Library and Information Science - Core Organization System Notes (copy)

Organizing provides shape and structure to an organization, creating a framework within which activities are performed.
Organizing involves deciding how tasks will be done and by whom, including the allocation of resources and responsibilities.
Classical writers viewed organizational structure as a lasting, hierarchical entity with power flowing from top to bottom, emphasizing stability and control.

Organizations are goal-directed, boundary-maintaining, and socially constructed systems of human activity, distinguishing them from random collections of individuals.
Socially constructed: Organizations are deliberately formed by humans, reflecting specific values and goals.
Goal-directed: Organizations are purposive systems where members attempt to achieve specific goals, ensuring alignment and focus.

Organization: A group of individuals joined to achieve an objective, forming a collective entity.
Organizational structure: Results from the organizing process; governs how people's activities depend on each other to accomplish shared objectives, providing a roadmap for operations.
Organizational structure defines individual jobs and their relationships, as shown in organization charts and job descriptions, clarifying roles and responsibilities.
It dictates responsibility distribution, coordination, and information dissemination, ensuring efficient workflows and communication.
Changing the organizational structure is called restructuring or reorganization, often done to adapt to changing environments or strategic goals.

Choosing the design structure and job allocation is essential, as these decisions impact efficiency and effectiveness.
Organization becomes necessary when more than one worker is needed, highlighting the importance of coordination and collaboration.
Managers focus on organizational design as they move up the hierarchy, reflecting the increasing importance of strategic alignment.

Create a permanent setting for managers to influence individuals, fostering a culture of guidance and development.
Achieve collaborative effort among employees, promoting teamwork and shared goals.
Create a cost-effective organization, optimizing resource utilization and minimizing waste.

Each organization develops its own culture with norms that manifest in employee behavior, shaping attitudes and actions.
Examples of organizational culture include:
- Professional vs. casual dress code, indicating the level of formality.
- Social interaction levels among employees, reflecting the degree of collaboration and camaraderie.
- Formality in addressing superiors, defining communication protocols.

Organizations divide tasks by: Horizontal specialization (creating departments) and Vertical differentiation (hierarchy of positions), ensuring efficiency and accountability.

Involves structuring authority, power, accountability, and responsibility, establishing a clear chain of command.

Organizational design uses standardized building blocks, similar to house construction, ensuring consistency and predictability.
Common elements include a foundation, roof, essential rooms, and services (electricity, water), representing core functions and support systems.
Managers act as architects, shaping the space to meet the organization's needs, customizing the structure for optimal performance.

Traditional methods:
- Function.
- Territory.
- Product.
- Customer.
In libraries, additional methods include: Subject and Form of resources, tailored to the unique characteristics of information management.
Organizations often use a hybrid structure, combining these methods, adapting to complex and diverse requirements.

Common in business (e.g., production, marketing, sales, accounting), aligning departments with core activities.
In libraries: circulation, reference, acquisition, cataloging, and management, facilitating efficient information processing.

Used in organizations operating over a wide geographic area, enabling localized decision-making and responsiveness.
Allows adaptation to local labor markets, needs, problems, and production issues, ensuring relevance and effectiveness.
In libraries: location of central facilities, branch libraries, bookmobiles, extending reach and accessibility.
Academic libraries: science, architecture, or education libraries, catering to specific disciplines.
School systems: individual schools and media centers, supporting educational objectives.

Beneficial in diversified industries with large-scale specialized production, optimizing processes and expertise.
Allows product managers complete control, ensuring accountability and quality.
Infrequently used in libraries; print shops or systems office might be considered product-based, representing specialized services.

Appeals to specific customer groups (e.g., children, preteens, men, women), enhancing engagement and satisfaction.
Libraries: children's sections, services for young adults or business users, undergraduate libraries, tailoring services to different demographics.

Employees are now recognized as valuable assets, emphasizing their contributions to organizational success.
Human resource specialists are strategic management team members, aligning human capital with organizational goals.
They match organizational problems to human resource solutions, optimizing workforce performance.
Large libraries have human resources or personnel directors, dedicating resources to employee management.
Small libraries may have the director perform these functions, or the parent organization handles them, distributing responsibilities.

The library association's policy clarifies desirable staffing patterns, ensuring professional standards.
Skills other than librarianship are needed in libraries, recognizing multidisciplinary contributions.
Non-librarians deserve equal recognition, promoting inclusivity and collaboration.
Libraries should establish a dual career lattice for librarians and non-library specialists, providing diverse advancement opportunities.
Librarians should be able to advance without becoming administrators, valuing specialized expertise.
Administrators should recognize and reward non-administrative librarians, fostering a culture of appreciation.

Each organization develops its own organizational or corporate culture as norms of the organization arise and become manifest in employee behavior, shaping identity and values.
Organizations have traditionally used five methods to establish departments, function, territory, product, and customer, optimizing structure for efficiency.
Besides, libraries have developed two other ways to build departments, subject and form of resources, tailored to information management needs.
Many libraries and information agencies are too small to have one person serve as a full-time human resources or personnel specialist, necessitating distributed responsibilities.
In many libraries, promotion and advancement are possible only when an employee assumes greater supervisory responsibility, limiting career paths and opportunities.