Inherent strategies in library management / Masanori Koizumi

Includes bibliographical references and index.

Front Cover; Inherent Strategies in Library Management; Copyright Page; Dedication; Contents; Preface; 1 Overview of Library Management; 1.1 Introduction; 1.2 Historical Background of Library Management; 1.3 Past Core Research on the History and Theories of Library Management: The 1900s to the 1950s; 1.4 Modern Strategic Management: After the 1960s; 1.5 Object of Analysis and Framework of Analysis in this Book; References; 2 Influence of Business Management Theories on Libraries from 1960s to 2010s; 2.1 Objectives and Framework of Analysis; 2.2 Citation Analysis Findings

2.2.1 Type of Organisation2.2.2 Management Area in Library Management Textbooks; 2.2.3 Management Philosophers/Authors; 2.3 Conclusions; References; 3 Incompatibility of Business Management Theories in Library Management; 3.1 Objectives and Framework of Analysis; 3.2 Bibliometric Analysis and Case Studies: General Methods; 3.3 Procedures; 3.4 Management Theories in the 1960s; 3.4.1 Long-Range Planning; 3.4.1.1 The Management Theory of Koontz and O'Donnell (1960); 3.4.1.2 The Management Theory of the American Library Association; 3.4.1.3 Planning Programming Budgeting System (Young, 1976)

Case Study: The Denver Public Library (Kemper, 1967)Case Study: The University of Colorado Library (Kemper, 1967); Case Study: University A (The University's Name was Confidential) (Young, 1976); 3.4.1.4 Conclusions About Using Long-Range Planning; 3.4.2 Management by Objectives; 3.4.2.1 Case Study: The Pennsylvania State University Libraries (Johnson, 1973); 3.4.2.2 Case Study: The Houston Academy of Medicine-Texas Medical Center Library (Lyders, 1979); 3.4.2.3 Conclusions About Management by Objectives; 3.4.3 Game Theory

3.4.3.1 Case Study: Examples of Applying Game Theory to Library Networks (1980)3.4.3.2 Case Study: Cooperative Game Theory and Library Decision-Making (2003); 3.4.3.3 Conclusions About Using a Management of Game Theory; 3.5 Management Theories in the 1970s; 3.5.1 Strategic Planning and Strategic Management; 3.5.1.1 Case Study: Pennsylvania State University Libraries (Cline and Meringolo, 1991 Gannaro, 1989); 3.5.1.2 Case Study: University Library of California, Riverside (Gardner, 1989); 3.5.1.3 Case Study: University of Iowa Libraries (Gardner, 1989)

3.5.1.4 Conclusions About Using Strategic Planning/Strategic Management3.5.2 Library Management Evaluation Theories; 3.5.2.1 ALA Management Evaluation Theories; 3.5.2.2 ISO 11620 (ISO, 2014); 3.5.2.3 ARL Management Evaluation Theory: Management Review and Analysis Program (Johnson and Mann, 1980); 3.5.2.4 Lancaster Library Management Evaluation Theory; 3.5.2.5 SERVQUAL (Carman, 1990 Parasuraman, Berry, and Zeithaml, 1991 Parasuraman, Zeithaml, and Berry, 1988, 1994 Zeithaml, Pa ...; 3.5.2.6 Hernon's Library Management Evaluation Theory (Hernon and Altman, 2010 Hernon and Dugan, 2004)

Inherent Strategies in Library Management describes general and specific strategies for libraries based on core library values, and does so through concrete research. Many strategic management books for libraries introduce concepts of business management to the library world, but often neglect traditional library culture and core values. This book reexamines management through the lens of libraries themselves, rather than relying on strategies borrowed from the business world, in an attempt to bring to light the factors and decision-making processes behind how librarians have run their libraries over the past fifty decades. In other words, their decisions can be regarded as inherent management, born naturally from the core foundations, considerations, and operations of libraries. In addition, this book investigates the broad influences of business management theories on libraries, including a discussion on the advantages and disadvantages of their use.