, at
least 2 things are desirable; the entire least 2 things are desirable; the entire
organization should know the direction, goals, organization should know the direction, goals,
and expectations of information services, and and expectations of information services, and
both the information services unit and both the information services unit and
institutional administration should know all institutional administration should know all
decisions, commitments, and efforts of the decisions, commitments, and efforts of the
organizational members.organizational members.

18. Strategic planning as Strategic planning as
self-analysisself-analysis
It identifies the organizations strengths and It identifies the organizations strengths and
weaknesses and develops priorities within the weaknesses and develops priorities within the
framework of the organizations physical and framework of the organizations physical and
financial capabilities.financial capabilities.
The library or information center is an open The library or information center is an open
social system w/ specific goals of service.social system w/ specific goals of service.
In order to identify priorities of service and to In order to identify priorities of service and to
direct decision making, a mission focuses on direct decision making, a mission focuses on
strategies for action. strategies for action.

19. This mission statement should be shared w/ This mission statement should be shared w/
all members of the organization, funding all members of the organization, funding
authorities, supporters so that everyone authorities, supporters so that everyone
understands and is committed to its understands and is committed to its
principles.principles.
the mission, vision and values statements are the mission, vision and values statements are
the principal products of the … strategic the principal products of the … strategic
planning process. They and the process itself planning process. They and the process itself
which, either directly or indirectly, involve which, either directly or indirectly, involve
nearly every member of the library staff, are nearly every member of the library staff, are
the glue that binds and connects the various the glue that binds and connects the various
parts of the community to the whole.parts of the community to the whole.

20. The plan itself encourages managers to The plan itself encourages managers to
experiment w/ various alternatives before experiment w/ various alternatives before
committing resources by promoting a committing resources by promoting a
systems approach in:systems approach in:
 providing a mechanism to avoid providing a mechanism to avoid
overemphasizing organizational parts at the overemphasizing organizational parts at the
expense of the whole;expense of the whole;
guiding managers to make decisions that are guiding managers to make decisions that are
in line w/ the aims and strategies of the whole in line w/ the aims and strategies of the whole
organization; organization;
providing a basis for measuring the providing a basis for measuring the
performance of the organization as a whole, performance of the organization as a whole,
of an operating unit, and of an individual; of an operating unit, and of an individual;

21. forwarding to higher levels of management forwarding to higher levels of management
those issues of strategic importance w/ which those issues of strategic importance w/ which
they should be concerned;they should be concerned;
serving as a training device by requiring serving as a training device by requiring
participants to ask and answer the very participants to ask and answer the very
questions that managers must address; andquestions that managers must address; and
improving managerial motivation and morale improving managerial motivation and morale
through a sense of creative participation in through a sense of creative participation in
the development of known expectations. the development of known expectations.

22. Models for Strategic Models for Strategic
PlanningPlanning
Each model has its strengths, Each model has its strengths,
descriptions of which can be found in descriptions of which can be found in
the literature of library and information the literature of library and information
science, as well as in the more science, as well as in the more
extensive literature of business and extensive literature of business and
management.management.
Mechanical planning models can be Mechanical planning models can be
helpful in many situations; a more helpful in many situations; a more
desirable approach emphasizes desirable approach emphasizes
creativity and innovation.creativity and innovation.

23. Getting StartedGetting Started
The initial step in undertaking the The initial step in undertaking the
strategic planning is to identify a planning strategic planning is to identify a planning
team that will be responsible for carrying out team that will be responsible for carrying out
the major planning phase and will involve the major planning phase and will involve
other work teams and task forces at other work teams and task forces at
appropriate times in the process.appropriate times in the process.
Before the team or task force begins the Before the team or task force begins the
strategic planning process, several basic strategic planning process, several basic
questions need to have been answered.questions need to have been answered.

24. Why plan strategically and why at this
point in time?
Who should be involved and how
involved should they be?
What does strategic planning entail,
and what needs to be known
beforehand?
When to do and how long?
How will the process be accomplished?
What is happening in the larger context,
including the global environment?

25. MASSACHUSETTS BOARD OF
LIBRARY COMMISSIONERS
Proposed Process for Development of a
Strategic Plan for the Future of Library
Service in Massachusetts

26. Step 1 Identify Assumptions/Audit Values
Step 2 Environmental Scanning:
Identify and review existing services and
studies
Identify opportunities and threats
Identify related organizations and possible
competitors/collaborators and their plans
Identify relevant models and developments
Public Input
Step 3 Create Vision Statement
Step 4 Formulate Mission Statement

27. Step 5 Strategic Modeling
Scenario generation
Performance audit
Identify strengths and weaknesses
Step 6 Develop Goals and Objectives
Public Forums / Hearings
Step 7 Develop Action Plans
Identify Budget/Resource Requirements
Adjust Policies and Procedures
Step 8 Implementation
Step 9 Evaluation

28. Political, economic, social, and technological (PEST) factors
impact planning

30. Factors to be considered in initial strategic planning steps

31. The steps in strategic The steps in strategic
planning processplanning process
1. Identify the organizational culture and the 1. Identify the organizational culture and the
values or assumptions that are the values or assumptions that are the
organization’s guiding principles.organization’s guiding principles.
2. Conduct the environmental scan: identify the 2. Conduct the environmental scan: identify the
opportunities and challenges, the related opportunities and challenges, the related
competitors/cooperators and their plans, and competitors/cooperators and their plans, and
the relevant existing models and the relevant existing models and
developments.developments.
3. Create a vision statement that focuses on a 3. Create a vision statement that focuses on a
better future by communicating enthusiasm better future by communicating enthusiasm
and excitement.and excitement.

32. 4. Formulate a mission statement that identifies 4. Formulate a mission statement that identifies
distinctiveness.distinctiveness.
5. Develop the goals and objectives.5. Develop the goals and objectives.
6. Develop strategies and action plans. This 6. Develop strategies and action plans. This
requires identifying resource funds and requires identifying resource funds and
developing funds and developing policies and developing funds and developing policies and
procedures to accomplish the objectives.procedures to accomplish the objectives.
7. Implement the strategic plan.7. Implement the strategic plan.
8. Monitor, evaluate, and adjust the plan as 8. Monitor, evaluate, and adjust the plan as
objectives are accomplished and as priorities objectives are accomplished and as priorities
shift.shift.

33. Planning TechniquesPlanning Techniques
Developing Standards or GuidelinesDeveloping Standards or Guidelines
should provide guidance for actions in the should provide guidance for actions in the
present climate while being flexible enough to present climate while being flexible enough to
allow for future development.allow for future development.
I. FORECASTINGI. FORECASTING
this term elicits visions of crystal ball gazing, but this term elicits visions of crystal ball gazing, but
more appropriately designates a process of more appropriately designates a process of
projection or prediction.projection or prediction.
It is the most valuable technique. It attempts to It is the most valuable technique. It attempts to
find the most probable course of events or find the most probable course of events or
range of possibilities.range of possibilities.

34. Three strategies for Three strategies for
forecasting forecasting
1. 1. DETERMINISTICDETERMINISTIC – this strategy assumes – this strategy assumes
that there is a close causal relationship that there is a close causal relationship
between the present and the future. between the present and the future.
2. 2. SYMPTOMATICSYMPTOMATIC – this strategy searches for – this strategy searches for
signs that might be indicators of the future. signs that might be indicators of the future.
This approach is based on the concept that This approach is based on the concept that
the sequence of events in a cycle is a the sequence of events in a cycle is a
consistent pattern. consistent pattern.
3. 3. SYSTEMATICSYSTEMATIC – this strategy looks for – this strategy looks for
underlying regularities over a period of timeunderlying regularities over a period of time

35. II. DELPHI II. DELPHI
TECHNIQUETECHNIQUE
– – most useful when judgment is most useful when judgment is
required, when several responses to an required, when several responses to an
issue might be viable, or when it is issue might be viable, or when it is
politically expedient to have strong politically expedient to have strong
support for the alternative that support for the alternative that
eventually will be chosen.eventually will be chosen.

36. STEPSSTEPS
1. A panel of experts on a subject, for 1. A panel of experts on a subject, for
example, library funding, is identified.example, library funding, is identified.
2. Working independently, selected 2. Working independently, selected
members of the panel predict members of the panel predict
developments over a specified period of developments over a specified period of
time.time.
3. The list of predictions is used to create 3. The list of predictions is used to create
a survey that is sent to each panelist for a survey that is sent to each panelist for
further reaction.further reaction.

37. II. TREND II. TREND
PROJECTIONPROJECTION
another forecasting technique that has been another forecasting technique that has been
used quite effectively in libraries and other used quite effectively in libraries and other
information centers. This technique information centers. This technique
graphically plots future trends based on past graphically plots future trends based on past
experience and current hard data. experience and current hard data.

Other mathematical and statistical models are Other mathematical and statistical models are
used by for-profit organizations to provide used by for-profit organizations to provide
quantitative data, and econometric models of quantitative data, and econometric models of
the economy are also used.the economy are also used.

38. LIBRARY COSTING LIBRARY COSTING
MODEL (LCM) –MODEL (LCM) –
one recent modeling attempt which is a one recent modeling attempt which is a
computer program that provides means computer program that provides means
for estimating staff, materials and costs for estimating staff, materials and costs
needed to handle library operations and needed to handle library operations and
services.services.
one recent modeling attempt which is a one recent modeling attempt which is a
computer program that provides means computer program that provides means
for estimating staff, materials and costs for estimating staff, materials and costs
needed to handle library operations and needed to handle library operations and
services.services.

39. Vision, Mission, Vision, Mission,
Goals, and Strategies Goals, and Strategies
for Information for Information
ServicesServices
 The vision (an act of foresight ) and values The vision (an act of foresight ) and values
(principles intrinsically desirable) of the (principles intrinsically desirable) of the
organization set it within a context of the organization set it within a context of the
future, envisioning the changes that will affect future, envisioning the changes that will affect
systems and services. systems and services.
 Following from the identified values and a Following from the identified values and a
vision for the future, components can be vision for the future, components can be
more accurately stated. One of the difficulties more accurately stated. One of the difficulties
in stating components of the strategic thinking in stating components of the strategic thinking
and planning process is the confusion that and planning process is the confusion that
exists in the terminology used.exists in the terminology used.

40. PLANNING PLANNING
TERMINOLOGYTERMINOLOGY
Activity – Activity – a predetermined act toward a predetermined act toward
achieving an objectiveachieving an objective
Aim – Aim – a determinant to a course of actiona determinant to a course of action
DeadlineDeadline – a time before which something – a time before which something
must be donemust be done
Ethos – Ethos – a guiding beliefa guiding belief
Goal – Goal – a purpose toward which effort is a purpose toward which effort is
directeddirected
Mission – Mission – a self-imposed dutya self-imposed duty

41. Objective – Objective – a measurable action to be a measurable action to be
achievedachieved
Philosophy – Philosophy – a viewpoint, a system of a viewpoint, a system of
valuesvalues
Plan – Plan – a method of achieving an end, a method of achieving an end,
implying mental formulationimplying mental formulation
Policy – Policy – a written guideline for actiona written guideline for action
Principle – Principle – an assumptionan assumption
Procedure – Procedure – a particular way of a particular way of
accomplishing something accomplishing something

42. Purpose – Purpose – an intentionan intention
Quota – Quota – a production assignmenta production assignment
Strategy – Strategy – a guide for making a guide for making
decisionsdecisions
Target – Target – a desired goal to be achievea desired goal to be achieve
Values – Values – a set of intrinsically desirable a set of intrinsically desirable
principlesprinciples
Vision – Vision – an object of imaginationan object of imagination

43. GENERAL MISSIONGENERAL MISSION
The mission is the overarching concept or The mission is the overarching concept or
principle that guides the organization in principle that guides the organization in
establishing goals and developing strategies establishing goals and developing strategies
to achieve those goals.to achieve those goals.
For public libraries, this mission has For public libraries, this mission has
traditionally included education, information traditionally included education, information
and recreation or entertainment; and the and recreation or entertainment; and the
library’s services have emerged as a vehicle library’s services have emerged as a vehicle
to accomplish a broader mission.to accomplish a broader mission.
An organization’s mission statement is often An organization’s mission statement is often
set forth in a charter, constitution and bylaws, set forth in a charter, constitution and bylaws,
annual report, or other authoritative annual report, or other authoritative
pronouncements of the organization.pronouncements of the organization.

44. Organization-Wide Organization-Wide
GoalsGoals
Some of the support in libraries for the human Some of the support in libraries for the human
relations approach and the study of informal relations approach and the study of informal
processes has its basis in the inherent processes has its basis in the inherent
difference of opinion between library difference of opinion between library
managers and staff members over the type of managers and staff members over the type of
organizational structure needed to achieve organizational structure needed to achieve
organizational goals. -organizational goals. --Duane Webster-Duane Webster
““Effecting Change in the Management of Effecting Change in the Management of
Libraries”Libraries”
Goals are the organization’s broad Goals are the organization’s broad
aspirations defined in operational terms, aspirations defined in operational terms,
leading to measurable objectives or leading to measurable objectives or
strategies and activities.strategies and activities.

45. TWO TYPES OF TWO TYPES OF
GOALS FUNCTIONGOALS FUNCTION
Stated goals and real goals may be identical Stated goals and real goals may be identical
but often are different. If they are “real goals but often are different. If they are “real goals
they will have an impact on the organization’s they will have an impact on the organization’s
policies, structure, operations and, in general, policies, structure, operations and, in general,
on the behavior of people.”on the behavior of people.”
The differences between stated goals and The differences between stated goals and
real goals are subtle and often financial.real goals are subtle and often financial.
For instance, a library may want to offer For instance, a library may want to offer
bookmobile service (stated goal), but, if it bookmobile service (stated goal), but, if it
does not adequately finance the operation, it does not adequately finance the operation, it
cannot offer high-quality bookmobile service cannot offer high-quality bookmobile service
(real goal).(real goal).

46. Specific Objectives Specific Objectives
and Strategiesand Strategies
In setting objectives, many things must be In setting objectives, many things must be
taken into account: the strengths of the library taken into account: the strengths of the library
or information center, the limitations of the or information center, the limitations of the
library or information center and how much library or information center and how much
can be accomplished w/ the financial and can be accomplished w/ the financial and
material resources available, and the material resources available, and the
objectives of the larger institution of which the objectives of the larger institution of which the
library or information center is a part.library or information center is a part.
The library or information center must be able The library or information center must be able
to prove to both its staff and to the funding to prove to both its staff and to the funding
authority that the objectives are suitable, authority that the objectives are suitable,
sustainable, and measurable.sustainable, and measurable.

47. Elements of the Elements of the
hierarchy of hierarchy of
objectivesobjectives
 Clients – who they are and who they are not;Clients – who they are and who they are not;
Services – what services are needed, which Services – what services are needed, which
should be added, and which deleted;should be added, and which deleted;
 Personnel Resources – what professional Personnel Resources – what professional
and support skills are needed to provide and support skills are needed to provide
identified services;identified services;
 Financial Resources – what and where they Financial Resources – what and where they
are and how to maintain them; andare and how to maintain them; and

48. Community Responsibilities – the Community Responsibilities – the
library’s obligations as a social library’s obligations as a social
institution.institution.

49. It is important to remember that many It is important to remember that many
forces influence the process of planning forces influence the process of planning
and achieving goals; therefore, the and achieving goals; therefore, the
process must be viewed from a number process must be viewed from a number
of perspectives.of perspectives.

50. 3 Primary 3 Primary
PerspectivesPerspectives
1. Environmental, that is, considering 1. Environmental, that is, considering
those constraints imposed on the those constraints imposed on the
organization by society in general;organization by society in general;
2. Organizational, that is, consideration of 2. Organizational, that is, consideration of
the organization as a system; andthe organization as a system; and
3. Individual, that is, the goals of the 3. Individual, that is, the goals of the
individuals working in the organization. individuals working in the organization.

51. ActivitiesActivities
 At the lowest and very basic level, the At the lowest and very basic level, the
elemental tasks are directly related to elemental tasks are directly related to
objectives and strategies, the specific objectives and strategies, the specific
activities that are required to achieve the activities that are required to achieve the
objectives.objectives.
 Activities guide the everyday functioning of Activities guide the everyday functioning of
the organization, and in that sense are the organization, and in that sense are
pragmatic and narrow.pragmatic and narrow.

52. Management by Management by
ObjectivesObjectives
  One technique that can be used to One technique that can be used to 
supplement the planning process works supplement the planning process works 
specifically to merge organizational and specifically to merge organizational and 
individual goals and objectives in order individual goals and objectives in order 
to achieve greater success.to achieve greater success.
  Management by objectives (MBO) has Management by objectives (MBO) has 
been informally applied in some been informally applied in some 
libraries (though perhaps not libraries (though perhaps not 
consciously), to combine individual and consciously), to combine individual and 
institutional goal setting w/ the decision-institutional goal setting w/ the decision-
making process.making process.

53. MBO is a participative system of managing in MBO is a participative system of managing in 
which managers look ahead for which managers look ahead for 
improvements, think strategically, set improvements, think strategically, set 
performance stretch objectives at a beginning performance stretch objectives at a beginning 
period, develop supporting plans, and give period, develop supporting plans, and give 
accountability for results at the end of the accountability for results at the end of the 
period.period.
Management by Objectives is perhaps the Management by Objectives is perhaps the 
most evident example of participative most evident example of participative 
management because it involves everyone, management because it involves everyone, 
to an extent, in the management process.to an extent, in the management process.

54. The process rests upon The process rests upon
several premises:several premises:
1.1.Clearly stated objectivesClearly stated objectives
2.2.A succession of specific objectivesA succession of specific objectives
3. Delegation of specific objectives3. Delegation of specific objectives
4. Freedom to act4. Freedom to act
5. Verifiable objectives5. Verifiable objectives
6. Clear communication6. Clear communication
7. Shared Responsibility7. Shared Responsibility
8. Personal accountability8. Personal accountability
9. Improving management ability9. Improving management ability

55. Both policies and objectives are guides Both policies and objectives are guides 
to thinking and action, but there are to thinking and action, but there are 
differences between them. Objectives differences between them. Objectives 
are endpoints of planning, while policies are endpoints of planning, while policies 
channel decisions along the way toward channel decisions along the way toward 
meeting  those  objectives,  after meeting  those  objectives,  after 
objectives have been established.objectives have been established.

56. Policy MakingPolicy Making
Policy making is a part of decision making. Policy making is a part of decision making. 
Policies emanate from the original decisions Policies emanate from the original decisions 
and  become  general  statements  or and  become  general  statements  or 
understanding that channel thinking in future understanding that channel thinking in future 
decision making.decision making.
They  serve  as  guidelines  for  actions, They  serve  as  guidelines  for  actions, 
particularly those of a repetitive nature, in particularly those of a repetitive nature, in 
order to create some sense of uniformity in order to create some sense of uniformity in 
the conduct of an organization.the conduct of an organization.

57. Sources of PolicySources of Policy
1.  Originated  policy  –  this  type  of  policy  is 1.  Originated  policy  –  this  type  of  policy  is 
developed to guide the general operations of the developed to guide the general operations of the 
library.library.
2. Appealed policy – this type of policy can cause 2. Appealed policy – this type of policy can cause 
tension because it forces a decision or policy, tension because it forces a decision or policy, 
which, consequently, often does not have the which, consequently, often does not have the 
thorough consideration that is required. thorough consideration that is required. 
3. Implied policy – is developed from actions that 3. Implied policy – is developed from actions that 
people see about them and believe to constitute people see about them and believe to constitute 
policy.policy.
4. Externally imposed policy – these policies, which 4. Externally imposed policy – these policies, which 
come  through  several  channels,  dictate  the come  through  several  channels,  dictate  the 
working of an institution but may be beyond its working of an institution but may be beyond its 
control.control.

58. Effective Policy Effective Policy
MakingMaking
    To be most effective, policies should To be most effective, policies should 
be reflective of the objectives and plans be reflective of the objectives and plans 
of the organization. These should of the organization. These should 
complement each other and build on complement each other and build on 
that common strength.that common strength.

59. Characteristics of Characteristics of
good policiesgood policies
1. Reflective of the objectives and plans 1. Reflective of the objectives and plans 
of the organizationof the organization
2. Consistent2. Consistent
3. Flexible3. Flexible
4. Distinguished from rules and 4. Distinguished from rules and 
proceduresprocedures
5. Written5. Written

60. Stated policies have Stated policies have
several advantages several advantages
1.1.They are available to all in the same formThey are available to all in the same form
2. They can be referred to, so that anyone who 2. They can be referred to, so that anyone who 
wishes can check the policy.wishes can check the policy.
3. Misunderstandings can be referred to a 3. Misunderstandings can be referred to a 
particular set of word.particular set of word.
4. They indicate a basic honesty and integrity of 4. They indicate a basic honesty and integrity of 
the organization’s intentions.the organization’s intentions.
5. They can be readily disseminated to all who 5. They can be readily disseminated to all who 
are affected by them.are affected by them.

61. 6.They can be taught to new employees 6.They can be taught to new employees 
easilyeasily
7.The process of writing forces managers 7.The process of writing forces managers 
to think more sharply about the policy.to think more sharply about the policy.
8.They generate confidence of all 8.They generate confidence of all 
persons in the leadership of top persons in the leadership of top 
management and in the fact that management and in the fact that 
everyone will be treated substantially everyone will be treated substantially 
the same under given conditions.the same under given conditions.

62. Implementing PolicyImplementing Policy
Policies are carried out or enforced by Policies are carried out or enforced by 
procedures, rules, and regulations. procedures, rules, and regulations. 
Procedures are guides to action, and Procedures are guides to action, and 
they are subordinate to policies.they are subordinate to policies.

63. Decision MakingDecision Making
Is a conscious choosing, and it complements Is a conscious choosing, and it complements 
planning because it involves choosing the planning because it involves choosing the 
best alternative for the future of the enterprise best alternative for the future of the enterprise 
, and decisions w/ organization-wide , and decisions w/ organization-wide 
implications are related specifically to the implications are related specifically to the 
planning process.planning process.
The decision-making procedure can be The decision-making procedure can be 
divided into four phases:divided into four phases:
1. Intelligence gathering1. Intelligence gathering
2. Design2. Design
3. Choice3. Choice
4. Review4. Review  

64. Group Decision Group Decision
MakingMaking
1.1.Group judgment – “two heads are Group judgment – “two heads are 
better than one”, applies here.better than one”, applies here.
2. Group authority – role of leadership is 2. Group authority – role of leadership is 
not diminished but altered.not diminished but altered.
3. Communication – permits wider 3. Communication – permits wider 
participation in decision making.participation in decision making.

65. Disadvantages of group
approach
Cost
Compromise
Indecision
Power
Authority

66. Factors influencing decision-making
for libraries & info. centers
Experience
Experimentation
Research and analysis

67. Steps and Factors in Decision Steps and Factors in Decision
MakingMaking
1. Distinguish big from little problems to avoid 1. Distinguish big from little problems to avoid 
getting caught in a situation that is rapid-fire getting caught in a situation that is rapid-fire 
and not effective.and not effective.
2. Rely on policy to settle routine problems, and 2. Rely on policy to settle routine problems, and 
subject the big problems to thorough analysissubject the big problems to thorough analysis
3. Delegate as many decisions are possible to 3. Delegate as many decisions are possible to 
the level of authority most qualified and most the level of authority most qualified and most 
interested in handling the probleminterested in handling the problem
4. Avoid crisis decisions by planning ahead4. Avoid crisis decisions by planning ahead
5. Don’t expect to be right all the time; no one 5. Don’t expect to be right all the time; no one 
ever is.ever is.  

68. Reference
Stuart, R.D., B.B. Moran & C.J. Morner 
(2013). Library and information center 
management. Libraries Unlimited, 
California.