ERIC ED343589: Application of the Principles of Management Information Systems to Information Retrieval Services in Not-for-Profit Academic Libraries.

36 Pages·1991·0.69 MB·English

by  ERIC

DOCUMENT RESUME
ED 343 589
IR 053 890
AUTHOR
Evans, John Edward
TITLE
Application of the Principles of Management
Information Systems to Information Retrieval Services
in Not-for-Profit Academic Libraries.
PUB DATE
91
NOTE
36p.
PUB TYPE
Viewpoints (Opinion/Position Papers, Essays, etc.)
(120)
EDRS PRICE
MF01/PCO2 Plus Postage.
DESCRIPTORS
Academic Libraries; Administration; Higher Education;
*Information Management; Information Retrieval;
*Information Services; *Management Information
Systems; Management Systems; Systems Analysis
ABSTRACT
Management of information services requires
managerial control of information about the service itself. A
critical factor for information managers that affects their ability
to provide service is their own competence at handling management
information, i.e., information concerning and describing the
performance, income, and expenses of their services. Successful
operation of fee-based information retrieval services in the
not-for-profit academic sector places considerable administrative
pressure on mid-level managers. Balancing cost-recovery against
demands for effective results within traditionally free information
services requires that managers gather, collect, and evaluate a
variety of information about information services. This paper applies
the principles of Management InfOrmation Systems to the
administration of Information Retrieval Services applicable to both
profit and not-for-profit services encompassing cost analysis,
inventory control, overhead and capital expenses, staff development
and marketing, and evaluation of services. (Author)
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Reproductions supplied by EDRS are the best that can be made
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4
U.S. DEPARTMENT OF EDUCATION
Office c Educahonal Research and Improvement
EDUCATIONAL RESOURCES INFORMATION
CENTER (ERIC)
Th's document has been reproduced as
received from the person or Organilation
originalrng it
f' Minor changes have been made to imprOve
reproduction qualify
Points 01 v iew or opinions stated in this docu
ment do not neceSseMy represent official
OERI bosdion or policy
APPLICATION OF THE PRINCIPLES OF MANAGEMENT INFORMATION
SYSTEMS TO INFORMATION RETRIEVAL SERVICES IN NOT-FOR-PROFIT
ACADEMIC LIBRARIES
by
John Edward Evans
Head, Reference & Microforms Departments
MSU Libraries
Memphis State University
38152
Memphis, Tennessee
901-678-4485
-PERMISSION TO REPRODUCE THIS
MATERIAL HAS BEEN GRANTED BY
BEST COFY MIME
John F. Evans
TO THE EDUCATIONAL. RESOURCES
trucricreievirod r-cv.rmccr rccrirn
APPLICATION OF THE PRINCIPLES OF MANAGisMENT INFORMATION SYSTEMS
TO INFORMATION RETRIEVAL SERVICES IN NOT-FOR-PROFIT
ACADEMIC LIBRARIES
Abstract
managerial
requires
information
services
Management
of
critical
A
service itself.
about the
of information
control
ability to
that affec s their
information managers,
factor for
at handling management
is their own competence
provide service,
describing the
and
concerning
informatlon
information,
i.e.,
Successful
of their services.
performance, income, and expenses
operation of fee-based information retrieval services in the not-
administrative
places considerable
sector
for-profit
academic
Balancing cost-recovery against
pressures on mid-level managers.
free
traditionally
within
effective
demands
results
for
collect, and
information services requires that managers gather,
about information services.
a variety of information
a evaluate
Management Information
principles
the
of
applies
paper
This
Retrieval Services
the administration of Information
Systems to
services
not-for-profit
and
profit
both
to
applicable
overhead
and
inventory
control,
encompassing
analysis,
cost
capital expenses, staff development and marketing, and evaluation
of services.
1
APPLICATION OF THE PRINCIPLES OF MANAGEMENT INFORMATION SYSTEMS
TO INFORMATION RETRIEVAL SERVICES IN NOT-FOR-PROFIT
ACADEMIC LIBRARIES
by
John Edward Evans
online information services the
As libraries began adopting
a success in
making the program
concern was most often
primary
user and
Key to this success was
staff and users.
the eyes of
the
process.
with
functioning
of
the
satisfaction
staff
information
librarians
concerns and
these
initial
Following
the
with
be concerned
came, or
to
are
coming now,
managers
various issues centering around the successful management of such
Whereas traditional library service did not require a
services.
research
via
continued
for
funds
of
outlay
continuous
make precisely
bibliographic access, online information services
Whether managing for cost recovery or managing to
those demands.
budget-based institution, it
from subsides in a
provide service
the
within
work
information manager
the
that
imperative
is
management
monitored
closely
well-developed,
structure
of
a
information system (MIS).
library
traditional
of
the heritage
within
from
It
is
information service
for performance of
the demand
service that
the
until
truism that
a probable
also
it is
But
emanates.
online services that
subsequent widespread use of
emergence and
oblique, FF not
only rather
was measurable
in a
performance
4
2
and perceptions
centering on subJective notions
obscure, manner
In a
such as "user satisfaction" or collection "effectiveness".
users are served singly,
online information environment
typical
usually
end-user is
The
one-on-one the search
with analyst.
sort
some
in
of
commitment
financial
make
expected
a
to
the
service.
extending
institution
for
the
compensation
to
no current social or political force is more universally
Perhaps
and other information consumers than
meaningful to library users
This economic force now is keenly focused
is the economic force.
(IRS). On-
retrieval service
the information
output of
on the
the selling-out of
polemics, and diatribes decry
going debates,
of denied
free library and prompt allegations
the notion of the
well as suggestions
the economically disadvantagec as
access to
the
However strongly
principles.
prostitution of
our
the
of
the insidious nature of pocket-book
antagonists may rail against
information
and
of library
reality
the
services
information
passion. Extended, technology
not reduced by their
services are
for the
those designed
especially
information services,
based
specialized
equipment,
requiring
and
researcher,
advanced
without
doubt,
capabilities
are,
intellectual
training
and
expensive undertakings, whether that expense be measured from the
point of view of the producer of the information, the user of the
setting who
in the library
search analyst
or the
information,
producer. Deciding
the user and the
provides the bridge between
though
this
paper,
of
the topic
not
information policy
is
providing for the effective management of the service is.
3
accountability
interaction and
the pressures
of human
If
sufficient, we would also
coupled with economic forces were not
forces at work
and budgetary
consider the
political
need
to
performance
to
contribute
within
institutions
service
that
the continuing reduction or elimination
With
management issues.
of sources of external funding or subsidy and with the increasing
allocation and re-
competition for internal funding
demands and
pressures,
inflationary
general
subject
allocation
to
to the success
institutional performance demands become critical
on this
of particular interest
service enterprises and,
of all
occasion, to the success of information retrieval services.
service
budget-based
we consider
the not-for-profit,
As
society and that the
vital force in modern
to be a
institution
information
future
the archetype
for
perhaps
online
is
IRS
affirm that
imperative that we
it is
dissemination activities,
can be
managed
they
manageable, that
to
are
such operations
can learn valuable
we
criteria, and
that
performance
fulfil
management in
both
appropriate to information
managerial tasks
the near- and long-term.
Information Retrieval Services:
Characteristics and Management Issues
the
this
important
point,
review,
at
to
is
It
budget-
in the
to the IRS
problems common
characteristics and
The budget-based service institution
based, service institution.
6
4
fixed
of
the framework
wichin
a
works
characteristically
That budget is
allocation as its basis for operation.
budgeting
period and
of the budget
in anticipation
generally established
by several months
generally precedes that interval
its planning
such as on-
In a volatile enterprise
one year or more.
if not
to
be impossible
may
information retrieval
online
demand
it
predict service demands at all and certainly not when
adequately
the
a year
in
itself
period
year-long budget
considering
a
base would
fixed budget
exclusively within a
Working
future.
and critical decision making to
require extreme policy maneuvers
successfully complete a year with a budget squarely on-target.
the belief that
There say be bone small solace to be had in
though
not re(
it is generally
ed,
is fixed,
once the budget
The obvious temptation would
that is not always the case either.
service, but those
intentionally over-budget to guarantee
be to
*Ace,
once or
sticcessful more than
not generally
tactics are
seen as
will be
and eventually
audit control,
even under lax
counter-productive if not disastrous to the service.
not preclude user-fees
not-for-profit certainly does
Being
to carefully
upon management
does call
cost-recovery, but
for
which cost-recovery
and basis upon
policy, means,
consider the
continuous
means of
providing a
Though
procedures are
used.
face-lift
revenue creation and certain opportunities for a fiscal
indicates a
recovery of costs
micro-economy, excessive
of this
demands
review.
analysis
that
cost-performance-benefit
poor
defective are cost-recovery mechanisms that fall short
Similarly
5
of need unless open subsides are the rule.
are evident
the foregoing general characteristics
Whether
nearly all such institutions are governed by
singlv or together,
absorb any and
call back or
accounting practice which will
the
This
all unencumbered capital at the close of the fiscal period.
practice precludes long-term planning optior3 outside the budget-
and entirely
cost-recovery a year-only proposition,
base, makes
were not
If that
eliminates any thoughts of a service nest-egg.
generally, to the next fiscal
enough, deficits are carried-over,
the
on the
fiscal base and
budget and can
have serious impact
service it is designed to support.
serve to
picture should
fiscal policy
rather dismal
This
understanding of
careful evaluation and
need for
emphasize the
A complete cost-
of fiscal balance.
costs and their means
the
divided
an IRS follows
and is
related to
analysis of expenses
and
expenses, supply
costs,
capital
three
categories,
among
operational costs.
Capital expenses, sometimes referred to as general, start-up
equipment and related factors.
or "one-time" costs concern mai
or acoustic
This includes the terminal and installation, a MODEM
site
telephone
installation,
and
installation,
coupler
and
of
library
initial
training,
staff
initial
preparation,
supporting documentation, electrical equipment, office equipment.
Though all
are summarized in Table 1.
Expenses in this category
in their
nature and general
usage,
capital in
these costs are
foregoing
of the
outlays.
All
really "one-time"
they are not
rr,rirmieritromirmrsisadlentren"
..alkit2Nrialtigtela44144:14:14
..P
,
TABLE 1
Inlormation Retrieval Service
CAPITAL EXPENSES
Tersdnal
and Installation
Telephone
and Installation
Acoustic Coupler
or MODEM
and Installations
Site Preparation
Staff Training
194pport Locumentation
Electrical Equignent
Office Equipnea
ja
,t'r
..14.4.111
rk.r,t.lit".
')
"0 fa-
',:14
4-
EAL
Leal 1'1617.
t 411dramiaLL4e/Aherouroasairoaki1ANINAtiAlglitiiiiir
.110!....P1
6
will eventually require replacement, up-dating, or renewal due to
wear or obsolescence.
as consumable or viable costs,
Supply costs, sometimes know
office supplies needed, such
as
account for the various general
or ink for the printing device, on-going training
paper, ribbons
manuals,
Journals, loose-leaf services,
subscriptions to
neee':
and utilities and office overhead, e.g., telephone monthly rental
this
considered in
long distance
be
Also
to
charges.
and
category are the nature and extent of marketing and demonstration
are prone to
costs
These
which
can
be costly.
activities
variances in the market and activity and can only be estimated in
vitro. A summary display is shown in Table 2.
will
unit
service
each
model
for
performance/demand
A
though
the
the experiential
eventually emerge
base,
from
considerable
attended
by
will be
services
of
introduction
ambiguity on the supply side.
in nature,
expenses, variable
costs are those
Operational
include
These
directly attributable to online searching peLE_Ag.
royalties, printing
(connect time), database
system use charges
These
for searching.
charges, telecommunication
(and mailing)
costs, identified in Table 3, are extremely volatile depending as
of the request.
and the nature
they do on the
level of demand
easily identified
as
most
costs are
these
suggests why
This
search
end-user or
the
is charged-back
to
that
recoverable,
requestor/client.
Many
staff salary.
is that
factor
of
A
separate cost