What Liaisons Say about Themselves and What Faculty Say about Their Liaisons, a U.S. Survey

Arendt, Julie; Lotts, Megan

doi:10.1353/pla.2012.0015

Cited by 30 publications

(22 citation statements)

References 15 publications

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“…Many of the faculties feel that, it is a time consuming process and hardly intends to participate in it 14 . Even faculties rarely glance through a recommended list unless it is being consistently followed up and pursued by the librarian and also the relation between faculty and librarian play a great role 16,16 .…”

Section: Collection Development Practices and Problems In Indian Academmentioning

confidence: 99%

Collection Development in Indian Academic Libraries: An Empirical Approach to Determine the Number of Copies for Acquisition ,,

Giri

Sen

Mahesh

2015

DJLIT

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Collection development in academic libraries has many challenges and one of them concerns determining the number of copies of some books that are required in multiple copies in the library. In the present study, five major academic libraries in New Delhi were surveyed to understand the prevalent policies and practices on determining the number of copies of books that are required in multiple copies. It was found that there was no consistency in the approach to deciding the number of copies in the libraries studied. Further it was noted that all the libraries arbitrarily decided on the number of copies to be purchased. The paper discusses a method that has been evolved to determine the number of copies. The method has been applied in one of the academic libraries under study which when combined with other measures have been found to be more effective in determining the number of copies required.

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Section: Collection Development Practices and Problems In Indian Academmentioning

confidence: 99%

Collection Development in Indian Academic Libraries: An Empirical Approach to Determine the Number of Copies for Acquisition ,,

Giri

Sen

Mahesh

2015

DJLIT

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“…In order for the services they offered to their departments to be successful, subject librarians had to find the most successful ways to communicate with them. A study by Arendt and Lotts (2012) found that the main methods used by their respondents to communicate with faculty were email, face-to-face communication and telephone calls. This study found that emails and telephone calls were the most used methods of communication, while face-to-face meetings were used by less than 50% of the respondents, probably because faculty were often out of their offices, conducting classes.…”

Section: Responsibilitiesmentioning

confidence: 99%

The changing roles, responsibilities and skills of subject and learning support librarians in the Southern African Customs Union region

Chanetsa

Ngulube

2014

Journal of Librarianship and Information Science

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The study investigated, within the Southern African Customs Union region, the titles, roles, responsibilities, educational qualifications and skills of subject librarians. Semi-structured questionnaires were sent to 179 subject and other learning support librarians. The findings revealed that subject librarians performed many different tasks, emanating from the key responsibility areas of information literacy instruction, research support, faculty liaison, collection development and marketing. It found that changes had occurred in the profession over time, largely because of technological advances, and that these mainly affected the way tasks were performed, and resulted in subject librarians having to constantly update their skills in order to remain effective and relevant.

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“…Julie Arendt and Megan Lotts conclude that disciplinary faculty who were in frequent and personal contact with their librarian liaison were most likely to report that they were "satisfied" or "very satisfied" with the liaison's performance. 112 Successful connections between library and disciplinary faculty create opportunities for long-term collaborations. As new disciplinary faculty mature as researchers and earn tenure, they will see the value added by their relationship with librarians in general and librarians with faculty status in particular.…”

Section: May 2014mentioning

confidence: 99%

Framing Librarianship in the Academy: An Analysis Using Bolman and Deal’s Model of Organizations

Fleming-May

Douglass²

2014

CRL

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Since the earliest days of the profession, academic librarians have attempted to reconcile their status within the academy. This project takes a new approach to this effort by using Lee Bolman and Terrence Deal’s “Four Frames” model to analyze the issues. To more closely examine the dynamics, tensions, and implications associated with librarians’ professional status within the academy, we discuss the role of the academic librarian in the context of each of Bolman and Deal’s frames: Structural, Human Resource, Political, and Symbolic. In this discussion, we demonstrate that librarians are positioned to address human resource (as defined by Bolman and Deal), political, and symbolic factors contributing to their status within the academy. Also, while we establish that the relationship between library faculty and disciplinary faculty plays a role in library faculty status, we conclude that library faculty status is constructed by a number of forces. We further conclude that many of the political and symbolic conditions experienced by librarians are rooted in structural and human resource factors controlled by upper-level administration in both libraries and the universities.

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What Liaisons Say about Themselves and What Faculty Say about Their Liaisons, a U.S. Survey

Cited by 30 publications

References 15 publications

Collection Development in Indian Academic Libraries: An Empirical Approach to Determine the Number of Copies for Acquisition ,,

Collection Development in Indian Academic Libraries: An Empirical Approach to Determine the Number of Copies for Acquisition ,,

The changing roles, responsibilities and skills of subject and learning support librarians in the Southern African Customs Union region

Framing Librarianship in the Academy: An Analysis Using Bolman and Deal’s Model of Organizations

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