Library Organization, Management and Administration
Prof. Dr. K.M. Saiful Islam
Dept. of Information Science & Library Management,
Faculty of Arts, University of Dhaka
Dhaka-1000, Bangladesh
e-mail: ismk99@yahoo.com
This study delineates subtle distinctions in organization, management and administration which may be equally important for organizers, managers and administrators of all types of institutions and enterprises- either academic, business, industrial or learned, and the study may be useful and applicable not only to library and information science, but also to management. public administration, finance, economics, statistics, mathematics, psychology, sociology, and the like.
Organization vs. Management
‘Organizing’ literally, is a process of doing work or making arrangement for work, while ‘organization’ is a structure in which the work takes place. In this study, however, to avoid confusion, we will refer to organization as a step or method of making logical arrangement of work of an enterprise as a part of management and administration. It is relatively easy for one to separate organization from management and administration, but it may be generally difficult for him to bring a succinct distinction between ‘management’ and ‘administration’ since the later two terms are closely inter-woven, and there is a greater possibility of one being mixed up with the other. The present study, however, is an endeavour to remove such probable confusion and controversy and is intended to establish the distinctions, through appraisal of the thesis of distinguished writers and thinkers in the field, so the study is useful not only to library and information science, but also to other disciplines including public administration, management, finance, statistics, sociology, mathematics, economics, psychology and the like.
Organization may be termed as a process of making logical combination of various units of works to assign them to suitable workers in order to attain the avowed objectives of an enterprise or an institution or a library, whilst management may be briefly termed as a process of getting things done through men and materials. Sheldon defines organization as “the process of so combining the work which individuals or groups have to perform with the faculties necessary for its execution that the duties, so formed, provide the best channels for the efficient, systematic, positive, and co-ordinated application of the available effort.”‘ Hicks and Tillin, while defining organization, give emphasis on (a) human relationships, (b) group work and (c) social structure. They maintain that organization is mainly ‘concerned with human relationships in a group activity that, when taken together, equate to the social structure.’2 It is the most effective method to pool the co-operative efforts of staff and channel them into productive processes.
Library and Society
Society sanctions the organization since it considers the organization capable of satisfying some need. ‘If such a need is reasonably wall satisfied by a particular device, society transmits that device to future generations as integral part of its culture. This has been true of the traditional library, which was basically book oriented, and which has been passed on by society as a useful organization.3 The traditional book library is today unable to meet the increasing multifarious needs of the society. This necessity has given rise to the development of multimedia library to face the challenge of the society through its diversified materials including audio-visual aids, techniques, and contemporary technology including computerization and on-line literature search. An organization is composed of persons who share common interest to attain the same objectives. ‘It is characterized by a management; or leadership which defines the roles and tasks for both the group and its individual members. The roles of these members are structured around the activities or functions necessary to the accomplishment of present objectives. Management furnishes them with the needed tools, equipment, and facilities to achieve the tasks and objectives assigned. The organization creates, through management adequate policies, procedures, authority, accountability, and responsibility for the fulfillment of organizational objective. Organizing is a distinctive basic managerial function which is concerned primarily with formal structure as a means of gaining effective group action.4
Organization vs. Administration
Library organization and library administration are closely related to each other. The distinction between the two is very subtle. Organization comes before administration. The latter starts where the former ends. One lays down theoretical principles, whilst the other puts those principles into practice.
An institution or enterprise is established with the aim of attaining certain determined objectives. But ‘how’ and ‘who’ is to achieve it ? For this, ‘an organizational structure is raised, an administrative machinery is created, and management authority is appointed.’5 The administrative machinery is responsible for laying down the basic policies of the institution; for providing a proper organizational structure; and for appointing the management personnel for achieving the desired aims. Organization is a process of classification and arrangement of various functions and jobs of an institution to assign them to respective, classified individuals in various units or departments, while administration involves setting out of definite methods, plans and policies to carry out those functions to achieve the pro-determined objectives. Administration is that phase of an institution—academic or business enterprise—which concerns itself with the overall determination and achievement of the major policies and objectives.
“Administration”, William Schulze maintains, “is the force which lays down the object for which an organization and its management are to strive and the broad policies under which they are to operate.” Administration is that function of management which, in reality, executes or carries out the objectives for which the institution is planned, established and then organized. Organization ensures that men, materials, jobs, various units and their included activities are properly classified, defined and nicely arranged showing harmony and functional relationships, whilst administrative function ensures that personnels are properly fitted to the jobs; works are performed properly with satisfaction; and that men, materials, finance and working conditions are congenial and satisfactory to yield the avowed result.
Administration includes various functions or elements, and organization is one of those elements. Organization ‘relates to the establishment of a structure of authority and responsibility which is further defined and co-ordinated for the attainment of specific objectives.’6 It is a design of the structure, the grouping and classifying of positions, on the basis of which staff is chosen, whereas administration finds out devices to best carry out library’s planned goals with the help of judiciously selected staff.
Organization involves: (a) identifying the activities and positions necessary to carry out library’s plan and purpose; (b) logically grouping and arranging them according to their functional relationships , including work organization and job
descriptions so as to assign them to respective personnel ; (c) defining the extent and scope of each department or unit and its included activities; and (d) a statement of working relationships between the units and positions, and of the obligations, lines of authority’7 or the span of control. Administration, on the other hand, means essentially the directing and executive functions that get these jobs done. It involves comprehending purposes arid needs ; planning, defining problems, making decisions, finding ways and means, managing and following through; organizing, or recognizing and defining, then putting together in sound and simple relationship the component elements or divisions of the operation as a whole, then of its smaller parts-departments, and individual jobs; selection of personnel ; the understanding, choosing and appreciation of people and their development; giving instructions and making supervision 10 ensure that each does his work with distinction. The administrative function also involves certain external and financial aspects, viz. (a) the governmental connections of the library, partly through the board of trustees; (b) its relations with the government or municipal departments ; (c) the financial structure of the library and the sources for securing adequate funds ; their budgeting and use : (d) public relations and the methods by which the library keep? the entire community aware of its purposes, problems, services, accomplishments, and maintains constant awareness of what the community thinks of its library.8
Organization, on the contrary, has nothing to do with all these external activities. The domain of organization is basically internal and limited, while that of administration may be both external and internal, and, of course, wider.
Organization is the formal side of administration, and, in some way, subordinate to it. And one duty of administration is to provide its own administrative instrument, which means to organize. The art or technique of administration is the art of directing and inspiring people, while that of organization is of relating specific duties and functions in a co-ordinated whole. The technique of organizing is prior, in logical order, to that of administering. A good skill of organizing is a necessity antecedent to efficient administration. Administration always presupposes something tangible to administer, and this something only organization can supply.9
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1. Sheldon, Oliver. The philosophy of management. London: Isaac Pitman. 1930. p. 32.
2. H;cks, Warren B. and Tillin, Alma M. Managing multimedia libraries.
New York : R. R. Bowker, 1977. p. 20.1.
3. Ibid.
4. Hicks, Warren B, and Tillin, Alma M., op. cit, p. 21 -2.
5. Mittal, R. L. Library administration ; theory and practice, 5th edn, Delhi: Metropolitan Book, 1983. p. 36.|
6. Wilson, Louis Round, and Tauber, Maurice F. The university library : the organization, administration and functions of academic libraries, 2nd edn, New York : Columbia University Press, 1966- p. 116.
7. Wheeler, Joseph L- and Goldhor, Herbert, Practical administration of public libraries. New York : Harper, 1962. p. 165.
8. Wheeler, Joseph L. and Golahor, Herbert, op, cit , p-35
9. Mooney, James D. The principles of organization. New York : Harper & Brothers, 1947, p. 2-4-
Administration creates the techniques by which the purpose of an institution is fulfilled at minimum cost with minimum effort. It is mainly concerned with the directive function through which an administrator unifies and channelizes the efforts of all personnel engaged in an enterprise, and guides their activities in the right direction. The administrator directs the efforts and energies of the personnel in right channels to attain the objectives for which the enterprise is established. Emphasizing upon the arrangement of personnel and the proper allocation of their works as the main function of organization, John Gaus maintains that ‘organization is the arrangement of personnel for facilitating the accomplishment of some agreed purpose through the allocation of functions and responsibilities. It is the relating of efforts and capacities of individuals and groups engaged upon a common task in such a way as to secure the desired objective with the best satisfaction to those for whom the task. is done and those engaged in the enterprise.”10 Administration, on the other hand, is that function which virtually executes or carries out the objective for which a library or an enterprise is organized.
There is, however, no guarantee that a well-organized enterprise with modern equipment and organized personnel shall always be able to deliver the desired goods without an able administrator or commander. The Kimballs have thus rightly compared this state of an organized plant with “a highly organized army without marching orders”, whose success entirely depends upon the efficiency and skill of the commander. The success of a well-organized library therefore depends upon an efficient administration which issues orders to get the works done. “Administration or direction includes all functions and activities that are concerned with the actual work of executing or carrying out the objectives for which the enterprise has been financed and organized. Those responsible for the management and organization of an enterprise may have provided excellent equipment and well-organized personnel but the plant may still b3 unproductive. ln this stage it is likely a highly organized army without marching orders. Administration embraces such functions as issuing orders concerning the work to be done, seeing that the personnel is fitted for the work and trained to operate efficiently, and caring in general for the everyday routine necessary to ensure that men, materials, and equipment are functioning properly toward the desired end.11
From the afore stated analysis, the following distinctions between the two can be gleaned :
1. Organization provides the structure of authority, responsibility, and various functions of a library or institution, while administration applies the techniques, methods, devices, policies ways and means to achieve
those objectives.
2. Organization is an element, function, or instrument of administration. It is the machinery of administration. the channel through which the measures and policies of administration are put into effect. Administration, on the other hand, is concerned with the directive function exercised by the administrator of a library or an institution.12
3. Organization comes first and administration follows it. There can be no effective administration unless there is a sound organization.
4. Organization is subordinated to administration.
5. Administration starts the moment an organization is formulated and established. Firstly, a library is planned, founded, and organized. And the administration of the library begins when the day-to-day functioning of the library is undertaken, i.e. administration involves the application of practical techniques for getting the works done in various departments of the library.
6. Organization lays down the theoretical aspects of arrangement to ensure an efficient and sound establishment, whereas administration applies various principles and practical methods for achieving the objectives of the institution.
Management vs. Administration
The terms ‘management’ and ‘administration’ are so closely related to one another that some authors do not separate these terms, and instead, address management as ‘operative management’ and administration as ‘administrative management.’ Some authors identify two distinct functions of an enterprise to be performed, viz. (i) the administrative or policy-deter-mining function, and (ii) the managerial, or, executive, or ‘doing’ function. Spriegel and Davies’ 13 define administration as the one which ‘predetermines the specific goals and lays down the broad areas within which the goals are to be achieved. ‘It is a determinative function within an enterprise and is the primary responsibility of top management’, whereas ‘management directs the active operations within the enterprise and combines the work of the employees with the available capital, equipment and materials to produce an acceptable product.’
Oliver Sheldon, a great English authority, defines management as ‘the function concerned in the execution of policy within the limits set up by administration and the employment of the organization for the particular objects before it’, whilst administration is the function concerned in the determination of the corporate policy.14 E. F. L. Brech, one of Britain’s leading authorities on management, defines management as ‘a social process entailing responsibility for the effective and economical planning and regulation of the operations of an enterprise to fulfil a given purpose or task involving : (a) judgment and decision in determining plans, and the development of data procedures to assist control of performance and progress against plans, and (b) the guidance, integration, motivation and supervision of the personnel composing the enterprise, and carrying out its operation.15 Management, according to him, is neither a science nor an art. It is the overall process of executive jurisdiction for planning, motivation and control’, while organization involves : (a) ‘the responsibilities by means of which the activities of the enterprise are dispersed among the managerial, supervisory and specialist positions personnel employed in its service ; and (b) the formal interrelations established among the positions personnel by virtue of such respective responsibilities’. And administration is ‘that part of the management process concerned with the institution and carrying out of the procedures by which the programme is laid down and communicated, and the progress of activities are regulated and checked against targets and plans.16
Definitions and analysis of management and administration provided by various authorities thus appear to be contradictory in many respects. Brech holds that management is a ‘generic term’ while ‘administration is considered only a part of it. Contrary to this thesis, Sheldon,’17 Spriegel and Davies maintain that ‘management is a part of administration, and go on interpreting that ‘that phase of a business enterprise which concerns itself with the overall determination of the major policies and objectives is administration’, 18 whereas ‘the executive function which concerns itself with the carrying out of the administrative policies laid down by administration is management’19. It must, however, be stated that management is a vital part of administration, for, it is ‘the art and science of organizing and directing human effort’ applied to control and utilize human labour and materials for the benefit of man and the society.
Scientific Management
It is a system popularized by Taylor, Gantt and others in the early 20th century which aimed at developing ( i ) ways of increasing productivity by making work easier to perform and (iii methods for motivating the workers to take advantage of these labour-saving devices and techniques. A famous scientific manager. Henry L. Gantt, who worked with Taylor in 1 887 and who developed ‘task-and-bonus’ system, cautioned as early as 1911 that ‘Scientific Management should not be allowed to mislead anybody’. It simply means : ’study your problem according to scientific methods, eliminating guess, setting each man a proper task, and allowing suitable rewards for the accomplishment of these tasks. This done, increased efficiency is bound to follow’10. This, in other words, means that if a manager studies his institutional problems scientifically avoiding guess-work or conjectures, and assigns proper work to proper man and allows rewards for his achievement, this must result in increased efficiency, and this is scientific management. Scientific management is thus the “application of principles and methodology of modern science to problems of administration”" or, it may simply mean the method or process of controlling the affairs of an enterprise administered scientifically.
Taylor as father
Frederick Winslow Taylor (1856-1915), who rose from a labourer to a chief engineer, and later a manager of steal works in Philadelphia is generally regarded as the father of scientific management. He believed that the casual, rule-of-thumb approach to management prevalent in his days should be replaced by scientific analysis. He developed a number of management principles which are still operative. Among his contributions was the scientific development of time study and standards. He propounded several basic principles of management ;22
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1. to gather all traditional knowledge and classify, tabulate, and reduce it to rules, laws, and formulas to help workers in their daily work.
2. to develop a science for each element of man’s work to replace the rule-of-thumb method.
3. to scientifically select and then train, teach, and develop the worker.
4. to co-operate with workers to ensure that work is done according to developed scientific principles.
5. to make an almost equal division of work and responsibility between workers and managers, i.e. managers are to be given work for which they are best fitted, as are employees.
10. Gaus. John M, ‘A theory of organization in public administration, In’ The frontieriers of public administration, by John M. Gaus, Leonard D. While and Marshall E. Dimock. New York : Russel & Russel, 1967. p-66-7.
11. Kimball, Dexter S. and Kimball, Dexter S. Principles of industrial organization- New York : McGraw-Hill, 1947 ( 4th Indian repr. 1971 ).p. 158.
12, Immelman, R. F. M. Foundations of library management organization from the administrative angle. Cape Town ; University of Cape Town, 1947.P-22.
13. Spriegel, William R. and Davies, Ernest Coulter. Principles of business organization and operation. 3rd edn- Englewood Cliffs, N. J. Prentice-Hall, 1960. p. 47-9.
14. Sheldon, Oliver, op. cit,
15. Brech, E, F. L. Management: its nature and significance, 4th edn, London : Isaac Pitman, 1969. p, 16-7,
16. lbid..p-25.
17. Sheldon, Oliver, op-cit.
18. Spriegel, William R, and Davies, Ernest Coulter, op, cit, p, 43-59,
19- Ibid, p. 47-8.
20. Gantt, Henry L, quoted in : Dougherty, Richard M- and Heinritz, Fred J. Scientific management of library operations- New York: Scarecrow Press, 1966. p, 13
21. Gantt, Henry L, op, cit.
22. Taylor, Frederick Winslow. Principles of scientific management. New York : Harper and Brothers, 1941, p, 36-7.
Taylor enunciated that scientific management involves a “complete mental revolution”” both on the part of the workingman as to their duties, toward their fellow men, and their employees, as also on the part of the managers without which scientific management cannot exist. This means a complete change in mental attitude of both sides for the substitution of peace for war, brotherly co-operation for strife ; for replacing suspicious watchfulness with mutual confidence ; for becoming friends instead of foes.24
The emphasis of scientific management school is on maximum output with minimum effort by eliminating waste and inefficiency at the operative level. Thus efficiency was the central theme of Taylor’s principles. Taylor was interested in getting more work out of workers, who, according to him, are “naturally lazy”. He explained the logic with example of an energetic and a lazy worker drawing the same salary : “Why should I work hard when the lazy fellow gets the same pay that I do and does only half as much work ? 25 He advocated that faster work could be assured only through :
1. enforced standardization of methods,
2. enforced adaptation of best instrument and working conditions, and
3. enforced co-operation. For this he made several experiments, viz. (i) work study ; (ii) standardized tools for shops ; and (iii) selection and training of workers. In the last experiment he emphasized that each worker be assigned to do what he was best suited for and that those who exceeded the defined work be paid bonuses. Consequently, production rose to an all time high.
Classical school : Fayol as father
The classical school started to develop in France at the same time as Taylor’s Scientific management in the United States. Its father was a Frenchman, Hinri Fayol who regarded management as a universal process, and hence the school was often called ‘traditional’ or ‘universalist’ school. Fayol took the scientific approach, but he looked at administration from the top down and laid down the following 14 principles of administration :
1. Division of work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to general interest
7. Remuneration of personnel
8. Centralization
9 Scalar chain
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. Esprit de corps.
It was a process through which management was being brought close to administration. Taylor and Fayol were thus considered the founders of the theory of administration or management. Today many organizations including library and information centres depend largely on these classical theories for their management and administration. Needless to say, the celebrated writers of university library administration, Wilson 26 and Tauber also adopted the above principles, with minor changes adding three more to the above principles, viz. (i) Span of control, (ii) Departmentation and (iii) Line and staff, which are now being taught and practised in the library schools and libraries the world over Many modern authors of management including Richard Hodgetts27 also depend on these principles in their discourse on management theory.
System school
Theory of this school differentiated between administration representing the owner whip point of view, and scientific management, i. o. approach to work at the operative level as they related to organization and system. This school expanded the thesis of Fayol and along with it began to explore the behavioral aspect of management. Notable thinkers and analysts of this school were German sociologist Max Weber,28 an Englishman Lyndell Urwick,29 aid an American Luther Gulick30 who edited a landmark work on scientific administration. In 1937 Luther Gulick submitted a paper to president Roosevelt31 summing up an executive’s functions in the acronym POSDCORB which are now taught and practised by the administrators and library scientists throughout the world as the most systematic elements of administration :
Planning
Organizing
Staffing
Directing
Co-ordinating
Reporting
Budgeting.
These seven elements described to be the major duties of a chief executive or manager was adapted from the functional analysis elaborated by Henri Fayol in his Industrial and general administration.
Human relations schools
These schools which embodied Human behaviour school and Social system school developed in 1930s and were concerned with the study of peoples as human beings rather than as work units. These schools compensated for some of the deficiencies of the classical theories. The inherent thesis of these schools is that because management involves getting things done through people, management study should centre on interpersonal relations, i. e. emphasis is primarily laid on the individual and the informal group in the formal organization thereby integrating people into a work environment. Management is thus concerned more with personnel administration giving prominence to democratization and staff participation. This theory upholds that if human needs are recognized, and the suggestions arid complaints of the staff are considered, morale is bound to increase, as will production.
Human behaviour school
EIton Mayo and Mary Follett, two distinguished apostles of this school made experiments on physical working conditions and their influence on worker productivity. Their studies laid emphasis on social interaction and psychological factors in determining productivity and satisfaction These studies revealed several principles :
a. workers are more motivated by social rewards and sanctions than by economic incentives ;
b. workers in their acts are influenced by the group ; and
c. whenever formal organizations exist, both formal
and informal standards exist.
These researchers observed that when the workers associated them with management, productivity rose ; when they were in opposition to management, productivity remained at a minimum accepted level. This school maintains that if the organization can make employees happy, it can gain their full co-operation and effort, plus reaching optimum efficiency.
An Australian professor. Mayo made his most famous experiment in a textile mill in Philadelphia during 1923-24 on the cause of high labour turnover. By introducing rest periods he proved that it not only helped overcome physical fatigue and monotony, but also day-dreaming, which consequently led to high morale, and productivity, and elimination of labour turnover.
Social system school
Chester I Barnard, who was president of New Jersey Bell (1927-) as also of Rockefeller Foundation, and the U.S. Organization, is often regarded as the spiritual father of this school which is so closely related to the human relations
school that the one is sometimes confused with the other. Barnard is thus, otherwise, held as a distinguished contributor to behavioral thought. The social system school encourages management to allow : (i) the employees develop social groups on the job ; (ii) employee participation in management ; and (iii) democracy in the organization. Barnard identifies four inducements :
1 material inducements, viz. money and other physical securities ;
2 personal non-material opportunities for distinction, and personal power ;
3 desirable physical conditions of work ; and 4 ideal benefactions, i. e. pride of workmanship, sense of adequacy, loyalty to the organization, etc.
He emphasized upon maintenance of ‘communication’ system as the ‘first function’ or primary job of managers. Secondly, the workers are to be brought into a co-operative relationship with the organization, which must identify the
people with the firm. Third executive function is the delegation of authority. This theory gave rise to other new theories, one of which is Management by Objectives that will be discussed later.
Decision theory schools
Contributions have been made to management through various disciplines like library and information science, mathematics, statistics, economics, psychology and sociology. This school is basically concerned with the study of rational decision procedures, and the way managers actually reach decisions. The management scientists of all these disciplines share the following common characteristics32
1 the application of scientific analysis to managerial problems ;
2 the goal of improving the manager’s decision-making ability;
3 a high regard for economic effectiveness criteria ;
4 a reliance on mathematical models ; and
5 the utilization of electronic computers.
Management by Objectives (MBO)
This theory of management was advocated by Peter Drucker33in 1950s according to which ‘information sharing is desirable’ and that ‘management and workers should share planning and analysis of the operations.’ It combines individual and institutional goal setting with the decision making process. Peter Drucker first enunciated that ‘this approach involves the establishment and communication of organizational goals, the setting of individual objectives pursuant to the organizational goals, and the periodic and then final review of performance as it relates to the objectives.’34 George Odiorne further developed this thesis and defined it as “a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individual’s major areas of responsibility in terms of the results expected of him, and use these measures as guides for operating the unit and assessing the contribution of each of its members.”35
MBO underlines the setting of certain specific objectives and approaching them as a team over a stated period of time. It emphasizes that objectives must be measurable, with time limits, and they must require specific realistic action. It is
a unique example of participative management, in which the supervisor and subordinates agree upon specific results to be achieved during appraisal period; and they together establish: (i) what’s to be done, (ii) how long it will take, (iii) how performance will be evaluated, and (iv) how together to review results and set further goals. The complete process depends upon the following rationale: 36
1 Clearly stated objectives.
2 A succession of specific objectives : bench mark must be done to measure progress.
3 Delegation of specific objective.
4 Freedom to act.
5 Verifiable results.
6 Clear communication.
7 Shared responsibilities.
8 Personal accountability.
9 Improving management ability.
The whole process encompasses several phases of operation37 :
1 finding the objectives;
2 setting the objectives;
3 validating the objectives;
4 implementing the objectives; and
5 controlling and reporting the status of the objectives.
All these theories, principles and approaches to management are neither comprehensive nor an end in themselves. Library and information scientists are practising many of them and exploring potentialities of operation in the management and administration of libraries and information centres. A professionally qualified library manager or information scientist has the responsibility of preparing library budget and is supposed to know much of cost accounting, budgeting and finance, apart from his knowledge and studies in management and administration. He has thus greater facilities and acumen to run the management of a general enterprise, while a manager of a general enterprise is not expected to know technical and professional aspects of library and information science, viz. classification and cataloguing and hence cannot be expected of becoming a successful manager of a library or information centre.
23. Taylor, Frederick Wjnslow. “What is scientific management ?” In: Carroll, Stephen J., Frank T., and Miner, John B. The management process ; cases and readings. New York : Macmillan, 1973, p-30.
24. lbid.,p-32
25. Taylor, Frederick Winslow. Scientific management, New York: Herper & Row, 1947. p-31
26. Wilson. Louis Round, and Tauber, Maurice F.. op. cit., p. 117-22.
27. Hodgetis, Richard M. Management : theory, process, and practice. 2nd edn. Philadelphia : W. B. Saunders, c, 1979, p, 22-4
28. Weber, Max. The theory of social and economic organization, tr. by A. M. Henderson and Talcott Parsons. New York : Free Press, 1966. x,436p.
29′ Urwick. Lyndsll, “The function of administration : with special reference to the work of Henri Fayol”. In : Papers on the science of administration. Clifton. N,J. : Augustus M, Kelley, 1973 p. 115-30.
30, Gulick, Luther and Urwick, Lyndell, eds, Papers on the science of administration, op, cit, p, 13.
31. Stueart, Robert D. and Eastlick, John Taylor. Library management. Littleton, Colo. : Libraries Unlimited. 1977. p. 21.
32. Hodgetts, Richard M., op. cit.
33. Drucker, Peter F. The practice of management. New York : Harper & Brothers, 1954.
34. Carroll, Stephen J. and Tosi, Henry L. Managemant by objectives. New York: Macmillan, 1973. p.3.
35. Odiorne, George S. Management by objectives. New York : Pitman Publishing, 1965. p. 55-6.
36 Stueart, Robert D., and Eastlick, John Taylor. op. cit. p. 83.
37. Ibid
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