Suchergebnisse

As there are changes in today's needs of the information society, the development of information technologies, the information behavior of scientists, the habits of information processing and its management in modern scientific libraries form their unique, atypical and constantly changing functions. This forces scientific libraries to take on new roles while ensuring the stability of their traditional roles. The vision for the future of the academic library is to become an academic partner from the service provider [1]. Preparation of employees for doing the right job is becoming more and more important and challenging. The combination of individual self-expression, knowledge and skills undoubtedly contributes to the successful implementation of changes, therefore it is important to focus on and distinguish significant employee competencies to ensure organizational goals.In recent decades academic libraries conditioned by the changes happening in information society have fundamentally changed their activities: reorganize structures, carry out reorganization in collections, improve information search systems, organize open access to scientific resources, redistribute budget priorities, expand collaboration with academic community, organize the training and participate in the training process, focus on employee learning, implementation and adaptation of new technologies, conduct scientific research, constantly improve services.The role of today's scientific libraries is not limited to the diversity of book collections and the ways in which they are stored, they play an active role in building technology and knowledge infrastructures. It is now more evident that the functions of libraries' dissemination of information, accessibility, storage and social functions are crucial. "In the age of technology, the availability of information streams and the efficiency of their processing are becoming critical criteria for determining the quality and attractiveness of libraries" [2]. The abundance and variety of exploring scientific research sources are equally important for their availability and presentation. Therefore, the transformation of library staff from a curator of publications to a high-tech specialist or IT consultant in modern scientific libraries is an inevitable phenomenon.Having done the systematic analysis of scientific literature [3-7], the article presents the refined competencies of library employees as a result of changes in library activities and necessary for their successful implementation (see Table). Taking into account that organizational intelligence is one of the main guarantees of the quality of activities, which ensures the possibility to implement organizational changes, such competencies as personal knowledge, skills (abilities) and personal qualities (internal readiness) are necessary for implementing library changes. It can be noted that the greatest success of change implementation is determined by the skills (abilities) and personal qualities of the employees. This demonstrates that the library staff should be flexible, operational, tolerant, able to successfully develop their skills, and effectively apply other personal qualities to prepare for changes in the organization.Table 1. Necessary staff competencies to implement library changesKnowledgeProfessional; Knowledge of technologyManagement of information resourcesOrganized management of information resourcesPractical application of advanced technologiesBudget managementManagement of information and communicationInterest in scientific communication trendsAbilities (skills)Academic perceptivity; Development of activity projectsAnalyzing digital systems; Planning changeAbility to recognize and characterize information environment featuresIntegration into educational and scientific research processesPlanning and coordination of activities· Conducting trainings for student information educationAbility to acquire information and manage its contentCommunicationGuidance on political and legal issuesIntegration of library information into study processesManagement and coordination of electronic resourcesAbility to work in a teamCreating the most acceptable and comfortable conditions for the users working with informationAbility to negotiate; Development of operating methodsIntegration of new planned activitiesUnderstanding and applying digital systemsInformation search engine developmentDeveloping a library training programManagement of organization's knowledgePersonal qualitiesPerssistence; FlexibilityCreativity; PromptnessCuriosity DiscretionSocial networkingAnalytical and logical thinkingTolerance to changeOptimism; Realization of consumer claimsLeadership; EnthusiasmSelf-confidence; Confidentiality Librarians are skillful creators of information and knowledge, users and organizers who can make an effective contribution to science and learning when operating effectively. This can be seen in the library employees' distinguished functional, managerial, organizational, negotiation (communication, cooperation), education, coordination (planning, integration), understanding and analysis of digital systems, development of projects and methodologies, and data analysis and evaluation abilities. The knowledge of the library staff was detailed based on the main knowledge groups, i.e. professional, theoretical, technological, management, scientific communication, digital systems. It is almost certain that in recent decades changes in libraries have created new concepts of librarians' erudition.Knowledge such as technological, digital systems and, to some extent, scientific communication were certainly not on the list of key competencies of the traditional library staff. This proves the fundamental transformation of library staff competence in an inclusive digital environment.In conclusion, it could be stated that changes of activities in academic libraries initiate changes in staff competences - in the context of changes, there is a need for the staff to develop new or existing competences that are attributed to skill and knowledge, and personal qualities groups. It is these competences that need to be strengthened, since only a combination of them will lead to successful implementation of change.

As there are changes in today's needs of the information society, the development of information technologies, the information behavior of scientists, the habits of information processing and its management in modern scientific libraries form their unique, atypical and constantly changing functions. This forces scientific libraries to take on new roles while ensuring the stability of their traditional roles. The vision for the future of the academic library is to become an academic partner from the service provider [1]. Preparation of employees for doing the right job is becoming more and more important and challenging. The combination of individual self-expression, knowledge and skills undoubtedly contributes to the successful implementation of changes, therefore it is important to focus on and distinguish significant employee competencies to ensure organizational goals.In recent decades academic libraries conditioned by the changes happening in information society have fundamentally changed their activities: reorganize structures, carry out reorganization in collections, improve information search systems, organize open access to scientific resources, redistribute budget priorities, expand collaboration with academic community, organize the training and participate in the training process, focus on employee learning, implementation and adaptation of new technologies, conduct scientific research, constantly improve services.The role of today's scientific libraries is not limited to the diversity of book collections and the ways in which they are stored, they play an active role in building technology and knowledge infrastructures. It is now more evident that the functions of libraries' dissemination of information, accessibility, storage and social functions are crucial. "In the age of technology, the availability of information streams and the efficiency of their processing are becoming critical criteria for determining the quality and attractiveness of libraries" [2]. The abundance and variety of exploring scientific research sources are equally important for their availability and presentation. Therefore, the transformation of library staff from a curator of publications to a high-tech specialist or IT consultant in modern scientific libraries is an inevitable phenomenon.Having done the systematic analysis of scientific literature [3-7], the article presents the refined competencies of library employees as a result of changes in library activities and necessary for their successful implementation (see Table). Taking into account that organizational intelligence is one of the main guarantees of the quality of activities, which ensures the possibility to implement organizational changes, such competencies as personal knowledge, skills (abilities) and personal qualities (internal readiness) are necessary for implementing library changes. It can be noted that the greatest success of change implementation is determined by the skills (abilities) and personal qualities of the employees. This demonstrates that the library staff should be flexible, operational, tolerant, able to successfully develop their skills, and effectively apply other personal qualities to prepare for changes in the organization.Table 1. Necessary staff competencies to implement library changesKnowledgeProfessional; Knowledge of technologyManagement of information resourcesOrganized management of information resourcesPractical application of advanced technologiesBudget managementManagement of information and communicationInterest in scientific communication trendsAbilities (skills)Academic perceptivity; Development of activity projectsAnalyzing digital systems; Planning changeAbility to recognize and characterize information environment featuresIntegration into educational and scientific research processesPlanning and coordination of activities· Conducting trainings for student information educationAbility to acquire information and manage its contentCommunicationGuidance on political and legal issuesIntegration of library information into study processesManagement and coordination of electronic resourcesAbility to work in a teamCreating the most acceptable and comfortable conditions for the users working with informationAbility to negotiate; Development of operating methodsIntegration of new planned activitiesUnderstanding and applying digital systemsInformation search engine developmentDeveloping a library training programManagement of organization's knowledgePersonal qualitiesPerssistence; FlexibilityCreativity; PromptnessCuriosity DiscretionSocial networkingAnalytical and logical thinkingTolerance to changeOptimism; Realization of consumer claimsLeadership; EnthusiasmSelf-confidence; Confidentiality Librarians are skillful creators of information and knowledge, users and organizers who can make an effective contribution to science and learning when operating effectively. This can be seen in the library employees' distinguished functional, managerial, organizational, negotiation (communication, cooperation), education, coordination (planning, integration), understanding and analysis of digital systems, development of projects and methodologies, and data analysis and evaluation abilities. The knowledge of the library staff was detailed based on the main knowledge groups, i.e. professional, theoretical, technological, management, scientific communication, digital systems. It is almost certain that in recent decades changes in libraries have created new concepts of librarians' erudition.Knowledge such as technological, digital systems and, to some extent, scientific communication were certainly not on the list of key competencies of the traditional library staff. This proves the fundamental transformation of library staff competence in an inclusive digital environment.In conclusion, it could be stated that changes of activities in academic libraries initiate changes in staff competences - in the context of changes, there is a need for the staff to develop new or existing competences that are attributed to skill and knowledge, and personal qualities groups. It is these competences that need to be strengthened, since only a combination of them will lead to successful implementation of change.

During the last decades of the 20th century most world states, Lithuania being one of them, started different reforms of a public sector that were aimed at transforming M.Weber's described ideal, legislative and rational bureaucracy and increasing the effectiveness of public institutions and their activity. According to the theorists of these reforms (Osborne, Gaebler, 1992; Hughes, 1998; Pollitt, Bouckaert, 2003), inflexible, centralized bureaucracies developed during industrial periods have become ineffective and unproductive; moreover, they cannot function effectively and successfully in a rapidly changing knowledge society and economy. Thus, they should be changed into more flexible, result oriented, modern management models developing the partnership of public and private sectors (Skietrys, Raipa, Bartkus, 2008). This aspiration is the main stimulus to turn to a business sector under the market conditions and to base on New Public Management (NPM) modernizing the structures of administration culture taking into account the challenges of the time under consideration. NPM ideas and their introduction are directly linked with human resources (HR) of public institutions. HR is the main and most valuable asset that is managed by the institutions of a public sector. Activity effectiveness depends on it. According to M. Armstrong (2006), human resource management (HRM) is a strategic, complex approach to the most important aspect of an organization, i.e. to people who individually and collectively support the realization of organizational objectives. This approach explains the fact that HR is the main factor of any changes having its culture and aspirations that can stimulate or hinder changes related to the change from public administration (PA) to NPM. [.]

During the last decades of the 20th century most world states, Lithuania being one of them, started different reforms of a public sector that were aimed at transforming M.Weber's described ideal, legislative and rational bureaucracy and increasing the effectiveness of public institutions and their activity. According to the theorists of these reforms (Osborne, Gaebler, 1992; Hughes, 1998; Pollitt, Bouckaert, 2003), inflexible, centralized bureaucracies developed during industrial periods have become ineffective and unproductive; moreover, they cannot function effectively and successfully in a rapidly changing knowledge society and economy. Thus, they should be changed into more flexible, result oriented, modern management models developing the partnership of public and private sectors (Skietrys, Raipa, Bartkus, 2008). This aspiration is the main stimulus to turn to a business sector under the market conditions and to base on New Public Management (NPM) modernizing the structures of administration culture taking into account the challenges of the time under consideration. NPM ideas and their introduction are directly linked with human resources (HR) of public institutions. HR is the main and most valuable asset that is managed by the institutions of a public sector. Activity effectiveness depends on it. According to M. Armstrong (2006), human resource management (HRM) is a strategic, complex approach to the most important aspect of an organization, i.e. to people who individually and collectively support the realization of organizational objectives. This approach explains the fact that HR is the main factor of any changes having its culture and aspirations that can stimulate or hinder changes related to the change from public administration (PA) to NPM. [.]

During the last decades of the 20th century most world states, Lithuania being one of them, started different reforms of a public sector that were aimed at transforming M.Weber's described ideal, legislative and rational bureaucracy and increasing the effectiveness of public institutions and their activity. According to the theorists of these reforms (Osborne, Gaebler, 1992; Hughes, 1998; Pollitt, Bouckaert, 2003), inflexible, centralized bureaucracies developed during industrial periods have become ineffective and unproductive; moreover, they cannot function effectively and successfully in a rapidly changing knowledge society and economy. Thus, they should be changed into more flexible, result oriented, modern management models developing the partnership of public and private sectors (Skietrys, Raipa, Bartkus, 2008). This aspiration is the main stimulus to turn to a business sector under the market conditions and to base on New Public Management (NPM) modernizing the structures of administration culture taking into account the challenges of the time under consideration. NPM ideas and their introduction are directly linked with human resources (HR) of public institutions. HR is the main and most valuable asset that is managed by the institutions of a public sector. Activity effectiveness depends on it. According to M. Armstrong (2006), human resource management (HRM) is a strategic, complex approach to the most important aspect of an organization, i.e. to people who individually and collectively support the realization of organizational objectives. This approach explains the fact that HR is the main factor of any changes having its culture and aspirations that can stimulate or hinder changes related to the change from public administration (PA) to NPM. [.]

During the last decades of the 20th century most world states, Lithuania being one of them, started different reforms of a public sector that were aimed at transforming M.Weber's described ideal, legislative and rational bureaucracy and increasing the effectiveness of public institutions and their activity. According to the theorists of these reforms (Osborne, Gaebler, 1992; Hughes, 1998; Pollitt, Bouckaert, 2003), inflexible, centralized bureaucracies developed during industrial periods have become ineffective and unproductive; moreover, they cannot function effectively and successfully in a rapidly changing knowledge society and economy. Thus, they should be changed into more flexible, result oriented, modern management models developing the partnership of public and private sectors (Skietrys, Raipa, Bartkus, 2008). This aspiration is the main stimulus to turn to a business sector under the market conditions and to base on New Public Management (NPM) modernizing the structures of administration culture taking into account the challenges of the time under consideration. NPM ideas and their introduction are directly linked with human resources (HR) of public institutions. HR is the main and most valuable asset that is managed by the institutions of a public sector. Activity effectiveness depends on it. According to M. Armstrong (2006), human resource management (HRM) is a strategic, complex approach to the most important aspect of an organization, i.e. to people who individually and collectively support the realization of organizational objectives. This approach explains the fact that HR is the main factor of any changes having its culture and aspirations that can stimulate or hinder changes related to the change from public administration (PA) to NPM. In order to achieve a consecutive turn, the system of HRM is of the utmost importance as well as its conformity to NPM requirements that witness the change of principles (Storey, 2001). Thus, this change is a process that requires objective and full assessment of ...

During the last decades of the 20th century most world states, Lithuania being one of them, started different reforms of a public sector that were aimed at transforming M.Weber's described ideal, legislative and rational bureaucracy and increasing the effectiveness of public institutions and their activity. According to the theorists of these reforms (Osborne, Gaebler, 1992; Hughes, 1998; Pollitt, Bouckaert, 2003), inflexible, centralized bureaucracies developed during industrial periods have become ineffective and unproductive; moreover, they cannot function effectively and successfully in a rapidly changing knowledge society and economy. Thus, they should be changed into more flexible, result oriented, modern management models developing the partnership of public and private sectors (Skietrys, Raipa, Bartkus, 2008). This aspiration is the main stimulus to turn to a business sector under the market conditions and to base on New Public Management (NPM) modernizing the structures of administration culture taking into account the challenges of the time under consideration. NPM ideas and their introduction are directly linked with human resources (HR) of public institutions. HR is the main and most valuable asset that is managed by the institutions of a public sector. Activity effectiveness depends on it. According to M. Armstrong (2006), human resource management (HRM) is a strategic, complex approach to the most important aspect of an organization, i.e. to people who individually and collectively support the realization of organizational objectives. This approach explains the fact that HR is the main factor of any changes having its culture and aspirations that can stimulate or hinder changes related to the change from public administration (PA) to NPM. [.]