DAILY ACTIVITIES
5.6 Section E: Management of cataloguing at the UNIMA Libraries and the MNLS
Reports are very important in any institution because they can be used to monitor the progress of work and various activities. Functions such as planning, budgeting and even policy guidelines depend on reports in order to map the way forward. The frequency of report generation is also an important aspect because it helps to establish efficiency and effectiveness of the various activities such as the use of cataloguing tools and resources (Armstrong 2006). Findings from Table 14 show that although reports were being issued, they were of different forms such as accessions bulletin, statistical reports and sometimes general reports. This reflects that there is no special format being followed by the libraries and the study also established that some of the libraries do not produce reports. In order to maintain standards and consistency it is important the institutions should establish a format for the reports which should be followed by their libraries (Jung-ran P., Caumei, L., Linda, M. 2009).
These results show that the two institutions have different types of cataloguing systems, one is centralised and the other is not. According to Miksa (2005) centralised operations are often seen as inherently more efficient than decentralised ones. However, modern library systems may remove many of the impediments to decentralised cataloguing. Centralised cataloguing can also be less efficient than decentralised ones where complex cataloguing requirements have been substituted for simple ones. Thus both the UNIMA Libraries and the MNLS need to assess their systems carefully in order to come up with a more effective and efficient system.
5.6.2 Cataloguing policy
Results show that six directors indicated that they have policies which guide the cataloguing process and only one (14.3%) did not respond. Therefore the findings reflect that the majority (85.7 %) of the respondents have policies in their libraries. The expectations of library professionals as to how to conduct services in the library is also guided and facilitated by the presence of a library policy. The presence of a policy to govern any library brings a sense of direction and a clear plan of how a cataloguing system would function.
Ranson (in Nassimbeni 2001:25) states that policies are required to express the organisation’s intended goals and values and are a yardstick for evaluating current performance. If the policies of the institutions were not known by the individual libraries which form part of the institution, then, obviously the institutions would not function properly. According to Dalton (in Mukangara 2000) policies are guidelines that co-ordinate the production flow and availability of information in all sectors of the nation. This shows that, policies guide the flow of information in libraries, including the cataloguing department. That is why it is interesting to note that these institutions have library policies which include the cataloguing policies.
5.6.3 Cataloguing budget
On this question the researcher wanted to establish whether libraries in these institutions have separate budgets for cataloguing purposes which can be used to acquire cataloguing tools and resources and for maintenance of other activities in cataloguing. From the findings, results show that six (85.7 %) of the respondents indicated that they do not have a separate budget, and one (14.3 %) was not sure if they have a separate budget or not.
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The results have shown that the majority (85.7 %) of the respondents (directors) reflect that libraries do not have a separate budget for cataloguing. When the researcher probed further from the directors of libraries to find out how they operate financially in cataloguing, the respondents stated that all operations in their libraries are done through one budget including cataloguing requirements. They explained that all heads of sections or departments in libraries send their budgets to the directors where they are compiled into one budget for library operations. Miksa (2005) argues that resource levels have a clear impact on cataloguing workflows. In most cases reductions in library budgets across the board mean that libraries are being asked to do more with less.
It is pleasing to note that almost all libraries had an increase in their budget. The results show that the majority (85.7 %) indicated that their budget has increased in the last financial year.
These findings reflect that almost all libraries had an increase in their budget which is a positive move. However, the researcher found that this system was not always favourable because some activities may be given priority over others. This could have a negative impact on certain departments in the libraries, such as cataloguing.
5.6.4 Monitoring of the cataloguing process
In response to a question concerning the monitoring of the cataloguing process in their libraries, four (57.1 %) of the directors of libraries said that this is done through delegation by assigning somebody who is senior in the department to give periodic reports of the activities taking place. Three (42.9%) directors said that they monitor the cataloguing process through feedback from the chief cataloguer. The results show that almost all the libraries monitor the progress of cataloguing in their libraries through periodic reports and feedback from various sources such as chief cataloguers and other senior members of staff in the department.
Monitoring is an important function in any management process because it helps the manager to see that everything is being carried out according to plan, the orders which have been given, and the principles which have been laid down (Armstrong 2006). The main objective of monitoring is to point out mistakes so that they may be rectified and prevented from occurring again (Lundy and Hollis 2004).
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When the researcher tried to find out from the directors of libraries why such an important exercise was being done by their subordinates, the majority of the respondents indicated that it was important that those who are conversant with cataloguing should monitor the activities, hence they felt the chief cataloguer and senior staff members in cataloguing were well- positioned for this function.