圖書館管理

本文檢視組織學習理論和圖書館評鑑相關文獻，並進行系統性整理—耙梳重點，釐清脈絡，摘取經典，啟發思辯，旨在促使相關研究者更加瞭解組織學習與圖書館評鑑兩者之關聯，循其軌跡，觀其影響，提出更為合理有效之理論模式。 從圖書館評鑑的方向思考，評鑑的過程和功能理應涵納組織學習的意義，試圖營造圖書館成為學習型組織。為達此目的，評鑑設計者、評鑑執行者、評鑑決策者和被評鑑之組織都應具備共識，從制度面、領導面、執行面和學習面自我檢驗，期改善評鑑水準，奠定組織良性體質，裨益於圖書館永續發展。

This paper examines some of the current discussion in the literature of organizational learning theory and library evaluation, from which to derive a better understanding of how library evaluation can assist in the improvement of libraries as learning organizations. The theoretical work of Argyris and Schon (single-loop and double-loop learning) and Crossan, Lane and White (the cognitive processes of intuiting, interpreting, integrating and institutionalizing) was considered, together with that of later theorists. Emphasis in the literature is collectively placed on the role of individuals within organizations, and how the organizations themselves should be a product of the creativity of those individuals and the enabling organizational structures. Library evaluation plays or should play a critical role in both enabling libraries to become learning organizations in this sense, and sustaining such continuing organizational development. In general there has been insufficient attention to how library evaluation can be effectively integrated in the library as a continuing planning and responding process. A more sophisticated approach must be taken, especially in view of the increased challenges and responsibilities which academic libraries are now facing.

由於新科技的衝擊與大學法的修訂，國內大學圖書館在工作流程與組織架構上，有了顯著的變革·除了技術層面的工作流程與組織架構外，屬於人性層面的組織文化，亦是組織變革時不可忽視的議題·本文主要從組織文化的觀點，來探討大學圖書館的組織變革·文中，首先介紹組織文化的意義與內涵·接著，討論組織的管理領導者與組織文化的關係·最後，對於大學圖書館在組織變革時，提出四點與組織文化相關的議題︰考慮組織文化的契合、注意組織文化變化的落差、強化領導者的溝通能力、及建立變革的組織文化·

Due to the impact of new technologies and the modification of the University Law the working process and organizational structure of university libraries have being changed significantly. Considerations of the organizational changes should include two entwined aspects the technical and the cultural. This paper examines the organizational change from the aspect of organizational culture. First the definition and scope of organizational culture are discussed. Second the relationship of leadership and organizational culture is proposed. Finally the author raises four issues on organizational change from the organizational culture perspectives: 1. the cultural fitness 2. the organizational change gap 3. The communication skill of leadership and 4. the ever changing organizational culture.

館務委外的理念在圖書館界應用甚早，國內圖書館界人士卻鮮少為文討論。隨著越來越多的圖書館開始進行委外服務，其決策考量及管理技術值得探討。本文首先探討圖書館館務委外服務的意義，以及其在館務的發展與應用，並闡明進行委外服務之決策考慮，以及相關之管理技術，冀使圖書館人員對於委外服務有更深層的認識，進而思考其在所屬業務範圍的應用，並盼能作為各圖書館進行委外服務之決策及執行時參考。

The concept of library outsource service has long been neglected in the field of library science in this country. The purpose of this article is to discuss the function of library outsource services and the critical factors and management tools involved in providing successful outsource service activities.

標竿學習（Benchmarking）於1970年代末期由美國全錄公司（Xerox）開始採用並倡導此觀念後，與所選定的「標竿」組織相互比較，遂成為各企業組織用來評估及改善其工作流程、產品品質、營運績效等的一種方式。本文透過對標竿學習理論的介紹，瞭解其意義與目的，分析標竿學習之類型與進行程序，並探討其應用於圖書館組織之方式，期望將此套管理界施行已久之理論帶入圖書館組織中，為圖書館日後進行業務評鑑時提供另一種管道與思考方向。

Benchmarking was first adopted by Xerox Corporation in the late 1970s. Since then, benchmarking has been used by managers in different industries to evaluate and improve the quality of their products, work process and procedure, and work performance. This paper tries to explain the meaning and purpose of benchmarking, its step-by-step process, and its application in library organizations.

在人類社會中激勵已成為一個重要課題，一般而言它是指個人喜歡他所做的事，或是自願地去做某些事。“激勵”一詞在心理學中是一廣泛的概念，它是指機構為達成它特殊的行為與目標，並以某目標為核心作為組織的動力與方針，所採取的一連過程或其成果，它是管理哲學中重要理論之一。故本文探討激勵理論的定義與目的、激勵理論的類型、激勵理論的原則與方法，及其在圖書館管理上的應用探討。

Motivation theory is a very important part of management theory. This article discusses the definition, the types and the principles of motivation, and the application of motivation theory to library management.

圖書館服務的對象是其讀者，而滿足讀者的需求正是圖書館營運的主要目的。本文著眼於讀者需求的層面，就其意涵、類型、特點，以及館方的角色和任務加以探討，前半篇以概念說明為主，後半篇則輔以若干實務做法介紹。

One of the major functions of the library is to maximize the satisfaction of its users. To do this, the demand management of its users should be considered as a crucial task. This article aims, on the one hand, to explore the implications, types, and characteristics of library users' demands, and on the other hand, to describe the role a library plays in the process of satisfying its users. The paper will also offer some practical techniques and methods to enhance the satisfaction of the users' demands.

任何對組織產生不良影響，並且需要啟動危機管理的事件即是危機。以公立大學圖書館而言，某些服務政策導致師生之抱怨、讀者館員間意見不合之衝突，以及讀者在館內抵觸法律或文化之違規行為等皆有可能產生危機，造成諸如影響圖書館聲譽、降低服務品質、威脅館員讀者安全等負面效果。所以圖書館最好建立一套危機管理程序解決問題；此時，若有傳播媒體前來採訪，則必須執行這套程序中的新聞處理機制，妥善應付記者們在採訪新聞方面之要求。公立大學圖書館之新聞處理機制包括選擇與培養稱職的發言人、遵循法制以澄清錯誤報導和訂定完善的新聞處理規範等，俾能於危機形成而引起媒體注意時，妥善進行溝通互動，做好新聞處理工作。

An issue that results in negative effects against a certain institute and requires crisis management is considered a crisis. For public university libraries, a possible crisis ranges from policies that may arouse complaints from faculties and students, disagreement between users and librarians, to user behaviors that are against regulations. Those issues may turn out to be critical events that may lower the service quality of the library, threaten the security of librarians or patrons, furthermore damage the library's reputation. Therefore effective crisis management must be implemented in time. In the meantime, the PR (public relation) mechanism must also be turned on to meet the demands of the media. To deal with the media appropriately, the PR mechanism in public university libraries should include an competent spokesman, standard procedures in dealing with the media, and requesting clarification on incorrect reports.

不創新即死亡，是目前許多企業管理者的共識，也說明創新對於組織之重要性。本文擬以大學圖書館為對象，闡述組織創新如何運用於大學圖書館。首先，介紹組織創新之意義及內涵，其次，探討大學圖書館組織創新之因、內涵、需考量之因素、面臨的障礙及其成功之道。最後，作者認為，創新已成為圖書館時勢所趨之潮流，而大學圖書館若欲在未來學術傳播中繼續扮演重要角色，就需善用資訊科技及運用館內同仁創造力從事創新，以提供更好的使用者服務。

This article briefly discusses orginazational innovation used in the university library. Firstly, it introduces the meaning and content of organizational innovation. Then, it explores the reason, the content, the factor, the obstacle, and the success of organizational innovation implemented in the university library. Finally, it gives the conclusion and some provides personal suggestions for future research of this subject.