This paper may present a more restricted view of the academic library
interface with collective bargaining than might have been anticipated, primarily
for three reasons. First, I am more familiar with the Canadian academic
library situation than with the American, although I have studied the pattern
which appears to be emerging in American libraries. In addition, I am convinced
that if academic library administrators had realized at any point within
the past ten years that library management is a unique and demanding
scientific discipline and had borrowed some of the techniques and methodologies
being practiced in the business community, they could have been in a
position of bargaining from strength rather than from weakness. Finally, I am
firmly committed to the belief that academic librarians should achieve their
status and any ensuing rights and privileges through their own merit, and not
by accepting a system designed for another profession with similar, but not
identical, objectives and requirements.
Publisher
Graduate School of Library Science, University of Illinois at Urbana-Champaign
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Beckman_Implications.pdf
