Evolution of Library Organisation and Librarian Specialities*

Contents

  • 4.1 Analysis of Organisational Structures and Functions 94
  • 4.1.1 Case Analysis Method: Overcoming the Disadvantages of Case Analysis 95
  • 4.1.2 The Research Subjects for Case Analysis 97
  • 4.2 Harvard Library: 1960s-2010s 98
  • 4.2.1 Organisation and Functions of Harvard Library (1960) 101
  • 4.2.2 Organisation and Functions of Harvard Library (1980) 103
  • 4.2.3 Organisation and Functions of Harvard Library (1991) 106
  • 4.2.4 Organisation and Functions of Harvard Library (2001) 109
  • 4.2.5 Organisation and Functions of Harvard Library (2009) 112
  • 4.2.6 Organisation and Functions of Harvard Library (2012) 115
  • 4.3 Columbia University Libraries: 1960s-2010s 118
  • 4.3.1 Organisation and Functions of Columbia University Libraries (1962) 119
  • 4.3.2 Organisation and Functions of Columbia University Libraries (1997) 119
  • 4.3.3 Organisation and Functions of Columbia University Libraries (2011

and 2016) 124

  • 4.4 National Diet Library: 1960s-2010s 131
  • 4.4.1 Organisation and Functions of the NDL (1952) 137
  • 4.4.2 Organisation and Functions of the NDL (June 1959) 140
  • 4.4.3 Organisation and Functions of the NDL (1963) 143
  • 4.4.4 Organisation and Functions of the NDL (1978) 145
  • 4.4.5 Organisation and Functions of the NDL (June 1986 to April 2000) 145
  • 4.4.6 Organisation and Functions of the NDL (April 2002) 151
  • 4.4.7 Organisation and Functions of the NDL (April 2008) 156
  • 4.4.8 Organisation and Functions of the NDL (October 2011) 156
  • 4.5 New York Public Library: 1960s-2010s 161
  • 4.6 Boston Public Library: 1960s-2010s 169
  • 4.7 Tokyo Metropolitan Library: 1960s-2010s 176
  • 4.8 University of Massachusetts Amherst Libraries: 2000s-2010s 183
  • 4.9 Evolution of Library Organisation 188
  • 4.9.1 Subject-based Organisational Structure 191
  • 4.9.2 Media-based Organisational Structure 191
  • 4.9.3 Function-based Organisational Structure 192
  • 4.9.4 Region-based Organisational Structure 193
  • 4.10 Adaptations in Library Operations 193

Inherent Strategies in Library Management.

  • 4.11 Absorption of Technology and Inclusion of Digital Media 196
  • 4.12 The Introduction of New Media and Ease of Adoption of Organisational

Structures and Operations 199

References 201

This is a remarkably challenging and invigorating time to work in library and information services. The entire model upon which libraries of all kinds were established is being fundamentally challenged by the digital revolution. This is not only redefining the way that knowledge and information is created and distributed, it is also redefining the way that it is accessed and used. However, the key role of libraries - to provide free access to quality knowledge, information and culture to support a well informed and engaged society - remains the same.

—Martyn Wade (2012), Re-inventing the Library: the role of strategic planning, marketing and external relations, and shared services at the National Library of Scotland.

 
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