Summarizes the findings of this project, jointly funded by the NCET, the British Library Research and Development Department and the Northern Ireland Department of Education, which aimed to find out what happens if a range of multimedia and communications technologies is made available in school and college libraries. Concludes with recommendations for national policy makers, as well as for teachers, librarians and others.
The manager must take into account various human factors when introducing computers into the library. A survey of literature reveals the key fears of employees involved in…
The manager must take into account various human factors when introducing computers into the library. A survey of literature reveals the key fears of employees involved in library automation — to be concerned with job security, job satisfaction and health and safety. These findings are compared with data collected from a questionnaire administered to staff in four libraries, all in the process of automating various tasks. The effects of computerisation of the library service on users is also examined, with an analysis of literature and a questionnaire sent to 30 students in the College for the Distributive Trades. The author discusses ways in which the manager can interest and motivate staff by eliminating causes of dissatisfaction and by taking positive steps in appealing to employees' self‐interest in the possibilities of career advancement and the challenge of mastering something new. Staff selection procedures need to be amended to acquire the necessary skills, and training should be ongoing. The response of users to library automation is often enthusiastic but real benefits can be difficult to measure. The onus is ultimately on librarians to demonstrate that they still have a key role to play in the provision of information.
Feona Hamilton, formerly the Library Association's Press Officer and later for a time Information, Research and Consultancy Group Manager at Aslib, offers her experience in public relations in the library world to librarians and information professionals wishing to publicise or market their services. She adopts the definitions that publicity consists of promoting something in order to draw attention to it, whereas marketing consists of promoting something in order to sell it. It has long been known that the public image of librarians is unacceptably low and that libraries fail to attract the attention they deserve, even within the organisation or authority that supports them. Everyone suffers in consequence yet surprisingly little is done to counter this belief of inferiority. There are articles and some other books, mostly of US origin, on this topic, but nothing exactly like Infopromotion.
Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade…
Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.
The growing interest regarding intangibles and intellectual capital (IC) has extended from firms to public institutions such as universities and research centres during…
The growing interest regarding intangibles and intellectual capital (IC) has extended from firms to public institutions such as universities and research centres during the last decade. Since universities are considered critical institutional actors in national innovation systems, European higher education and research institutions are going through an important transformation process with the aim of making them more comparable, flexible, transparent and competitive. The objective of the paper is two‐fold. On the one hand, its aim is to address the importance of measuring and managing IC in universities to improve research management and contribute to comparative analysis in European universities, and on the other hand, to highlight some methodological and conceptual considerations in relation to the analytical framework developed within an ongoing experience – the Observatory of European Universities (OEU).
The paper analyses a specific case within the OEU: the Autonomous University of Madrid (UAM) in Spain. The problems and difficulties within the process of applying the OEU analytical framework are examined.
This analysis provides some insight into the utility of the framework. From a conceptual point of view, we find some similarities between IC approaches and the OEU, but a different terminology is identified.
This paper argues that important benefits can be achieved when adapting the Observatory's framework to the IC approach and terminology, regarding the increasing impact of IC approaches at firm and political level.