Originally published as Records management and information culture: tackling the people problem, in 2014, this rewritten edition is available in paperback, hardback and e-book formats. Oliver’s background is New Zealand and currently at Monash University, while Foscarini’s is European institutions and currently the University of British Columbia. Contributing to the practical philosophy of this revision were the research into electronic records management by the University of Northumbria in the UK, and Oliver’s case studies in Australia, Germany and Hong Kong. The theme is that the creation and usage of records within organisations is primarily an individual function, influenced by personal experiences, preferences and prejudices, and ways of working. The result is that as far as organisation-wide records/information keeping and usage potential are concerned, chaos may result. What can be done to improve organisation-wide usage of the information contained in the records?
The main purpose of this book is to provide a working framework for records managers to employ in identifying the areas they will need to address, as they seek to create the most appropriate records information service for their particular organisations. A second purpose is to assist in the preparation of courses for the education and training of present and future practitioners. For example, one area to be investigated would be the particular usage of words in their own country and institution. Another is the question of trust held by information producers and users in the information/record keeping system itself, whilst a third example concerns the security, access and ethical aspects of record keeping. Written in an easy-to-read style, the various tasks to be considered in constructing an institutional plan are supported by examples, including case-studies based on the authors’ own practical work in developing the contents of this book.
Although this work may be seen as primarily for those who are concerned with accessioning and maintaining organisational records, it is recognised that others in the organisation actually create and use the information enshrined in record formats – and therefore this creative responsibility must be specified in their job descriptions. They must therefore also be aware of the records manager’s institutional policies, as well as the organisation’s requirements in this area for information producers and recorders. In turn this calls for a training role to be an important part of the records manager’s routine work in the institution. This ensures that the workplace information literacy and culture are sound, and will develop appropriately as technologies change and are adopted. Records managers and the information creators are thus working partners with distinct tasks in developing the institution’s information culture.
Recommended.