Cataloging & Classification Quarterly

Volume 30, Numbers 2/3 2000  

Managing Cataloging and the Organization of Information:
Philosophies, Practices and Challenges
at the onset of the 21st Century

Part Two

Specialized and Academic Libraries in the United States

Table of Contents

Single or multiple copies of these articles may be obtained on Informaworld

Introduction to Part 2  By Ruth Carter

Bibliographic access management at Lane Medical Library: fin de millennium experimentation and bruised-edge innovationBy Dick R. Miller.
ABSTRACT.  This paper surveys four aspects of Bibliographic Management at Lane Medical Library, Stanford University Medical Center.  First, a capsulized overview of the current scope and organization provides context.  Second, counts of selected form/genre headings statistically present the extent and nature of databases maintained and illustrate our emphasis on form/genre.  Third, descriptive summaries of selected policies and practices currently in effect illustrate how staff are attempting to improve bibliographic access and prepare for future retrieval systems.  Because many of the positions taken may be controversial, discussion includes how the impact of differences is minimized in external systems.  Last, selected new and/or experimental initiatives explore near future projects to further extend and enhance bibliographic control.  The potential of these options derives from a more flexible integration and deployment of traditional and digital library resources focused on domain-specific user needs.  A conjectural conclusion identifies the need for radical changes in the scope and structure of bibliographic control necessary to utilize rapidly evolving technologies effectively.  Lane's ongoing XML MARC experiment suggests the feasibility and necessity of replacing MARC with a less arcane scheme and posits the concept of organic bibliography as the basis for a more robust bibliographic infrastructure.

Technical Services in Twenty-First-Century Special Collections.  By Ellen Crosby
Special collections libraries are evolving to include electronic resources in addition to the papers, books, photographs and artifacts that have been collected in the past, and technical services must evolve and change as well. This overview examines new and traditional duties and staffing. New responsibilities will include managing electronic rights and resources, preparing scanning and digitizing projects, overseeing online catalogs, and developing metadata standards. Staff will need thorough grounding in fundamentals of technical services work, as well as the ability to cooperate across departmental boundaries. The special collections library will become an important information portal in the twenty-first century.

Cataloging @ 2000:  Over 100 Years of Change at The University of Colorado Law Library.   By Georgia Briscoe and Karen Selden
  The University of Colorado Law Library has provided access to its collections for over 100 years. This article recaps the evolution of those efforts with emphasis on current issues such as defining a cataloging philosophy, cataloging Internet resources in a web catalog, using genre terms, and using the Internet to increase productivity. Major historical trends in cataloging law collections in general are also discussed.

Information Resource Management, Transitions and Trends in an Academic Law LibraryBy Eloise M. Vondruska
  Over the last three years, there have been changes in management, organization, staffing, and services at the Pritzker Legal Research Center (PLRC) of Northwestern University School of Law.  The methods for acquiring and cataloging information resources have been redesigned.  These changes coincided with new management, a change in the name of the technical services department, a migration to a new library management system, and a new name for the law library.  The bibliographic services organization and workflow before and after the migration are described.  The cataloging and bibliographic services activities will continue to be reevaluated.  The goal of the bibliographic services department is to align with the 21st century mission of the PLRC to be an integral component in supporting the scholarly, teaching and learning needs of faculty and students as the law school becomes the law school for a changing world.

Exploding Out of the MARC Box: Building New Roles for Cataloging Departments.  By Judith Ahronheim and Lynn Marko
ABSTRACT. A new, less catalog-centric model for library services has begun to develop. There are places within this new model for catalogers and cataloging departments to contribute in new and more challenging ways than has been the current practice. Catalogers will need to apply old skills in new ways and departments will have to restructure in order to facilitate their service. Management of these new departments requires emphasis on different skills from those used in traditional departments.

Cataloging at the University of Massachusetts Amherst Library. By Patricia Banach and Melvin Carlson, Jr.
The paper deals with the cataloging operations at the University of Massachusetts Library that take place in three departments in the Collection Management Cluster.  Recent changes in cataloging routines came as a result of new technology, as well as the manner in which cataloging staff are utilized.  Also noted are the cooperative efforts in which the library is involved and the possible future in cataloging electronic materials.

Pursuing the Three Ts: How Total Quality Management, Technology, and Teams Transformed the Cataloging Department at Penn State.  By Marie Bednar, Jeffrey Beall, and Judy Hewes
Beginning in 1992 the University Libraries at the Pennsylvania State University embarked on a program to formally transform its organization following the principles of Continuous Quality Improvement, or, as it is more commonly known, Total Quality Management. The process by which the Cataloging Department underwent reorganization into teams is described, as well as its strategic use of computing technology in rationalizing and streamlining its workflows. In creating an organizational restructuring that permitted a more rapid and flexible response to new assignments and changing conditions, the Cataloging Department positioned itself to effectively assume new responsibilities as emerging formats and other library materials were acquired or made accessible to library patrons. The essay concludes with a frank assessment of the lessons learned in undergoing reorganization, as well as weighing the successes and failures experienced by the Cataloging Department.

Flexibility in the Management of Cataloging. By Claire-Lise Bénaud, Elizabeth N. Steinhagen, and Sharon A. Moynahan
ABSTRACT. Cataloging managers at the University of New Mexico General Library, feeling under pressure from colleagues and administrators to become more efficient, have introduced a flexible management style in the traditional Catalog Department.  Instead of pushing staff to work harder and faster, they developed a point system, or quota, for staff catalogers.  This allowed them to implement flextime and other liberal options, such as working at home, or in other campus libraries.  Expectations of quality and quantity of production have been clarified, and staff morale, generally, has improved, as people feel they have more control over their work. Although still cataloging in the traditional mode, managers feel that improved flexibility will allow them to become more proactive and tackle anticipated changes in a positive manner.

Management by Action: How We're Embracing New Cataloging Work at Tufts. By Lyn Condron 
ABSTRACT. Preparing for new cataloging such as metadata beyond MARC and thesauri beyond LCSH, is an exciting and daunting challenge for university libraries.  Advancing technologies, as well as a growing demand for quality information with rapid access is fueling the need for technical services departments to restructure their work to accommodate the evolving world of information management.  Catalogers who have been following the same procedures and practices for many years may find this change particularly difficult.  Team leaders are often faced with breaking through skepticism and resistance to this new work in order to enable necessary progress.  We found that discussions and gradual introduction of new directions is important to acceptance by team members.  However, just as important is the implementation of an action plan to ensure that progress is ongoing.  Reengineering Acquisitions and Cataloging into Current Processes and Information Management Initiatives, along with forming several focus groups to investigate and evaluate cataloging work, is proving successful for embracing new cataloging at Tufts University. 

Cataloging in Three Academic Libraries:Operations, Trends, and Perspectives. By Kuang-Hwei (Janet) Lee-Smeltzer
ABSTRACT.  This article describes the cataloging operations and management in three medium-sized academic libraries—Oregon State University, University of Houston, and Colorado State University.  It provides an overview of the staffing and organizational structure of the cataloging department in each library.  Faced with similar challenges from constantly changing environments brought about by technology and institutional pressure to achieve more with less, library technical services in these three libraries, cataloging in particular, are developing some common strategies for coping.  These trends include: 1) changing the roles and responsibilities of both professional and support staff, 2) designing workflow around library systems and limited personnel resources, 3) mainstreaming government documents cataloging and processing into technical services, 4) using technology to increase cataloging efficiency, and 5) dealing with bibliographic control of current electronic resources and moving into digitization and metadata arenas.

Cataloging Plus: Philosophy and Practice at a Small College Library. By Y. Mei Mah
ABSTRACT.  Many small college libraries place tremendous importance on personal service to end users.  The staff at small college libraries usually perform a wider variety of tasks than their counterparts in larger libraries, who tend to be more specialized.  Catalogers at small college libraries often perform functions normally associated with public services; they must be librarians first and catalogers in addition.  Through their work with end users, they may develop appreciation for users’ difficulties with the catalog.  Web technology can be a boon to catalogers who wish to develop user-oriented tools to complement the catalog.  

Staff Assignments and Workflow Distribution at the End of the 20th Century: Where We Were, Where We Are, and What We’ll Need to Be. By Jane Padham Ouderkirk
Innovative procedures and new cataloging tasks have resulted in modified workflow distribution and evolving work assignments [at Harvard University].  In addition to the functional skill set required within each job level, specific behaviors and personality traits are necessary for success in meeting the demands of multiple priorities and activities.

The End of an Era Builds New Team Spirit: Team Playing at its Best. By Andrea L. Stamm  
ABSTRACT. Northwestern University Library has recently migrated from its locally-developed mainframe NOTIS online catalog to Endeavor’s Voyager. A history of the migration is discussed and includes choosing a new integrated library system, planning for the new ILS, workflow analysis, impact on staff, and the resulting reorganization in technical services. Particular attention is paid to the management of monographic cataloging, but acquisitions is also discussed. 

Cataloging at Yale University in 2000:  Challenges and Strategies. By Joan Swanekamp   
ABSTRACT.  There are significant challenges in managing a large and distributed cataloging operation as the one at Yale University.  This paper describes the current environment and trends, and goes on to outline the challenges facing the Catalog Department and possible strategies for addressing them.  Technology plays heavily in improving processes and developing the most effective workflows.  The biggest challenge is original cataloging capacity and how to increase it.

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