Impact Factor (IIFS) - 0.331 http:// www.klibjlis.com eISSN No. 2394-2479 “Knowledge Librarian” An International Peer Reviewed Bilingual E-Journal of Library and Information Science Volume: 03, Issue: 06, Nov. – Dec. 2016 Pg. No. 13-26 Page | 13 OUTSOURICING IN MANAGEMENT INSTITUION LIBRARIES Nandkishor R. Motewar * Dr. Shashank S. Sonwane** * Librarian, Khare Dhere Bhosale College, Guhagar, Maharashtra, India. ** Assistant Professor, Dept. of Lib. Inf. Science, Dr. Babasaheb Ambedkar Marathwada University, Aurangabad, Maharashtra, India. QR Code ABSTRACT: - The purpose of this research is to study the trends of outsourcing practices among the Management institution Libraries of Mumbai and Konkan region of Maharashtra. Total 55 Libraries of Management institution libraries responded to the survey conducted for the study. The required primary data for the study is collected through the structured questionnaire. The study collected information on the types of functions and services being outsourced by the management institution libraries. The paper revels that majority of the Libraries prefer to do the core activities of the library in-house and few non - core activities of the Library are outsourced and it is in infancy stage. KEY WORDS – Outsourcing, Privatization, Contracting out. 1. Introduction: Outsourcing is a strategic management tool by which an organization delegates non-core business functions to specialized and efficient service providers. It can be defined as the strategic use of outside resources to perform activities traditionally handled by internal staff and resources. Through the literature review it is found that most of the traditional library functions i.e. (Cataloguing, Classification, Procurement management, Circulation, Reference service etc.) Which are also called as core function found performed by the Librarian and support staff in the Indian context. “Core competencies, also labeled as “key”, “Critical”, or “fundamental” are not easy to define”. Benaud and Bordeianu (1998). “Managers need to select and develop the core competencies “ that will provide the firm’s uniqueness, competitive edge, and basis of value for the future” Quinn and Hilmer. Concentrate the firm’s own resources on a set of “core competencies” where it can achieve definable preeminence and provide unique value for customers. J.B. Quinn, T.L. Doorley, and P.C. Paquette (1990 pp 79-87). Strategically outsource other activities — including many traditionally considered integral to any company — for which