An experimental design for restructuring and redesigning the functions of academic research libraries [microform]

There is evidence that academic research libraries are inadequately structured to meet the needs of post-industrial society. Examination of the behavior of these libraries appears to confirm the existence of production-oriented rather than service-oriented policies and procedures. Such organizations tend to be unresponsive to changes in their environments. This lack of responsiveness can be partially attributed to the inflexibility of the typical organizational structure. Changes in the organizational and work systems designs of academic research libraries are proposed. The organizational design recommended as an alternative to the current functional design has three essential components: (1) the library's structure is predicated on a division based on client-centered units; (2) the client-centered units are small and each unit is allied with a different client group; and (3) librarians within the client-centered units act in a multi-function capacity.

Each librarian would engage in original cataloging, in-depth reference, and collection development as well as more innovative activities related to the information transfer cycle. Boundary spanning activities have been selected primarily because of evidence that a gradual shift in resource reallocation is occurring away from the library's maintenance functions (cataloging and acquisitions) toward boundary spanning activities. This shift, however, has not resulted in the type of organizational restructuring necessary for the academic research library to meet effectively the needs of post-industrial society. Within the organizational design is a work systems design that incorporates quality of working life (QWL) principles.

The new roles based on multi-function activities would be likely to have a higher non-routine component and would have a "wholeness" consonant with QWL principles and professional goals that stress autonomy, variety, self-actualization, and meaningful work in relation to institutional goals. Since there are currently no models for the proposed design, the process of design and implementation should be considered experimental. The recommended strategy for testing the design is through the creation of a prototype work group. This prototype would enable the library to evaluate the model and the desirability of library-wide diffusion. Implementation of the design is discussed. This includes an outline for planning, implementing, and evaluating the prototype.

The prototype would operate within a series of guidelines that includes statements on the philosophy of client-centering, purpose of the prototype work group, resources available, constraints, boundaries of the group, client group to be served, time-frame for development, and criteria for the creation of multi-function roles. General strategies for library-wide diffusion are discussed. The implications of expansion for the organizational structure of the library, managerial roles, career development, and library technologies are highlighted.