Thirty years ago, public libraries were sources for books to borrow or to read in house, and librarians were mainly cataloging books or finding books for patrons. However, over time public library patrons have been replaced by new generation and therefore, the new patrons’ needs have changed. Today, public libraries have become source to borrow not only books but other materials like DVDs, Audio Books and music CDs. Moreover, public libraries have become community centers full of activities like Book clubs, ESL Classes, Computer classes, BOOST (Best Out-Of-School Time) and other programs (for children, young adults, adults, and senior citizens). In addition, the library card catalog was replaced by OPAC (Online Public Access Catalog). Hence, public libraries have adopted internal and external policies to protect the library patrons, library staff, and library premises.

Internal Policy

Public library organizations have adopted an internal policy to (a) create internal controls of purchasing, investment, fundraising, and code of ethics, (b) ensure the confidentiality of the patron records, (c) manage the personnel issues regarding vacancies, evaluations, grievances, vacation/sick time, harassment, and workplace safety, (d) handle the public relations within the library, and (e) outline the emergency and disaster procedures.

External Policy

The external library policy has been adopted to manage the relationship between the library organization and patrons regarding (a) library collections and formulating the lending rules/procedures, interlibrary loans, minors free access, freedom to read statement (ALA), and library bill of rights (ALA), (b) public space to employ the patron code of conduct and define the patrons’ acceptable/unacceptable behavior inside the library - including drink, food, and use of cell phones-, child safety, service to disabled patrons, (c) Meeting/Exhibit space to outline the library meeting room, displays, exhibits and posting procedures, and (d) public use of internet/computers in the library.

Public Library Automation

In economic crises, public libraries also face crises in funding - that may end up closing library doors and lay off well trained library staff – that effect the library by at least reducing the service hours and postpones other library services. Hence, new technologies (e.g., RFID) implemented to fill the gap in library staff created by the funding alteration to keep libraries open for public and working in full capacity. In addition, more technologies have been implemented in libraries to increase library services including Wi-Fi, Bluetooth, and Aquabrowser that made OPAC more users friendly to library patrons. In the digital age, technologies have developed the library from a place that houses books to a cyber information center. Librarians have been transformed from gatekeepers to information scientists.

Library policy and diversity

 To serve library patrons more efficiently, library branches cannot always follow the organizational policy because each library is serving a different community with different needs. Therefore, library branches’ become community libraries and each library becomes part of its community. To do so, and for the library to become part of a community and satisfy the community needs, each library has to create and design its own external policy that fits these needs. Thus, a community library manger has to use his experience and instinct to identify, communicate, and analyze what community need and create the external policy that best fits those needs. However, he/she must have the courage and the ability to take the risk and the responsibility for his/her decisions. Are the library managers who have been managing using the policy books - to avoid any negative consequences - for years willing to change dramatically to leaders?

From Managers to leaders

 As Warren G. Bennis quoted "Leaders are people who do the right thing; managers are people who do things right”, to change the library policy, mangers will become leaders who analyze situations and take the appropriate actions  - and be responsible for them - toward customer service without jeopardizing themselves or the library organization. However, most library mangers are not ready yet to take the risk. Hence, leadership training is a vital part of the policy implementation.

New Policy, New Library Organizational paradigm

Scott (2003) described three major perspectives or models related to organizations: rational, natural, and open systems. The rational perspective emphasizes the normative structure of the organization, which includes the rules, the goals of the organization and the roles. The organization's goals act as a guide for decision making (Scott, 2003). Goals also guide the organizational structure that is put in place (Scott, 2003). Specific goals tell management what tasks will be accomplished; the knowledge and skills employees need to have to perform the tasks and how all resources will be allocated within the organization (Scott, 2003).

The public library Bureaucracy is a great example of the rational organizations that runs by policy and procedure. Max Weber defined Bureaucracy as the efficient operation of the decision making process, which is the sum of the accumulated information and skills of a group. Hence, bureaucracy is a process, a group activity, the movement of information, and a decision making process. Max Weber further outlines Bureaucracy with six different elements found in a bureaucratic organization. Division of labor and Recruitment, Promotion Policies, Hierarchical System of Authority, Rules Regulations and Procedures, Rationality of the Organization, and Positions Belong to the Organization (Scott, 2003).

Changing the library management behavior will change the overall library organizational paradigm from rational organization to natural organization. The natural systems perspective is based on the premise that all organizations are social groups that adapt as necessary so that the organization can survive (Scott, 2003; Baum, 2002). The social structure of the organization incorporates both formal and informal structures, both of which are orderly (Scott, 2003). The formal structure is comprised of status and power systems, how communication flows and other patterns of behavior that are accepted by the organization (Scott, 2003).

Natural systems have three core approaches: Barnard's view that sees organizations as cooperative systems, Selznick's view that informal systems are complex and link individuals together, and Parson's AGIL (adaptation, goal attainment, integration, latency) system that suggests the organization must meet its needs to survive (Scott, 2003). Natural systems are possible for an organization to be designed for the purpose of achieving specific goals, but as they progress other purposes may emerge that will lead the organization in a different direction (Baum, 2002).

Baum (2002) explained: "organizations may initially be created to pursue specific goals, but alternative (supplementing or supplanting) purposes and meanings emerge through human interaction and displace the initial objectives" (p. 5). This is much like the library organization that expands its core competencies to survive and capture larger library users.

Conclusion

Because of the change in the informational, cultural, and economical climates and because the need for the library services becomes more valuable to library patrons than ever before, library external policy has to be replaced by new policy that fits the changeable needs of library communities. However, many steps have to be taken into account when implementing the new policy.

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