Work analysis is a systematic process of studying the activities, tasks, responsibilities, procedures, and working conditions involved in a particular job or work process. In the context of library and information centres, it means examining how library work is performed, what activities are required, who performs them, what skills and resources are needed, how much time is spent on different activities, and whether the existing methods are efficient. It provides a factual basis for organising work, allocating responsibilities, planning manpower, improving services, and controlling operational costs. A library performs a wide range of activities such as acquisition of documents, classification, cataloguing, physical processing, circulation, reference service, serial control, database management, digitisation, preservation, information retrieval, user education, and administrative work. If these activities are not properly analysed, there may be duplication of effort, uneven distribution of workload, delays, underutilisation of staff, and unnecessary expenditure. Work analysis helps the library manager understand each activity in detail and arrange it in a logical and efficient manner. The first important feature of work analysis is the identification of individual tasks. A major library function is divided into smaller activities to determine what exactly has to be done. For example, acquisition work may include selection of documents, checking recommendations, preparing purchase orders, receiving materials, verifying invoices, and maintaining records. Similarly, cataloguing may involve bibliographic description, subject analysis, classification, authority control, and creation of catalogue records. Breaking work into such components enables the manager to understand the complete workflow. Work analysis also examines the methods used to perform a task. Two employees may perform the same activity in different ways, with one method being faster, more accurate, or less expensive. By studying existing procedures, the library can identify unnecessary steps and introduce better methods. For example, automation can reduce repetitive manual work in circulation, cataloguing, stock verification, and report generation. Similarly, barcode or RFID-based systems can make the issue and return of documents faster and more accurate. Another important aspect of work analysis is determining the knowledge, skills, qualifications, and abilities required for performing different tasks. Modern libraries require staff with diverse competencies, including bibliographic skills, information technology knowledge, database searching abilities, communication skills, digital literacy, and user-service capabilities. Work analysis helps identify these requirements and enables the library to place the right person in the right position. It also provides a basis for recruitment, selection, training, promotion, and staff development. Work analysis is closely related to manpower planning. A library manager must determine how many employees are needed to perform the available work effectively. Work analysis