By Danuta A. Nitecki
Severely acclaimed considering that its inception, ''Advances in Librarianship'' is still the basic reference resource for advancements within the box of libraries and library technological know-how. Articles released within the serial have received nationwide prizes, akin to the Blackwell North the US Scholarship Award for the phenomenal 1994 monograph, article, or unique paper within the box of acquisitions, assortment, improvement, and comparable components of source improvement. All parts of public, university, college, basic and secondary faculties, and distinctive libraries are given up to date, severe research by means of specialists engaged within the perform of librarianship, in instructing, and in learn.
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Lakos, 2001, p. 313) Education for librarianship has not by and large equipped library staff with the requisite skills to conduct measurement and evaluation. Statistical and data analyses are neither commonly taught, nor are decision making, problem solving or financial analysis and reporting. To succeed in implementing the Framework, to demonstrate improvement and to measure and benchmark performance, it was essential for staff to acquire the necessary skills. Training programs, first led by an external consultant and then developed internally, introduced staff to the so-called “quality tools” and the basic concepts associated with measurement and evaluation.
B. Are Students Customers? A number of articles have addressed the concerns some academic staff and university administrators have with using this terminology in the education environment. ” He concludes, however, that the advantages are “outweighed by the dissimilarities between commercial transactions and education” (Schwartzman, 1995, p. 1). Quinn (1997), in discussing the application of quality concepts in the non-commercial setting of academic libraries, sees difficulty in defining the customer in an environment of many different potential customers such as students, faculty, administrators and parents, all of whom may have different expectations of the Library.
Another insight was the need for extensive staff preparation. Skill development and educational opportunities for all staff are vital facilitating factors in any change effort. Often the training and development associated with change implementation is directed to supervisors or group leaders alone. ” (ABEF, 2003). This principle was already internalised by the library executive as evidenced by the commitment to staff development and performance management established prior to 1994. All of the 12 principles (see Table I) were philosophically acceptable to the Library executive and, in essence, they comprise statements of good management practice.