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Management information facilities transform the library management system into a much more effective management tool. Three levels of management can be identified — operational, tactical and strategic — and each of these has its own unique management information needs. Earlier work on the use of management information in libraries and the development of management information systems demonstrates that progress in these areas has been slow. Management information systems comprise three components: facilities for handling ad hoc enquiries; facilities for standard report generation; and management information modules, or report generators that support the production of user‐defined reports. A list of standard reports covering acquisitions, cataloguing, circulation control, serials and inter‐library loans is provided. The functions of report generators are explored and the nature of enquiry facilities reviewed. Management information tools available in library management systems form a valuable aid in decision making. These should be further exploited and further developed.

An effective library management system is essential to the operation of services but the procurement of a system is an infrequent activity with little opportunity for librarians to build on or consolidate their experience. The common activity of specifying the operational requirements of a system can consequently be problematic. The procurement process is also difficult for potential system suppliers who must respond to specifications (or RfPs) which are very variable in terms of content, format and quality. A survey of UK library system suppliers was undertaken in January 2000 as part of the UK LIC‐funded HARMONISE Project to determine their views on the quality and usefulness of the specification in the procurement process. The suppliers indicated a number of problems inherent in specifications produced by libraries, such as a lack of clarity, poor structure, variable in technical understanding and with too great a focus on basic functionality which has been tried and tested. A model specification of system requirements for libraries is recommended.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000003899. When citing the article, please cite: Shelagh Fisher, (1995), “Access to information”, Management Decision, Vol. 33 Iss 5 pp. 22 - 28.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00251749510089027. When citing the article, please cite: Tony Oulton, Shelagh Fisher, (1995), “Using libraries”, Management Decision, Vol. 33 Iss: 5, pp. 16 - 21.

A response to S. Fisher′s paper in LR Vol. 39 No. 6, pp. 22‐30. The concept of team librarianship is defended and the team approach of Cumbria County Libraries explained.

A library management system is a significant investment for libraries, but the procurement of a system is an infrequent activity with little opportunity for librarians to build on their experience. The procurement process is also difficult for potential system suppliers who must respond to specifications which are variable in content, format and quality. The HARMONISE project aimed to determine the feasibility of developing a model system specification which could be used to assist libraries in the procurement of library management systems. Specifications collected from libraries which had recently acquired a library management system were analysed. The results demonstrate that the functional requirements specified for each of the core modules had strong similarities both within and across library sectors. A survey of UK system suppliers was also undertaken to determine their views on the specification as a procurement tool. Suppliers expressed frustration with the tendency for specifications to be dominated by lists of functional requirements which were present in all library management systems on the market today. In conclusion, a model specification incorporating basic functions, which can be expected in all library management systems, should be developed.

Existing literature on team librarianship is surveyed and found to be sparse, fragmented and limited in scope. The argument that team librarianship offers many benefits to the organisation and to the individual is examined in the light of a research study. The supposed benefits of team librarianship are discussed and contrasted with dysfunctional aspects of team organisation in public libraries. A counter‐argument is made, supporting the role of the more traditional branch librarian. It is concluded that a major reason for introducing team librarianship was to reduce expenditure on staffing.

The aim of the DECIMAL Project is to produce an integrated Decision Support Module for library management systems. This is being developed from an assessment of the needs and practices of library managers in small to medium size libraries in the UK, Spain and Italy. The Project, which commenced in February 1995, comprises four Phases — Management, Research, Technical Development and Evaluation. The objectives and structure of the Project are described, with an account of progress in the technical development to date and a summary of the findings of the Research Phase. The Module is being developed to incorporate both textual and numeric information to support the decision process.

Advances in technology and telecommunication have enabled libraries to provide access to information beyond their own bookstocks. Provides an introduction to the library environment indicating the various types of library and their relevance to managers and students of business. Goes on to provide guidance on using libraries, e.g. the services available, types of classification schemes used and the library catalogue.

The DECIMAL project is a two‐year programme of research and technical investigation towards the development of a decision support module for integrated library systems. Describes the results of the research phase of the project. Examines the significance of performance measurement and other non‐numeric information sources as input to the decision‐making process in a range of small to medium‐sized libraries.