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Discovering Diverse Content Through
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The Project Gutenberg eBook of The Business
Library: What it is and what it does
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Title: The Business Library: What it is and what it does

Author: Louise B. Krause

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*** START OF THE PROJECT GUTENBERG EBOOK THE BUSINESS

LIBRARY: WHAT IT IS AND WHAT IT DOES ***
 THE
BUSINESS LIBRARY
WHAT IT IS AND WHAT IT DOES

By
LOUISE B. KRAUSE
Librarian
H. M. Byllesby & Company
Chicago

SECOND EDITION REVISED

Journal of Electricity
San Francisco
1921

Copyright
Journal of Electricity
1921

To
H. M. BYLLESBY AND COMPANY
whose generous cooperation has made
possible the successful application
of Library Science to the
business of their
organization
 PREFACE TO THE SECOND EDITION
As the publishers desire to issue a second edition of "The Business
Library" the following additions and revisions have been made.
Articles of value on the subject of business libraries which have been
published since the first edition was written have been added to
"References for Additional Reading"; minor additions have been
made to the text, and the prices and editions of all reference books
mentioned have been brought up to date, and some additional titles
have been added.
Three drawings of floor plans which have been used for business
libraries have been added to Chapter Seven as of possible value to
business firms making small library layouts.
L. B. K.
Chicago, Illinois.
November 1, 1920.
 PREFACE TO THE FIRST EDITION
This handbook has been written with the purpose of giving brief
comprehensive information to the business man on the subject of
the business library as an indispensable earning factor in the
conduct of business enterprises. It aims to tell how to organize and
maintain a business library, what to do in order to get the best
results from it, and to show by concrete illustrations, gathered from
the experience of firms maintaining library service, what the
business library is worth as a financial asset.
The subject matter is not designed to set forth the work of any one
class of business libraries, but is a composite study of many. It
records business library facts as observed by the author during ten
years of service as a business librarian, and as such, may be also of
value to librarians contemplating the undertaking of business library
work.
The references given at the conclusion of each chapter have been
selected from a large mass of printed material on the subject, on the
basis of practical supplemental reading only and are not designed to
be exhaustive reference lists.
The author makes grateful acknowledgment to her Library School
class-mate, Renee B. Stern, now Editor of "The Woman's Weekly,"
for most helpful advice, and to her friend, Virginia Fairfax, Librarian,
Carnation Milk Products Company, Chicago, for generous criticism
and correction of the manuscript.
L. B. K.
October 1, 1919.
Chicago, Illinois.
 CONTENTS

PAGE
I THE ORGANIZATION OF THE BUSINESS LIBRARY 7
IITHE SERVICE RENDERED BY THE BUSINESS LIBRARY 23
III PERIODICALS—HOW TO USE AND HOW TO FILE THEM 30
IV GOVERNMENT DOCUMENTS AND THE BUSINESS LIBRARY 50
V TRADE CATALOGS, PHOTOGRAPHS AND LANTERN SLIDES 59
CLASSIFICATION AND CATALOGING IN THE BUSINESS
VI 70
LIBRARY
VII MECHANICAL EQUIPMENT FOR THE BUSINESS LIBRARY 81
VIII REFERENCE BOOKS FOR THE BUSINESS LIBRARY 95
THE ESSENTIAL QUALIFICATIONS OF THE BUSINESS
IX 110
LIBRARIAN
INDEX 123

THE BUSINESS LIBRARY

WHAT IT IS AND WHAT IT DOES
 CHAPTER I
THE ORGANIZATION
OF THE BUSINESS LIBRARY
What is meant by the word library? Twenty-five years ago it could be
accurately defined as a collection of books on a series of shelves,
and although this old definition still partially describes its present
form, the true interpretation of what a business library really is, can
be stated best by saying that it is a genuine service department,
whose chief business is to give information to the members of a firm
on subjects of vital importance in the conduct of their business.
The business library is not limited to a collection of books, but
contains information in any form, namely, periodicals, pamphlets,
trade catalogs, photographs, lantern slides, and also manuscript
notes which are accumulated in connection with the specific work of
an organization. The business library even goes so far in its service
as to supply information which is obtained by "word of mouth" in
advance of its appearance on the printed page.

The Evolution of the Business Library

Before the business library came into being as a special department

of business organizations, and before public libraries were making a
specialty of collecting information on business subjects, the business
man picked up his supply of information in haphazard fashion. He
was told by a business acquaintance, often a salesman of a special
line who was doing business with him, of some trade literature or
government documents in which he would find useful information, or
he discovered references to valuable books, pamphlets or documents
in his casual reading of newspapers and periodicals. As a last resort,
in cases of emergency he telephoned to various business
organizations whom he thought could tell, out of their experience,
what he wished to know.
Business has, however, grown too large in its multiplicity of interests
for the business man to get his information in so desultory and
unorganized a fashion, for the business man must be a good
forecaster and interpreter of conditions, not by means of guesswork
but by the aid of obtainable facts, and he must study and analyze a
large number of related subjects. The success of many of our richest
industries is due in large measure to this particular element, the wise
forecasting of conditions to come, for, as a recent periodical article
stated, "business is a procession of problems; big or little, any
business must keep moving ahead, finding its way past one pitfall
and obstacle after another. In another sense business is a matter of
vision; the foresight that looks long ahead to new opportunity and to
the ways and means of realizing it, is an essential in the growth and
progress that brings success."
Business men have long since recognized that rule of thumb
methods have passed away, and that they not only can not learn by
experience exclusively, but that the utilization of the knowledge of
other men recorded in reliable business data is of the highest value.
Present day competition makes it imperative also that every business
man knows as much as his competitor, and he must have therefore
not something on a subject but everything of value on a subject,
and it must be exact and authoritative information which he can
trust. Business data must also be kept strictly up to date, which
under present-day conditions is no easy task, as information is out of
date almost before it is off the press.
The business man not only needs to collect accurate, exhaustive, up
to date information, but he needs to have it so well organized that,
at a moment's notice, he can put his fingers upon the exact
information he desires. The systematic organization of information
into quick working files means an enormous saving of time and
money, and in large business organizations the employment of a
trained librarian to do this work is a most valuable asset.
Check up if you can, the amount of time wasted annually by the
average business man through lack of having the information he
desires immediately at his service. Waste of time means waste of
money. It is not worth while having an expert, whose time may be
worth anywhere from twenty-five to one hundred dollars a day,
waste any of it in trying to find information in government
documents, which he is not particularly adept in locating, because
he lacks a working knowledge of the enormous range of government
publications.
The writer is acquainted with an engineering firm of national
reputation, which has made a collection of library material, which
has been cared for, or rather much neglected by a stenographer of
the company, who has no time nor library experience to give to its
adequate administration. This firm when urged to introduce
organized library service, and thus make their collection effective,
stated that their library was not used enough by their organization to
warrant the expense. Investigation proved, however, that one of
their expert chemists, whose time was valued more per week than
that of a trained librarian would be per month, was making a
systematic business of hunting his own library material, and had
listed his references in many closely written notes, in order to be
able to locate the material again if he should need it. The value of
the time the chemist spent on his research would have covered a
librarian's salary and made it possible for him to give more time to
his firm on the problems which his expert knowledge was able to
solve.

General Principles of Organization

The essential principles in organizing a successful business library

can be briefly stated as follows:

1. Centralization of material within the business organization.

 2. Coordination of the business library with the facilities of the
public and special libraries of the city in which the business
library is located.

1. Centralization of Library Material

The first step in establishing a library in a business organization is

the centralization of all the printed material available in its different
offices or departments. This is exactly what is not done in a large
number of business houses. Books, pamphlets and other valuable
information are scattered among the various members of the
organization, who treat them as personal property and preserve
them in their private desks as carefully as a squirrel hides his store
of good nuts. In many business organizations the policy of the
employes in regard to information seems to be, to hold on to
everything of value for one's personal use, regardless of how much
value the information might be to another member of the
organization, and also regardless of the fact that the material has
been paid for out of the company's funds.
It should be said, however, in defense of the practice of not putting
information into a central library, that it is not always based upon
thoughtless or selfish habits, but upon lack of confidence; there is a
fear that if information passes out of the hands of the man into a
central library, that when he wishes to use it again, in a hurry, that
he may not be able to locate it promptly. This feeling is not without
reasonable foundation, as it is based on the irritating experience
which some business men have had in using central correspondence
files which, in many offices, are poorly administered and cannot
produce desired information promptly. The business library, when
administered by a qualified librarian, not only can produce all filed
material promptly, but in one large corporation, known to the writer,
has so successfully handled material that the officers and employes
send their information to the library, as a safer and more reliable
place to keep it for quick reference, than the drawers of their own
desks.
Centralization of library material gives all the departments the
benefit of everything the company has collected on a special subject,
and often makes it unnecessary to duplicate information for the use
of several departments. Centralization makes it possible also to have
in one place a complete record of all library material owned by the
company which can be loaned as small working collections to any
department.
The fact that a central library department has on record what
material is temporarily or permanently kept in all the departments,
makes it possible also for it to act as a clearing house between all
departments in locating desired information. This principle does not
apply of course to corporations of such magnitude that their
activities comprise several distinct lines of business; in such a case
each department would require a specialized collection of
information, which would become the library of that particular
branch of the industry.
It should be kept clearly in mind that the business library has a
distinct province from correspondence files, which primarily take
care of the letters accumulated in the transaction of business. The
business library is in no wise concerned with such records. Its
function is not to take care of the records which are created by the
activities of the company, but to collect and bring into the company
all possible knowledge and information of value from a large variety
of outside sources.
The business library also has a distinct province of activity apart
from the statistical department of an organization. The function of
the latter is to correlate and interpret data which are created either
by the activities of the organization or obtained from outside
sources, because of value in relation to the various projects of the
organization. The function of the library in relation to the statistical
department is to supply the printed information which that
department needs in its work of correlating and interpreting data.
Many statistical departments have made the mistake of endeavoring
to collect and preserve material for their work, which particularly
belongs in the business library, with the result that they have
cumbersome files of heterogeneous information, badly classified and
cataloged, and which do not yield, either quickly or accurately,
information when desired. The files of the statistical department
should cover only the data which are the result of the particular
activities of the company, together with valuable original records
which are neither correspondence nor library material.

2. Coordination of the Business Library with Public Libraries

After the resources for information which exist within the business
organization have been adequately centralized the next important
step is to coordinate these resources with all other existing library
facilities of the city in which the business firm is located. There
should be a thorough survey of these libraries in order to ascertain
as far as possible the content and availability of their resources. This
is an important factor in the creation of a business library, when one
considers the problem of shelving much material, within the more or
less limited space occupied by a business organization. Floor space
in skyscrapers is too valuable to be used as a mere storehouse for
printed material used only on rare occasions, and there is also the
added expense of a staff of workers to care for a large collection.
The business library must, therefore, be considered solely as a
working laboratory, and care taken not to include in it material which
will be seldom used, particularly in cities where business
organizations congregate and where are located large public libraries
having excellent resources which can be used to supplement the
"working laboratory" collection of the business organization.
This principle will not apply, however, to those business libraries
which are maintained at the headquarters of national associations.
Such libraries must collect everything on their subjects, and be
prepared to be a central bureau of information on their specialties,
for their membership throughout the United States. For example, the
libraries of the National Safety Council and the Portland Cement
Association, located in Chicago.
This policy of coordination was expressed in the following words, by
a large corporation several years ago when it organized its library:
"We will keep our library down as far as possible to a small working
collection, and our librarian shall be a go-between us and the other
libraries of the city when we want information not available in our
own collection." Thus the busy man of affairs is able to keep in
touch, through his librarian, as proxy, with many avenues of
helpfulness, which would be closed to him were it not for the fact
that he had been far-sighted enough to employ a librarian to act for
him in these matters of detail.
Public library facilities, while they supplement can never be a
substitute for a library within a business organization, for different
groups of business people who are vitally interested in one particular
subject, or more often in only one phase of a subject, will naturally
collect and know more about that subject than a general library
serving a thousand and one interests can be expected to do.
The business librarian who is given the confidence of the officers of
his organization, gets saturated with a knowledge of the business of
the organization and is able to sense in advance what information
will be needed, and will be prepared as far as possible for the
emergency when it comes.
All librarians of public libraries will undoubtedly agree to the
statement that they are not in a position to act as confidential library
adviser to rival business corporations. The Public Library must deal
impartially with all inquirers and cannot give precedence to any
inquirer simply because he is in a hurry. Every man must wait his
turn because the needs of other inquirers are equally important with
his.
If the Utopian state should ever arrive when our public libraries have
all the money necessary to meet the every information need of the
community, the argument that the public library should serve the
interests of business men, who are tax payers, in such a manner
that it would not be necessary for them to have libraries within their
business organizations, can be answered by a parallel suggesting
that the public library should so serve all the interests of the public
that no one need have a library in his own home. A business
organization desires to make its own selection of material, on the
basis of its needs and tastes; it wishes to have this material close at
hand without any borrowing restrictions, so that it can be used
quickly, without loss of time, and without the limitations which would
be imposed if it were the property of some one else, and required
particular care to keep it intact, for the business man often wishes to
clip or give away the printed information in his possession.
The business library is, however, not antagonistic to the public library
at any point. On the contrary, the business library must coordinate
its resources with those of the public library and work in harmony
with it.
The large business organization which can afford to employ a
librarian, and the small business firm which cannot, will find a wealth
of helpful material in the public libraries of their vicinity.
Many of the smaller public libraries which are not large enough to
maintain special business departments are giving most excellent
service to business men. A number of the large public libraries of the
country are making a specialty of serving business needs through
departments organized particularly to serve business men. Some of
these are the Division of Economics and Documents of the New York
Public Library, the Business Men's Branch of the Free Public Library
of Newark, New Jersey, the Technology Department of Carnegie
Library of Pittsburgh, and the Industrial Department of the Los
Angeles Public Library. The John Crerar Library of Chicago is a free
reference library covering sociology and natural and applied science,
which cannot be excelled by any other library collection in the United
States in the facilities which it offers to business men. Every
business organization should get acquainted with the public library
of its city and ascertain what that library is able to do for it.

The Cost and Value of the Business Library

The cost of maintaining a business library is in no sense comparable

with its value; for the help which a business library may give in a
single instance is often of sufficient value to offset its cost of
maintenance for a whole year. For example, a business firm had a
law suit in a distant city and sent one of its employes to give expert
testimony in the case. This employe found as the hearings in the
case progressed, that he could strengthen his testimony if he had at
hand figures showing the market price of lead for the past ten years.
There was no time to spare in obtaining these data. He sent a
telegram to the home office, which was received at 11:30 A. M.
saying that he would call them by long distance telephone at noon
and to have the figures ready. The head of the department to whom
the message was addressed, with some perturbation, appealed at
once to the librarian of the company, who was able in ten minutes to
produce a table giving a summary of the prices desired, which had
been printed in a technical journal. The company won the law suit
and in comparison with the large amount of money saved, the salary
of the trained librarian who knew how to meet the emergency, was a
very small item.
No two business libraries are comparable as to cost of maintenance.
Each must allow for financing on the basis of its individual needs and
the money it can afford to spend.
If a business firm owns the building which it occupies it does not
have to consider the rental of floor space for the library. If it has a
liberal policy of advertising in the best technical or trade journals, it
will need to spend very little on periodical subscriptions, as it will
receive copies free on account of advertising. If it is a liberal user of
the publications of the United States Government, it will find they
cost little or nothing, and in any case the amount spent by business
libraries for information special to a particular industry is never very
large, because often the most valuable data cost practically nothing
to secure.
Mechanical equipment, which will be discussed in chapter seven, is
largely the initial expense, and the amount of money to be spent
each year for additions to the original equipment will be quite small.
The principal annual expenses in maintaining a business library are
the salaries of the librarian, and assistants if required, and the
additional expense of stenographic and office boy service.
The great mistake made by some business firms in maintaining
library service has been the employment of inadequately trained
librarians who do not produce high grade results. It is this lack of
library education and experience, on the part of a number of so-
called business librarians, which has been a hindrance to the
recognition of what the business library really is and what it can do.
The writer saw, some time ago, the sorry spectacle of one of the
largest corporations in the country trying to inaugurate library
service under the direction of a fourteen-dollar-a-week file clerk,
who had not a single educational requirement necessary for the
success of the undertaking. Such firms generally proclaim business
library work a failure, instead of admitting they have made a wrong
start and that they should have employed a high grade trained
librarian.
Many firms having well organized correspondence files, which are
giving satisfactory service, have conceived the idea of adding to their
established filing department, and to the duties of their head file
clerk, the library service which they judge their organization
demands. They fail to appreciate the fact that a filing department,
while it has some mechanical technique in common with an
organized library, has an entirely different purpose, and does not
require on the part of those in charge, educational qualifications at
all comparable to those required of a librarian who must have not
merely a large knowledge of library technique, but also must know
books, and have a knowledge of a broad range of sources, from
which adequate information can be drawn when any problem arises;
for the business librarian must be a thinker as well as a worker and
not a mere clerical machine. On the other hand, the trained librarian
is competent to supervise correspondence and any other kind of files
if the situation demands it. The essential qualifications for successful
business librarianship are stated in the last chapter.
In conclusion, it should be said, that in establishing library service, a
business organization must be willing to give such service a
reasonable length of time to grow into the work of the organization.
A wisely selected collection of material, adapted to the needs of the
business, and thoroughly organized to give quick and accurate
results, should be tested just as a piece of machinery is tested,
namely, set up the apparatus, put it in full operation under
competent supervision, and in the case of the business library, the
verdict cannot but conclusively be—"it works."

REFERENCES FOR ADDITIONAL READING

List of special libraries in United States and Canada (in

American library annual 1916-17 p. 378-408).
Carr, B. E.
Formation of a financial library. Special libraries June 1919, p.
125-27.
Day, M. B.
Portland cement association library. Library journal Jan. 1919,
p. 27-28.
Glenn, M. R.
Library of American bankers association. Library journal April
1917, p. 283-84.
Johnston, R. H.
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