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Leveraging Similar Skill sets to Optimize Services: A Technical Services Story

机译：利用类似的技能来优化服务：技术服务故事

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摘要

In 2007, two departments comprised of 72 people formed a new department designed to provide much needed attention for electronic resources. Where previously electronic resources were an afterthought, the new organizational structure divided work among cataloging and acquisitions units for both "print" and electronic resources. In short, anything tangible was processed (ordered, received, cataloged, triaged) in the print section and all electronic resources in the other. Ten years later, thirty people fewer and with an increase in languages, formats, and service offerings, the department's ability to meet, or even maintain, the expected service level was at best, tenuous. Departmental leadership began evaluating options and quickly recognized redundancy among the units and an opportunity to leverage similar skill sets by merging units performing similar functions; rather than be aligned by format, we would aim to align ourselves by function.
机译：2007年，由72名员工组成的两个部门组成了一个新部门，旨在为电子资源提供急需的关注。在以前的电子资源被重新考虑的情况下，新的组织结构将工作分为“印刷”和电子资源的编目和采购部门。简而言之，任何有形的东西都在打印部分进行了处理（订购，接收，分类，分类），而其他部分则进行了所有电子资源处理。十年后，该部门的人员减少了三十人，并且随着语言，格式和服务种类的增加，部门满足或什至维持预期服务水平的能力充其量是微不足道的。部门领导开始评估备选方案，并迅速意识到单位之间的冗余，并有机会通过合并执行类似职能的单位来利用类似技能。而不是按格式排列，我们的目标是按功能排列。

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  • 来源
    《The Acquisitions librarian》 |2019年第3期|194-196|共3页
  • 作者

    Ellen K. W. Mueller; James W. Gulvas;

  • 作者单位

    Director of Technical Services University of Michigan Library;

    Acquisitions Librarian & Order Unit Manager University of Michigan Library;

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  • 正文语种 eng
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