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Problems in the Administration of University Libraries: A Review Article

The Administrative Organization of the Libraries of Columbia University.: A Detailed Description is the final part of the Association of Research Libraries (ARL)/ Booz, Allen, and Hamilton/Columbia University trilogy on research library management. The first of these volumes, Problems in University Library Management (Washington, D.C.: Association of Research Libraries, 1970) was a general overview that identified the library management problems on which ARL would focus its efforts "to develop management techniques appropriate to academic research libraries" (p. iv). These general problems were given a specific embodiment in the Columbia University libraries in the second volume, Organization and Staffing of the Libraries of Columbia University. A Case Study (Westport, Conn.: Redgrave Information Resources, 1973). Here the Booz, Allen, and Hamilton team concentrated on one of the eight broad problem areas that had been identified, "organization," presumably since it is, as the earlier study says, the "primary management tool for focusing and directing the talents and energies of staff to deliver services and to fulfill program objectives" (p. 31). In that volume the study team reviewed Columbia's present organization and staffing. They then recommended a plan that would provide the organizational structure and staffing patterns required to deal with other management problems such as planning, operations, and financing. Taking this public disrobing with great grace, the management and staff of Columbia's libraries committed themselves to implementing the recommended plan. After what must have been a massive, sometimes painful effort on the part of Columbia's staff, they now display their new clothes in the volume at hand. What we are given in The Administrative Organization is the complete set of unit descriptions and structural relationships (organization charts) that "depict the basic arrangement, broad objectives and general functions of the Libraries' services and operating units" (preface). As such, what the reader is faced with is a working, not a reading, document. The plan of organization recommended by Booz, Allen, and Hamilton called for a restructuring of the traditional technical-service and reader-service divisions into three major units-a Service Group, a Resources Group, and a Support Group-that would underscore functional relationships. In addition, the new plan created two staff units, a Planning Office and Person-