Thesis--University of Illinois. / "Study of the books that were available in the libraries of Harvard, Yale, the College of William and Mary, Princeton (College of New Jersey), and Brown (College of Rhode Island)." Includes bibliographical references (leaves 294-305).

This study investigated the practices public and academic library administrators find useful and utilize in analyzing use of collections. The study also investigated administrators' satisfaction with their collection use analysis practices, and the impact they perceived automation to have upon collection use analysis practices. A survey developed for this study was sent to two stratified random samples of 495 academic libraries and 605 public libraries in the United States. Eight hundred and eighty-eight usable responses were received. Chi-square analyses of six null hypotheses were made and data analyzed computing totals, percentages and rankings. All six null hypotheses were rejected in specific instances. There were differences in the collection analysis practices nonautomated and automated libraries in the sample used found useful. There was a correlation between a library's satisfaction with its practices and its state of automation. In two of four instances there was a generalizable difference between the expectations of automated and nonautomated libraries regarding the utility of automated systems in gathering data for analyzing collection use. There was a difference in the practices used by the sample of automated and nonautomated libraries to analyze collection use. There was a difference in the collection analysis practices identified as useful by the sample of academic and public libraries. There was a difference in the practices used by the sample of academic and public libraries to analyze collection use. / Graduation date: 1990

Organizational culture may be defined as the shared norms, values, and beliefs of an organization. The culture expresses itself through symbols and sagas. Organizational culture shapes the behavior of those within the organization and provides a lens through which its members can interpret reality. This study sought to define the organizational culture of the Metropolitan Academic Library. The study was guided by Schein‘s five levels of cultural assumptions: assumptions about external adaptation issues; assumptions about internal integration; assumptions about the nature of truth and reality; assumptions about the nature of time and space; and assumptions about human nature, activity, and relationships. In order to triangulate data, I gave the librarians and library technical assistants of the Metropolitan Academic Library the Martin Culture Survey. I then conducted a multi-day, on-site visit, where I interviewed members of the Metropolitan Academic Library, made observations about the library, and performed document analysis. I found the culture of the Metropolitan Academic Library to be ―in the process of becoming.‖ The culture present in the library was not deep or rich; however, I did find some shared values, symbols, and sagas. With a recent turnover in administration, change was a dominant story of the Metropolitan Academic Library. The librarians and library technical assistants valued campus engagement, the people within the library, and service to the library patrons. These values find symbolic recognition in the coffee shop located in the library, the Christmas party, and the reference desk. Popular sagas of the Metropolitan Academic Library include the story of its humble origins and the building renovation

The purpose of this study is to provide base line data which does not currently exist for libraries supporting nursing education in baccalaureate, masters and doctoral nursing programs. The survey covers physical environment, clientele, resources, budget, and personnel in these libraries. A survey instrument was developed by the researcher and sent to 537 nursing programs in senior colleges and universities listed in Baccalaureate Education in Nursing 1989-90, and Graduate Education in Nursing 1989-90. Two hundred and fifty two or 47 percent of the institutions responded.

Seminal works on leadership, including those in librarianship define a traditional model of interaction between leaders and followers without reference to the information technology-driven environment. In addition, remote leadership indicates a different model from the traditional model, one that is focused on the interaction of leaders and their staff through digital technology. Although leaders still use face-to-face interaction, due to varied work schedules or job responsibilities, they also recognize the need to lead employees remotely. Leadership studies in library literature have not addressed how library leaders use information technology to lead employees remotely, nor have these studies addressed remote leadership and remote employees, except for some articles on telecommuting. As a result, this research was conducted to address this gap, providing an exploratory foundation of emergent patterns of remote leadership with its associated leadership dimensions rooted in personality traits, behaviors, and skills. Quantitative and qualitative data were obtained from a small sample size of academic and public-library leaders in the United States who participated in a Web-based survey designed specifically for this study, limiting generalizations. Factor analysis was the principal methodology used to obtain findings. Its composite factor scores were also used in the t-test and chi-square analyses. This study identifies some emergent patterns of remote leadership in the library and information-science field, exploring whether library leaders use information technology to be effective remote leaders in a technology-driven environment, and whether existing leadership attributes could be identified as part of the remote-leadership model. Because this study's findings indicated that library leaders are not quite the traditional leader but are not fully integrated into remote leadership, it becomes apparent that they would function with a blend of both face-to-face and electronic interactions, due to the nature of library work. Additionally, this research revealed underlying issues and challenges faced by library leaders as they transition from a traditional-leadership model to a blended model of face-to-face and remote leadership. Future research could include increasing the sample size and response rate to conduct factor analysis properly, and conducting longitudinal studies.