CHAPTER-2

REVIEW OF LITERATURE

2.1 Introduction

The investigator has made an attempt to collect the literature in the field of
application of Total Quality Management in library sector. He has consulted several
primary and secondary sources of information for a review of the literature pertaining
to the study. The important sources consulted for this purpose are the Library and
Information Science Abstracts (LISA), LISTA, EMERALD and Internet sources. He
has also scanned many printed national and international journals and books related to
the study.

Total Quality Management (TQM), is a management style that aimed at

customer satisfaction. In the organisations in which TQM is applied, customer is in
the centre of the organization. In other words, in this kind of organisation the
customer comes before everything else. Reaching the highest level of the customer
satisfaction is among the targets of the mentioned organizations (Yilmaz, 2010).

TQM was first applied in industries. Colleges and universities have later on
gradually started applying TQM principles. Some researchers have documented the
experience of ISO 9001:2000 certification and TQM implementation in some higher
education institutions. TQM is for achieving excellence and is for continuous quest
for excellence. TQM can be defined as a holistic management philosophy aimed at
continuous improvement in all functions of an organization to deliver goods and
services in line with customer’s needs or requirements (Lakhe and Mohanty, 1994).

Although the last few years have seen a considerable increase in the
publication of research work dealing with TQM, there is very little literature that
explores the relationship between various factors, either endogenous or exogenous
and the adoption of TQM practices by firms. In addition, the controversy about the
importance of TQM in improving the performance leads to various researchers and to
identify factors behind this controversy.

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2.2 Components of Total Quality Management

Dash (2008) highlights about the importance of total quality management in libraries.
It is a view that the condition which challenged in libraries of Total Quality
Management is very much prevalent here. It is not; however, clear if library managers
are effecting the necessary changes to satisfy their clients. In the face of these
challenges it is now time for libraries to exhibit that they are valuable to the continued
survival and sustenance of their organizations. This can be done best by activity
management. Therefore, it is a “system of continuous improvement employing
participative management centered on the needs of customers”. Key components of
TQM are employee involvement and training, problem solving teams, statistical
methods, long term goals and thinking and recognition that the system, not people
produces inefficiencies. It is a systematic process, which focuses on understanding
customer needs and improving customer services.

Hoyle (2007) in his study has identified TQM factors such as: leadership, strategic
quality planning, employee management and involvement, supplier management,
customer focus, process management, continuous improvement, information and
analysis and knowledge and education. There are many studies already been done on
this subject where most of those writing on the subject of TQM argue that improving
the quality will reduce costs, increase productivity, increase market share and
customer satisfaction.

2.2.1 Leadership

The success of TQM largely rests on the leadership ability to lead the team by
communicating a clear purpose and vision. Leaders nurture their task to become the
very best at their jobs and that builds quality into the process. In recent years, the
management of change institution the role of leadership in quality management has
received a considerable attention from the research community. The major studies in
this area have been reviewed as under

Wang (2006) in his paper addressed the process of implementing TQM in libraries,
stating that it involves a conceptual change in library professionals and a cultural
transformation in the organizational operations. Teamwork is important for the
successful implementation of TQM. Every step of the process depends on the constant

27
support of top management. Their role determines how far the implementation can go.
Therefore, once a decision is made to apply TQM, strong leadership is required. TQM
provides a model and a benchmark as guidelines in making new strategies in libraries
facing today’s great changes. It is arguable whether it is feasible to apply the
principles without reservation, but it is reasonable to adopt the techniques with
adaptations suitable to the library environment.

Sherikar and Jange (2006) conducted study among Indian research libraries showed
that none of the respondents were fully satisfied with the work culture in their library.
However, the majority of professional staff was highly satisfied with the librarian’s
leadership quality, creating and maintaining cordial relationships amongst library
professionals. A key observation was that in services, there was a direct interaction
between a customer and the library staff and fulfilling their requirements through the
service delivery process is both challenge and an opportunity. A university library
adopting total quality management in its activities and services needs to emphasize
the importance of quality management to services.

Byrd (1998) in his study examined TQM implementation in three community college
libraries and/or learning resources centers in the USA. The results showed that the
leadership role is significant in promoting among staff the goal of never-ending
improvement and in maintaining the momentum of the quality effort. The results also
indicated that TQM does have the power to transform libraries in the broad categories
such as management, cross-training, staff development and technology.

A comparison of the remarks of the staff about what advice they would give to
a community college library thinking about implementing quality reveals that they
would inform fellow colleagues of four things: TQM takes time and work; the
institution’s top management employees must support TQM; Top managers at the
institutional level must relinquish control in favor of participatory management for
TQM to work; and The TQM effort must involve everyone in the institution.

Maxine (1998) identified five challenges for leadership and management skills which
includes: to develop a positive enterprise culture; to upgrade the capabilities of the
vocational training and education sector, capitalizing on the talents of diversity, best
practice management development and achievement of best practice.

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Pilling (1997) stressed that several major features of total quality management that
are highly relevant for libraries, such as: the emphasis on customers; the delegation
of work; the involvement of staff at all levels; process rather than function and the
need for continuous improvement.

St. Clair (1996) argues the value of total quality management to the success of
information delivery in libraries, describing the basics of quality management for
information management and investigates two features viz. the desire for quality, and
enthusiasm and support of senior management, both vital to the success of TQM.

2.2.2 Policy and Strategy

Williams and Dearie (2013) in a case study describes a large-scale, highly

participatory strategic planning process employed at a large public academic research
library. In academic year 2008-2009, The University of California San Diego
Libraries faced unprecedented budget reductions that, along with the continuing shift
from print to digital content, called for a different approach to strategic planning.
Based on this, the Libraries' Administration charged a 22-member Strategic Planning
Working Group to develop a draft strategic plan based on extensive solicitation of
ideas and perspectives from Libraries staff, users, and partners.. Benefits of the
process included increasing staff engagement, creating a sense of ownership of the
strategic plan, and developing action ideas. Drawbacks included the significant
investment of time and a need to avoid over-engineering parts of the process. Overall
the process resulted in an energized staff committed to charting the libraries' future.

Stanley and Seaman (2012) critical component of strategic planning is creating a

shared-awareness among library staff of the potential societal, political, economic and
technological changes that will influence how future users will create and consume
scholarly materials, what will be expected of library services, and how facilities will
be used. The ACRL futuring scenarios were adapted at the beginning of the Ohio
University Libraries strategic planning process to identify such themes and concerns.

Aamot and Foster (2007) discuss how libraries can get the most out of their strategic
planning efforts. The reason for investing a library's resources in strategic planning
should not be just to create a plan for implementing existing strategies, but also to
help improve its strategic thinking capabilities and make better choices about the

29
future. One of the most valuable aspects of the planning process comes from the
framework it can provide for facilitating the natural emergence of new ideas by
encouraging ongoing strategic conversations, creating opportunities for new voices
and ideas to be heard, and developing an organizational atmosphere open to new
perspectives and experimentation. Libraries must reframe their assumptions about
why they engage in strategic planning to include creating an organizational
environment conducive to strategic thinking and the natural emergence of new
strategies, so that the practice can take on increased value as a management tool.

Brown and Black (2007) in their article reviews the origins of strategic planning and
its various uses in academic libraries, and then discusses several positive and negative
impacts of strategic planning on academic libraries. The inclusion of fundraising, the
acknowledgment of the political impact to strategic planning, the continued
preparation in the use of technology and understanding the strengths and weaknesses
of the process may have a positive impact for academic libraries. Thirty-five years
after strategic planning checked into the library, can strategic planning effectively
contribute to managing academic libraries for the future?.

Bridges (2005) in an article stated that marketing is an essential role for hospital
libraries, even though many libraries did not see themselves as marketers. Library
work involved education, and there were parallels between marketing and education
as described in this article. It was incumbent upon hospital librarians actively to
pursue ways of reminding their customers about library products and services. This
article reinforced the idea that marketing is an element in many of the things that
librarians already do, and included a list of suggested marketing strategies intended to
remind administrators, physicians, and other customers that they have libraries in their
organizations.

Abraham (1999) in his article identified certain new products for libraries and
information services by identifying the gaps in the product/services through a review
of current product market situation. The paper explained the process of introduction
of new products/services such as generated ideas for new products, evaluate and
feasibility study of the new ideas, translating the ideas into full blown
product/services, test for acceptance/feasibility of new products, check the

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commercial feasibility of new products, develop marketing strategy, testing marketing
and launch the product.

Kaur, Amritpal (1999) in a paper urged the university libraries should adopt a
marketing approach because of the deduction in the funding from the governments,
government bodies to the university libraries for the cost of products and services.
The stress from the government to the universities to generate their own resources is
quite high. Also the users willingness to pay for services as reprography, microfilms,
interlibrary loan, computerized search services, internet browsing and e-mail and have
becoming more and more demanding. The users expected speedy delivery, easy
access and range of services. So the marketing policy of the library needed careful
planning, structuring, execution and evaluation with regular review.

Dorsworth (1998) stated in a research paper that the academic libraries must guard
against complacency and should market their information products and services. A
marketing plan that identified the actions necessary to be taken by the library to
promote itself or its services should be an integral part of the libraries strategic plan.
The study identified various component activities of a traditional marketing plan. A
model plan incorporating the identified components was prepared and applied in the
Government documents and microforms at the Department at Lauinger Library of
George Town University, Washington, DC and the result was encouraging.
Suggestions for promoting library products and services based on the study were also
included.

2.2.3 Staff Management

An article by Saarti and Juntunen (2011), aims to describe how the strategy
was defined; how the organization developed as well as the working order and how a
quality manual for the new merged library was created. They found that the library
could utilize its quality management system in merging the two libraries and their
service production. It is important for the whole staff to participate in the process. The
benefits of a participant management style as well as retaining the best practices from
the old libraries into the new unit are emphasised.

Miller and Stearns (1994) define quality management (QM), describes its key
principles and discusses their application in an academic library context. Describes a

31
team management approach and explains the differences between committees and
teams. Identifies the barriers to and benefits of QM and describes the implementation
of a QM system in Bowling Green State University Libraries, Ohio, and the adoption
of a management philosophy statement in support of the mission of the organization.

2.2.4 Team work

Wang and Ahmed (2001) have suggested that strong internal motivation and
emotional involvement are necessary if quality implementation is to be successful. In
addition, they have again suggested certain practices that will support a quality
philosophy, including the involvement of top management as a team, the adoption of
a quality philosophy, an emphasis on quality‐oriented training, a focus on the
customer, and a policy of continuous improvement. Communication plays a key role
in the TQM implementation. However, the quality goals must be the same at different
organization level, and well wide-organization communicated.

2.2.5 Training and development strategy

Training and development form the core aspects of human resource

investment for the successful implementation of quality management. Without the
training sessions, quality management will be colossal failure. Proper training will
provide the library professionals to implement TQM in their respective area; towards
the pursuit of quality improvement. Studies relating to training and development are
reviewed as below;

Ismail (2009) viewed the critical success factors as those things that must go right in
order to ensure the successful implementation of TQM. One of the earlier studies that
analyzed TQM critical success factors was done by Saraph (1993) who identified
eight critical factors: top management leadership, role of quality department, training,
product design, supplier quality management, process management, quality data
reporting, and employee relations.

Raina (2005) made a study in India, the library of the Indian Institute of
Management, Lucknow (IIML) has been conducting innovative continuing
professional development programs for professionals engaged in the library and
information sector for many years. More than 30 such programs are employed in the
context of library and information systems and services, in areas such as: Quality

32
management; Marketing; Information technology applications; Human relations; and
Communication.

Feedback from the participants has continually been revealing that the
programs were very well received, and at times had even surpassed expectations. As a
result, significant positive developments have also been seen to have taken place in
many of the participant’s library and information systems as far as their collection
development, collection organization, service design and delivery activities are
concerned.

Aschcroft (2002) carried out a study at Liverpool John Moores University

investigated the promotion and evaluation of electronic journals in academic library
collection. An e-mail questionnaire was used to survey librarians with responsibility
for the management of electronic journals in UK and North American higher
education libraries. The study found that e-journals are becoming an essential element
of academic library collections. It also discussed the cost implications and best value.
The study also considered the prevalence and benefits of purchasing consortia. The
study revealed the possible benefits from the supply chain and management skills in a
changing collection environment demanded the need to train librarians in effective
evaluation and marketing skills.

According to Glowacka (2001), the Total Quality Management (TQM) directs

all the library activities towards the fulfillment of needs and requests of library users
and of the broader community. To achieve these ends the library should continuously
monitor user needs and the degree of their satisfaction, organize collective work,
increase responsibility of each staff member for the library work, allow for continuous
training and professional education, adopt correct management attitudes unleashing
staff initiatives, determine quality indicators and continuous use of these indicators in
library work.

Spang (1996) a seven step process, based upon the total quality management
cooperative problem solving principle was adopted at Wayne State University
Libraries, to construct a cost effective rotational cross training programme designed to
improve reference and referral service among its five libraries. The study comes out
with practical steps for mangers and librarieans in formulating programme objectives

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and structure, and provides a perspective on changing manager and librarian roles in
service education.

Ciampa (1992) identified seven factors critical to quality process: influence,

responsibility/authority, innovativeness, desire to change, satisfaction, teamwork, and
common vision/benchmarking. In 2002, Antony found that the critical success factors
of TQM implementation are: training and education, quality data reporting,
management commitment, customer satisfaction orientation, role of the quality
department, communication to improve quality, and continuous improvement.
Anyhow, various critical success factors are proposed by different writers due to their
different qualification background and work experience.

Hall (1999) the research study presents the findings of research that aimed to develop
a better understanding of the skills required in teamwork of British University
libraries and the best ways of developing the skills. The teams studied were found to
be leader focused and the most frequently cited examples of good teamwork tended to
depend on attitudes rather that skills.

2.2.6 Resources

Broadsky (2004) conducted a study in Sonoma State University Library argued that
while most college campuses have strong support for the libraries, as competition on
university campuses for limited financial resources sets tougher, support for libraries
can be more theoretical than actual. Library users were unaware of the complexity of
and expenses required for library services. Not only must libraries compete for limited
financial resources, they must also compete in a complex information market place.
Today, libraries must market themselves to their constituents to ensure that services
were utilized and appropriate resources were allocated for all formats of library
materials. The study found that by committing to a strong marketing program, the
University Library at Sonoma State University developed strategic plans to gain
broader support from faculty, students, administrators and greater use of services.
Libraries wishing to explore the possibility of integrating marketing efforts or
libraries in the process of a move can adopt and/or adapt some of these techniques.

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2.2.7 Processes

Article by Saarti and Juntunen (2011), sets out to describe the building of
the quality management system in one library and especially how different types of
quality measurement systems statistical analyses, benchmarking, surveys are used in
order to improve the quality of the library services. A major emphasis is placed on the
involvement of management at both the strategic and everyday levels. This paper
takes the form of a case study approach. It was found that a multi-faceted measuring
approach helps in the management, planning and public relations of a library. The
paper is based on the experiences of one library. The paper gives examples of the
implementation of the quality management system's customer feedback and process
performance evaluation inside an academic library. This paper provides a model for a
basket of indicators for a library's core processes and results.

Di Domenico (2004) explains starting from the 1990s, the library world began to deal
with the organizational culture of quality, with studies and applications that referred
mainly to Total Quality Management (TQM), to ISO standards and the questions of
customer (user) satisfaction. The culture and horizon of quality, especially in public
and service structures, can moreover still be extended, and this in more than one
aspect: greater involvement of the stakeholders in evaluation and service
improvement activities, greater orientation towards the mapping and replanning of
organizational processes, greater attention to the specific systems of quality in the
contexts in which the processes of management and knowledge-sharing are central,
greater availability of tools for self-assessment. A particularly fruitful and functional
model for enriching the quality systems in the library is that proposed by the
European Foundation for Quality Management (EFQM). The EFQM offers itself as
an evaluation tool available to organizations: it helps them to systematically and
globally measure the progress achieved towards attaining excellence, to understand
their delays, to find improvement solutions. In EFQM method, the emphasis falls on
the measurement of effectiveness and of customer/user satisfaction, on the
achievement of the performance objectives and on the management of the processes.

2.3 International Organization of standardization (ISO)

Quality has been defined in many different ways and it forms a complex and
subjective concept, incorporating at any given time the true (expressed and implied)

35
needs of all those involved. A possible approach in the context of library and
information services is the implementation of a well-known quality management
system such as the ISO 9001:2000.

Balague and Saarti (2009) explores benchmark two ISO 9001:2000 based quality
management systems, one in the Universitat Autonoma de Barcelona, Spain, and the
other in Kuopio University, Finland. Design-methodology-approach - The paper is a
case study in which both libraries' approach to the building of their quality
management system are compared. Findings - The ISO 9001:2000 guides institutions
so that they will develop their quality management systems along similar lines. Both
libraries have devised the same kinds of solutions to the key points of the standard
and it has helped them to develop their services and analyze how they have succeeded
in this task. Research limitations-implications - The paper is based on the experiences
of two libraries. Practical implications - The paper gives examples for the
implementation of the ISO 9001:2000 quality standard inside an academic library.
The paper provides ideas on how a quality system is best developed

Stoma and Pedagogiczna (2009) define the Pedagogical Provincial Library KEN in
Lublin (PBW) (http://ken.pbw.lublin.pl/) is one of the oldest pedagogical libraries in
Poland. It was established on April 6, 1927 as the Central Library School District
Board of Education, Lublin. For more than eighty years it has served teachers, helping
them in education and professional development and inspiring creative teaching and
educational activities. In 2002, it became the first Polish library to establish and
implement a quality management system according to ISO 9001:2000. Getting the
certificate of Quality Management System (QMS) was the institution's response to the
demands of education reform, which required all educational institutions mandated to
examine the quality of their work.

Kostagiolas and Kitsiou (2008) this paper aims to investigate and empirically assess
the current issues and the perceptions for quality management systems
implementation in Greek academic libraries. An empirical qualitative survey based on
the development of a questionnaire for semi-structured interviews with the directors
of Greek academic libraries. The study was conducted in regard to the effects of
quality management system implementation. The comparisons between approaches
to, and perceptions of, quality management need to be balanced. An interest for ISO

36
9000:2000-ISO 9001:2000 has been observed in academic libraries in Greece. The
study of the current attempts for implementing quality management systems as well as
evidence about perceptions regarding ISO 9000:2000 of libraries directors may aid in
the development of policies for quality management in academic libraries in Greece.

Zhan and Zhang (2006) a study aimed Hainan University Library implemented
TQM in July 2004 and passed the authentication of ISO 9000:2000 in 2005. The
TQM implementation brought many changes in this library and brought it from being
an isolated island into the international arena. Institutionalizing TQM in a library
requires a quality culture among the library team that prompts customer delight
through continuous improvement involving participatory and creative problem-
solving approaches and a team ethos.

Pandi and Rao (2007) have explained about the application of TQM for achieving
global quality in technical institutions. Thus till date there are research papers which
give the outline of various quality improvement concepts such as ISO 9001:2000
QMS and TQM in technical institutions. In this paper the authors try to find out
through Librarians perception the consequences of practicing TQM in technical
institutions.

Sarda, Kallurkar and Bonde (2006) has explained the role of six-sigma in technical
institutions for the continual improvement of the student that the ISO 9001:2000
certified engineering institutions are moving towards the path of TQM offering better
quality of service than the non-ISO certified intuitions

Glowacka (2006) presents the principles and benefits of two approaches to quality
management: ISO 9000 standards and total quality management (TQM). The author
analyzes one of the most important effects of quality management implementation:
the introduction of "learning organization" culture building the social infrastructure
for the quality management in the libraries. She also discusses the influence of the
described approaches on librarians' professional roles.

Selvi (2002) argues that a value added information service can only conform to the
requirements of users and user satisfaction, achieved only by the implementation of
total quality management (TQM) principles in library and information services. To
achieve and implement TQM for the system, library professionals need to learn and

37
understand the core concepts of TQM and ISO 9000. Defines what is quality service
and the steps necessary for its provision in the context of academic libraries.

2.4 TQM – Basic issues and principles

Ngulube and Odera (2011) explored to identify the performance measurements used
for the evaluation of quality in Kenyan university libraries, with the aim of
determining the perceptions of university librarians towards performance
measurement. The study established that the majority of the university librarians
considered 25 of the 26 performance indicators important. More than 60% of them
considered 11 of the 20 performance indicators very important. The study
recommends the use of nine performance criteria and 26 indicators for the evaluation
of the quality of university libraries.

According to Sinha and Rao (2008), quality is a relative concept, closely

linked to the level of user expectation and requirements. The relative nature of quality
leads ultimately to excellence. Quality management includes effectiveness and
efficiency rating, cost control, service assessment, user-oriented analysis. In the
University system, libraries are the backbone to support the concept of quality
academic functions. Unless and until, there is a quality approach in managing
knowledge resources at library, it is difficult to expect quality in academic activities in
a university. In order to adapt to these new circumstances, universities are
implementing new management procedures, and, for their part, university libraries are
forced to make fundamental changes in order to conduct their business in line with
managerial criteria. In this direction, an attempt has been made on Quality
Management Model for Knowledge Resource Management and presented Assam
University Library as a case study. The paper describes about the conceptual
framework of Quality Management Model (QMM), objectives, steps of QMM, and
impact of Quality Management (QM) on marketing concept in library and information
services, QM and HRD, QM and Information Communication Technology (ICT),
application of library and information services to the knowledge society.

Das (2008) dealt with the marketing of library and information services in the global
era. The paper discussed about the marketing concept of today’s library and
information centers covering various topics such as management of libraries and
commitment to customer’s satisfaction. It also described customer/ users topic such as
38
customer’s priorities, customer’s expectations, individuality responsiveness,
relationships, quality of services, professional skills and competencies and value
added services. The study revealed that the services should be value added according
to the current requirement of the users. It was concluded that the modern libraries are
information markets and the library users are consumers of information. The ultimate
objective of the marketing of library and information services should be the
dissemination of the right information to the right user at the right time.

Guido and Isabell (2008) examined whether guerrilla marketing strategies may be
suitable for introducing information services. The necessary prerequisites for that
were explored based on applying cross-case analysis findings from industry examples
to information services. It was based on a conceptual framework illustrating
differentiating and positioning hypothesis for information services. The paper
provided a conceptual framework related to the question of degree of utilization of
information services in their relevant target groups through marketing efforts. It also
provided alternative ways of thinking and acting for information services by
librarians.

Kaane, Sophia (2006) made a study aimed at providing an understanding of what

librarians thought about various identified marketing concepts and competencies
needed for librarians in terms of marketing. The study based on a descriptive research
design. A self administered questionnaire was designed to elicit responses on a variety
of marketing competencies. The first part of the questionnaire consisted of the
respondent’s data about their position and type of institution they worked in. The
second part of the questionnaire presented respondents with statements as to their
understanding of marketing for reference and information services. The level of
agreement presented on a five point Likert scale. Data was collected from information
professionals all holding various positions in various types of libraries. The study
revealed the vision of delivering an effective reference and information service
efficiently will be realized only when librarians participate in marketing of their
services. Librarians must develop an in-depth knowledge of models, theories and
process of market reference and information services effectively. The study proposed
a framework of action to respond to the challenge of staff competence in marketing
reference and information services.

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Sahu and Mahapatra (2006) in a paper discussed the application of conventional
concept of services marketing in digital library in modern era. The aim of the study
was to correlate marketing as a concept to the provision of digital library services. It
argued the unique characteristics of information products demanded a new approach
to marketing defined as information marketing. In view of the social, economic and
technological changes, library and information centers have begun to realize that
marketing of information products and services is an integral part of administration.
On account of information explosion, the technological revolution and escalating
library costs were responsible for encouraging the library profession to develop a
professional marketing approach in its operations and services. The concept would
help to provide right service at right time and the right price to right users in the right
place with support of quality staff.

Talukder and Ghosh (2004) stated that TQM is the art of managing the whole to
achieve excellence. The golden rule is a simple but effective way to explain it. TQM
is defined as both a philosophy and a set of guiding principles that represent the
foundations of a continuously improving organization. It is the application of
qualitative methods and human resources to improve all the processes within an
organization and exceed the customer needs now and in the future. TQM integrates
fundamental management techniques, existing improvements, and technical tools
under a disciplined approach. In the other words, TQM is focused on the
understanding that organizations are systems with processes that have the purpose of
serving customers. TQM calls for the integration of all organizational activities to
achieve the goal of serving customers. It seeks to impose standards, achieve
efficiencies, define roles of individuals within the processes and the organization as a
whole, reduce errors and defects by applying statistical process control, and to employ
teams to plan and execute processes more efficiently. It requires leaders who are
willing to create a culture in which people define their roles in terms of quality
outputs to customers.

According to Begum (2003), in a service organization like an academic library

the customer satisfaction means fulfilling expectations. Librarians must find out what
readers want and concentrate upon providing it.

40
 In a library there are basically two types of customer: those who are in a hurry
and those who want to kill time. An academic library has to identify these and serve
them accordingly. The expectations that the customers bring to a library have a
critical effect upon their perceptions of quality. It is better to acquire a reputation for
one or two factors which are important to customers and to concentrate upon
developing those. Service delivery is like a theoretical performance. If customers are
to gain maximum benefit from a service, they must know how to use it. So, properly
planned user education is a must for an academic library. People have to develop a
culture and commitment towards quality service in an academic library.

India's University Grants Commission (UGC) has set up NAAC (National

Accreditation and Assessment Council) to conduct audits and inspections on the
quality of service provided by educational institutions, including library service.
Grants are linked to the outcomes of these assessments. In light of this, academic
libraries must develop systems, philosophies, and strategies for managing quality. In a
service organization like an academic library, customer satisfaction means fulfilling
expectations. Librarians must find out what readers want and concentrate upon
providing it. Designing an appropriate service means asking who the customers are,
what they want, and what the organization can provide (Begum, 2003).

According to Rout (1998), Total Quality Management (TQM) principles are

yet to be applied in the libraries of India. TQM involves management responsibility,
personnel and material sources and a quality system structure. The Quality Circle, a
new approach to library management can be adopted to achieve success in the library
operations and programmes. Discusses implementation of TQM in university libraries
and suggests a TQM model to bring a total quality approach for a customer-focused
library. TQM aims at introducing a cultural change which is likely to bring about
greater participation of employees in information management activities in university
libraries.

Meera (1998) opines that Total Quality Management (TQM) is a people-focused

management system that aims at continual increase in customer satisfaction at
continually lower cost. It is not a tool in itself, but tools and techniques of Statistical
Process Control form an essential part of TQM exercises. Describes Process flow
diagrams, Pareto diagrams, Cause-effect diagrams, and their applications in

41
management of libraries and information centers. There are other techniques of TQM,
which can also be used in the library environment but need statistical computations.

Juran and Gryna (1995) define customer-driven quality TQM has a customer-first
orientation. The customer, not internal activities and constraints, comes first.
Customer satisfaction is seen as the organization’s highest priority and the
organization believes it will only be successful if customers are satisfied. The TQM
organization is sensitive to customer requirements and responds rapidly to them. In
the TQM context, “being sensitive to customer requirements” goes beyond defect and
error reduction and merely meeting specifications or reducing customer’s complaints.
The concept of requirements is expanded to take in not only product and service
attributes that meet basic requirements, but also those that enhance and differentiate
them for competitive advantage. Each part of the organization is involved in total
quality, operating as a customer to some functions and as a supplier to others.

The concept of continuous improvement is a critical success factor of any

organization and should be used as the foundation stone upon which every successful
TQM initiative should be built. This view is shared by Handy (1994), who stated:
“the world keeps changing. It is one of the paradoxes of success that the things and
ways that get you where you are, are seldom the things that keep you there”. The main
components of TQM are supported by a number of techniques and activities. If TQM
is to be successful in an organization it must be actively supported by senior
management.

TQM addresses the issues of customer satisfaction and guidance on

implementing the marketing concept. The 1980s brought about a business process of
continuous improvement to satisfy customers’ needs (Buzzell and Gale, 1987);
through an external focus on customer satisfaction and an internal focus on
operational excellence, TQM has promised superior performance. TQM also offers
managers a host of supporting tools and organizational prescription (Churchill and
Paul, 1994).

According to Gottesman (1992), Total Quality Management (TQM) means

empowering each employee to do their best work, high commitment, risk-taking,
optimal customer service, and the understanding that TQM is a 'moving target' that

42
requires the highest performance in the long-run. TQM is not a single goal to be
achieved, but a continuous improvement process, leading to the best achievement
possible and customer satisfaction. A library/information services centre can adopt the
TQM process to provide user oriented services via state-of-the-art technology as
offered by 'Intel'. This involves: arranging the collections according to the user's
satisfaction and requirements; delivering weekly abstracts of new issues received
directly to the client's desk (via the LAN) providing hard-copies upon demand and
according to information profiles; establishing a 'self-learning' station with CD-ROM
and a video corner and using the network to provide the requested information from
other Intel libraries in the US and elsewhere.

Schein (1991) identified one of the common causes of failure of TQM programs as
being a lack of top management commitment. If employees are confident that senior
management strongly supports a TQM initiative, they are more likely to become
involved in that organization’s TQM efforts. Successful employee empowerment and
involvement are essential components of any TQM program.

The “total quality” concept is a general philosophy of management which goes

well beyond the marketing customer-perceived view of quality by including all key
requirements that contribute not only to customer-perceived quality, but also customer
satisfaction. The early 1990s brought recognition of this total quality concept by
various management scholars. Numerous studies have been conducted and a range of
books has been devoted entirely into total quality, focusing exclusively on product
and service quality management (Zeithaml and Perry, 1990).

TQM is the application of a number of activities with the perfect synergy. The
various important elements of TQM are: customer-driven quality; top management
leadership and commitment; continuous improvement; fast response; actions based on
facts; employees participation; and a TQM culture (Crosby, 1979; Deming, 1986).

2.5 Factors influencing TQM

TQM factors, as they have been detected in recent studies are the following:
leadership, strategic quality planning, employee management and involvement,
supplier management, customer focus, process management, continuous
improvement, information and analysis and knowledge and education, there are many

43
studies already been done on these subjects by Subburaj (2005); Oak‐land (2003);
Hoyle (2007); Van der Wiele (2000); where, most of those writing on the subject of
TQM argue that improving the quality will reduce costs, increase productivity,
increase market share and customer satisfaction.

Yang (2008) found that TQM practices including quality management, process
management, employee empowerment and teamwork, customer satisfaction
management, quality goal setting and measurement, supplier's cooperation and quality
tools training have positive effects on customer satisfaction and that the adoption of
TQM principles is an effective means by which companies can gain competitive
advantage. The implementation of the TQM practices also helped companies to
improve their image, employee's satisfaction and quality awareness.

Jitpaiboon and Rao (2007) used the meta‐analysis approach to examine issues
regarding the TQM measurement reliability and the relationships between TQM
practices and organizational performance. According to them, there is no consensus
on the relationship between TQM practices and organizational performance. They
showed that all TQM practices are positively related to internal and external
performance. More specifically, top management support had the highest impact on
both performances. The TQM practices, which had medium sized impact on internal
performance, were strategic quality planning, supplier quality, benchmarking,
employees training and customer focus, while employee involvement had a higher
impact. The TQM practices which had medium sized impact on external performance
were benchmarking, customer focus, while the TQM practices which had a higher
impact on external performance were strategic quality planning, suppliers quality,
employee involvement and training. These results prove that the quality management
not only helps companies to improve their internal environment and effectiveness but
also their external status.

Wenhong (2006) studied the marketing and service promotion practices in the Library
of Chinese Academy of Sciences. The objective of the study was to call for
application of marketing in the library area, especially libraries supported by public
budget based on the experiences within the library of Chinese Academy of Sciences.
The paper gave a summary of the current situation, analyzed problems and suggested
new methods. It explored and evaluated the use of marketing tools, service promotion

44
experiences and new techniques in a large library context and explored the boundaries
between real and virtual libraries and service provision. It was a case study of service
provision promotion practices, discussed user-centered website design, and how
market-oriented problem solutions can help to enhance a library’s customer
relationships.

Omachonu and Ross (2004) define focusing on the continuous improvement of

operating processes and systems, errors are minimized. When mistakes are
experienced by the firm minimally or even eliminated totally, the cost involved in
correcting errors and the resulting delays are addressed. In addition, the conscious
quality direction of managers and employees also ensures that the products or service
delivered to end consumers are of the quality intended by the firm. The development
of this value also supports the minimisation of errors and delays that allows the firm
to save on costs.

When considering the effect of the level of competition faced by the firm, it
might be expected that an industrial plant attempting to sell its products on a highly
competitive market, will be urged to adopt TQM practices in order to improve the
results of its productive system and thereby better position itself. Most of the studies
that have tackled this question in more or less the same way fail to provide a support
for this argument (Benson, 1991; Powell, 1995). Yet, Premkumar and Roberts
(1996) suggests that the perceived level of competition was supposed to affect
positively innovations adoption. Djerdjour and Patel, (2000) proved through 4 case
studies that the main strength that makes firms implement TQM is the competition
threat something which was also confirmed by Chong and Rundusb, (2004).

Kavulya (2004) conducted a study in the selected university libraries in Kenya

revealed that regardless of the type, libraries were under pressure to justify their
existence and funding through provision of customer or market-oriented services.
That required a shift from product of service orientation to customer or need
orientation. The study aimed at to identify the various types of library marketing
covered out in the university libraries in Kenya. It also examined the methods used by
university libraries in Kenya to market their services to different categories of users
and the problems experienced therein. The population of the study consisted of six
university libraries in the government sector and five in the private sector serving the

45
academic community in Kenya. Among those two each from government sector and
private sector were selected as samples. Data collected through interview using an
interview schedule. The chief librarians of the selected universities were interviewed.
Different marketing concepts provided libraries with the tools for collecting and
analyzing useful data about information needs of customers, which assists in
designing, developing and delivering appropriate services. The analysis revealed that
there was a strong support for marketing of library resources. It concluded that,
although efforts have been made to achieve this, more emphasis must be put on
promotion of the already existing services and therefore on the need for university
libraries in Kenya to adapt more systematic techniques in collecting data on their user
needs, if they go to design and delivery services that fit user requirements.

Oakland (2003) showed that customer orientation and support of top management
constitute the key factors in achieving the benefits like cost cutting on maintenance of
applications, increased management control, improved quality of products and
services, greater customers satisfaction, enhanced productivity, slashed time
consumption on production, optimization of human resource use and flexibility in
reaching out to customers.

Hendricks and Singhal (2003) found that firm size affects the extent to which TQM
practices are implemented; make a comparison between the PME and large firms
experience in the TQM field. They found that it is easier to the PME to make a
cultural change and introduce TQM successfully. This result is confirmed by
Ghobadian (1998) through a deductive research in 4 firms with different size and
activity.

By focusing on these aspects, business firms should be able to develop strong

relationships with consumers for purposes of deriving information on customers’
demands and feedback to deliver products and services that meet these demands and
communicating the value offerings to customers as a competitive strategy (Bartol
and Srivastava, 2002).

Several writers have suggested that the problem with TQM and business
excellence lies not in the models, but in their implementation, and that the main

46
difficulty lies in fitting total quality into daily management practices and work
methods; (Chattopadhyay, 2001).

Evans (2000) states that since customer service and demand timing constitute
important considerations of total quality management, business firms implementing
TQM focus on the continuous improvement of its products and services, eliminate
defects, prevent mistakes, and place due importance on the role of front line
employees.

Van der Wiele (2000) state that there is a positive association between the
introduction of TQM and tangible benefits. TQM has a direct impact on financial
results, provided its implementation is well directed and planned and provided there is
strong commitment in sustaining continuous improvements which focus on benefits
for the end customer. So, the ultimate objective of a quality management system is to
assist the organization in its quest for financial health.

Martey (2000) studied the important variables involved in marketing the products
and services of academic libraries. The importance of the quality of service and a
focus on the customer was emphasized. Though inadequate funding may affect
delivery of services, the academic librarian should be motivated by this challenge to
plan and implement a marketing strategy to ensure heavy patronage. Heavy use
determined the worth and survival of the library in the face of staffs’ competition
from new and aggressive entrants into the information market place. It concluded with
realities of the library situations in Ghana academic libraries obviously cannot market
what was not available. They may not be in a position to provide quality services to
users because of the serious problems of funding and retraining that Ghanaian
librarians are struggling to solve. Suggested that however small the service was, there
was a lot to be gained by embracing the marketing concept.

Lee and Palmer (1999) they found that the small organizations in Newzealand are
more satisfied by ISO certification and do not seek to adopt TQM principles.

Kayis (1998), Kim and Shin (2003); and Fitzgerald (2003) found that a power
communication is a barrier to TQM implementation in the Australian context. The
size of a company, measured in terms of the number of employees, is one of the most
reliable predictions of whether that company is generally willing to accept and

47
introduce innovations. Large companies are usually more demanding in terms of the
resources needed for innovation, this includes groups of staff at corporate level to
back up moves towards change and provide a framework for it to be implemented.
Large companies also tend to be more complex and diverse, which means that they
have a greater number of areas, or aspects, in which they need to introduce
innovations.

Considerably varied results have emerged from studies attempting to

investigate the relationship between company size and the degree to which the
company takes up TQM practices (Lawler, 1998).

Taylor (1997) proved that the small organizations were much more likely to confuse
TQM with quality assurance; they are also less knowledgeable about the TQM goals
and about the TQM value as a strategic approach to attracting customers. Subba Rao
(1997) prove the same result at international level.

Jaafari (1996) establishes that a true, equity and openness based communication
make the prerequisite basis for the successful introduction of TQM in the construction
projects. Nevertheless, communication is one of the important problems of current
management. It seems to play a key role in the managerial and organizational
effectiveness (Ghobadian and Gallear, 1996: Yvas, 1995);

Rowley (1996) explores some of the issues associated with the implementation of
total quality management (TQM) in a library and information service environment. 6
main elements of TQM are identified: quality as customer defined; internal and
external customers; employee involvement; error free processes; performance
measurement; and continuous improvement. Discusses the issues that need to be
addressed in the implementation of TQM in library services including: defining
quality; clarifying customers; establishing quality as a strategic issue; organizational
structure; organizational culture; and human resource management. The
implementation of TQM in the library and information service environment poses
interesting challenges on the road to potentially significant benefits.

Jaafari (1996) indicate that the previous experience with management practices
considerably affects the future choices to adopt a managerial innovation. They

48
suggest that a good previous experience with quality has a positive impact on the
intentions to implement a TQM program.

Groenewegen and Lim (1995) outline the successful application of total quality
management (TQM) techniques to the development of a quality assurance project at
Monash University, Victoria. Pays particular attention to the 2 Pilot TQM Projects
established by the library: one relating to possible reductions in the time taken to
acquire urgent student reading materials; and the other relating to the feasibility of
placing orders for books using the PALS online facility.

Powell (1995) though a sample of 54 US firms, discovered a very slight negative

correlation and failed to find any significant correlation between TQM
implementation and firm size.

Zairi (1994) explores business firms that are implementing total quality management
also focus on the quality of exchanges between the firm and consumers to determine
factors such as the extent of responsiveness of customers to products and services
improvements, reliability of the product or service delivery performance of the firm,
and the assurances provided by front line employees to consumers regarding factors
product or service quality as well as firm competencies.

According to Stuart and Drake (1993), total quality management (TQM) in

academic libraries is inspiring a new focus on valued service to customers as
competition from alternate information sources reveals the inadequacies of traditional
service. Georgia Institute of Technology, Library and Information Center developed
its own version of TQM to focus attention on customer needs and provide content
based, value added information services. As the primary agents in customer
interaction, front line staff are driving innovation and the marketing of services.
Statistical quality control to assess information transactions adequately are not yet
worked out and anecdotal evidence of success or failure is still the primary measure of
service success.

Porter and Parker (1993) conducted a study in British industry showed that
although nearly two-thirds had introduced quality programs, only 8 percent of firms
rated them as totally successful; this leaves a larger number that were claimed to be
moderately successful, but the results are still far from impressive. Perhaps too much

49
was expected too soon; perhaps some of the numerous critical success factors were
neglected.

As noted, use of TQM in the library sector started in the late 1980s, though
early studies show that the TQM approach was not successful in some libraries. In
fact, since TQM was originally developed for industrial production rather than service
organizations, some of the highly statistical procedures applicable in industry are not
appropriate for libraries.

2.6 TQM practices in libraries

An article by Harer (2012), examined the different types of quality

management systems and extent to which academic libraries in the United States have
implemented these approaches. This discussion is based on a preliminary study that
supports a larger research agenda on adaptation of ISO 9000 standards for quality
assurance in technical services. Various forms of quality management systems and
approaches are described, such as quality control, Total Quality Management,
Continuous Quality Improvement, ISO 9000, and the Balanced Scorecard. The results
of two preliminary data sets, (1) a record of the literature on these quality
management systems and (2) a brief survey of technical services directors of
academic libraries that are members of the Association of Research Libraries, are
presented and discussed.

The purpose of this paper by Stavridis and Tsimpoglou (2012), is to

contribute to the discussion on adopting EFQM in academic libraries by highlighting
the main points of this experience and by drawing conclusions regarding the benefits
gained and challenges encountered.

Taib, C.A et al., (2012) tested three hypotheses that are related to the nature of
quality management practices by individual construct, as well as by aggregation
value, and to what extent the difference to the numbers of staff and the type of
organization will influence the quality management practices. They employed mean
value and one way analysis ANOVA as the research method to solve the questions.
Results revealed that the study sample perceived those constructs were important to
maintain service quality to its customer. The study also informs that the number of
staff and the type of organization do not influence at all on the library’s quality

50
management system. In other words, the awareness and spirit to play an important
role in achieving excellent service to its customer is the main platform over the
number of staff and the type of organization.

Amudha and Manohari (2010) in a paper discussed the importance of information,

information marketing, marketing of library services, impact of IT in marketing of
library services, the areas of marketing in library services, product development,
digital information services, physical distribution of information, promotion of
products and services, publicity, public relations and pricing. The paper also
examined the marketing activities in VHNSN college library in Tamil Nadu and
suggested the college authorities and faculties to undertake marketing in order to
strengthen the marketing plan of the library.

Basil (2008) made a study to examine information repackaging and library services in
Nigeria. The study conducted in two academic libraries and three research institutes in
the ancient city of Ibadan. Data collected from the professional librarians using the
survey research design and questionnaire. The sample constitutes all professional staff
in the libraries under study. Data collected were analyzed using frequency
distribution. The study found that information repackaging is a way of improving
library services, particularly in the era of electronic information. Also, librarians must
give critical thought with the intent of implementing quality in marketing of
information products.

Kamar (2008) in a paper gave a brief overview of electronic information resources

and services offered by the J.D Rockefeller Research Library at Egerton University
and the marketing of these resources. The paper examined the various reasons for
marketing information resources with emphasis on the various marketing strategies
used by the J.D Rockefeller Research Library towards effective utilization of the
available resources in supporting research, teaching and learning. The strategies
include use of posters, notices, brochures, telephone calls, Current Awareness
Services (CAS), workshops and seminars and decentralization of services among
others. It concluded with a discussion of cost effective use of these strategies in
research and teaching.

51
Madhusudhan (2008) studied the marketing of library and information services and
products in the Goa university library (GUL). The study analyzed 4Ps of marketing
mix such as product development; physical distribution of information; promotion of
products and services; and price for ensuring a catalytic role of GUL in the modern
information community. The study revealed that within 21 years of its establishment,
GUL has found a place among the better known university libraries in India. It also
suggested that university authorities and faculty should undertake marketing, which
would strengthen the marketing plan of the library. As demand become increasingly
complex, a strong commitment to marketing provides a means for the library to
remain viable.

Wang (2006) provides a retrospective overview of total quality management (TQM)

in the context of library services. This paper presents a study of TQM and a
comparative analysis of TQM in the library context. Studies of both theoretical
principles and experimental implementations demonstrate that it is worthwhile to
introduce TQM to the academic libraries. The process of implementing TQM in
libraries involves a conceptual change in library professionals and a cultural
transformation in the organizational operations. Their role determines how far and
how long the implementation can go. Therefore, once a decision is made to apply
TQM, a strong leadership is required. TQM provides a model and benchmark as
guidelines in making new strategies in libraries facing today's great changes. It is
arguable whether it is feasible to apply the principles without reservation, but it is
reasonable to adopt the techniques with adaptations suitable to the library
environment.

Sherikar and Jange (2006) conducted survey by distributing 1200 questionnaire to

the users community of 10 university libraries of Karnataka. The quality dimension in
the light of SERVQUAL, viz., Reliability, Assurance, Communication, Empathy and
Security have been applied and results indicated that the service quality dimensions
applied to university libraries are found to be satisfactory to a little extent based on
the scale techniques. The study suggests several areas for future research and for
collaboration among library users towards improving the performance of library and
information system to meet the high standards service quality in libraries to serve the
users with utmost care and diligence.

52
Song Yoo-Seong (2006) conducted a survey for developing marketing strategies for
the Business and Economics Library (BEL) at the University of Illinois at Urbana-
Champaign (UIUC). A questionnaire was used with graduate business students
enrolled at UIUC. The survey consisted of four categories of questions such as
demographics, assessment of current library services, desired library services and
research behavior. The data were analyzed using descriptive statistics and hypothesis
testing to answer the three research questions. The study found that East Asian
business students showed similar assessment of current services such as non-East
Asian international business students. It also showed that graduate business students
had low awareness of current library services. The business Career Services office
was identified as a co-branding partner for BEL to increase its visibility.

Jenness and Jennifer (2006) conducted a survey in a variety of small academic

libraries to discover what ideas or tools they used for promotion and marketing
focusing particularly on those which can be utilized with minimal outlay of time and
money. The objectives of the study were: to discover and compile marketing ideas
used by small academic libraries; to determine themes and trends within existing
library marketing and promotion practices; and to enable other libraries to more
effectively market themselves by using tried and tested promotional tools and
avoiding those shown to have little or no impact. Data collected from the librarians of
small academic library which serves a student population between 1000 and 5000 in
both private and public universities and conducted follow-up interviews via e-mail or
telephone. The survey found that there exist a wide variety of useful methods for
library marketing and to maintain quality which can be effective and inexpensive.

Frederick (2006) argued that librarians and digital resources can play a critical role in
today’s student’s lifelong learning. Marketing is the key to the success of the library
and listening to customers is the key to the marketing. The purpose of the paper was
to examine the role of marketing to new generations of library users. It reviewed
classical marketing texts and current user studies for applicability to library service.
The study found that libraries can apply classic marketing principles to attract and
better serve the new generations of users. Although libraries no longer have a
monopoly on information sources, libraries do offer value-added services. By

53
understanding the users and their contexts, it proposed various strategies of value to
market librarians and library resources.

Adeyoyin and Olu (2005) in their research paper aimed to focus on marketing of
library and information services and attempted to correlate marketing as a concept to
the provision of library services. In this study the user groups were identified with
library classification. The study highlighted library management in relation to
marketing its services and products. In view of the social, economic and technological
changes, the study advocated a paradigm shift from the traditional marketing system
into a more vibrant and dynamic, strategic marketing of library services and products.
It concluded that a major marketing campaign is necessary to increase awareness and
educate the library users about available library resources. This crusade can be further
strengthened by the provision of the right service at the right time and the right price
to the right users in the right place while supported by a quality management team.

Khalid (2005) conducted a study to find the potential for fee-based library and
information services in Pakistan. The aim of the study was to find out and analyze the
opinion of library leaders about various fee-based services with special reference to
Pakistani libraries. The main objective of the study was to identify which library
services could be provided on a fee-based model in Pakistan. Surveyed experts in
Pakistani libraries, a questionnaire were administered to determine both the type of
library services that could generate revenue and the viability of charging for library
services. Perceptions of library leaders were gathered through interviews. The study
found that library experts in Pakistan were in favor of charging fees for library
services. Out of the 32 identified information services 12 were identified as excellent
candidates for the fee-based model. Another 16 were identified as having a better
than 50 per cent chance of “success”. The study finally identified a minimum of 28
library services that may generate funds for Pakistan libraries if they are changed to a
fee-based model.

Kumbar and Rajashekhar (2004) in their article focused on the importance of

marketing and total quality management in libraries. Libraries are both a creation and
a servant of society. A library operates routinely with a known set of customers. A
library also operates on trust. When a client walks into the library, he trusts that he
will get the material or information that he needs. The library, in turn, trusts that the

54
client will return the items within the specified borrowing period. The specific
structure of a library with its strict requirements as to efficiency demands a focus on
the quality of value-adding processes.

Lali and Vijayakumar (2004) in a research study on the marketing of information

products and services offered by the Kerala University Library reported that majority
of the users were unaware of the products and services offered by the library. Only
25% of the respondents satisfied with the library services. The objectives of the study
were to assess the performance of the library from a marketing point of view. Data
collected from a sample of 150 users. A questionnaire was used for the data
collection. The most significant finding of the study was 60 % of the users are ready
to pay for the services offered by the library.

Whitlatch (2003) in a paper presented TQM implementation in reference services

and its future. It addressed that the ability to design reference services that users will
continue to value in libraries of the future is limited by current professional reference
practices. These limits are related to the failure to incorporate total quality
management (TQM) principles into the design and practice of present-day reference
services. The following TQM principles were utilized to discuss the contrasts between
TQM principles and current reference practices: Focus on the customer; Quality work
the first time; Strategic holistic approach to improvement; Continuous improvement
as a way of life; and Mutual respect and teamwork.

Ganguly and Kar (2002) conducted a study in Tata Energy and Research Institute
(TERI), New Delhi. The objective of the study was to assess the level of marketing of
its information products and services. The study revealed that TERI library experience
of marketing was very encouraging. Its wide range of products and services were
marketed and disseminated to the end user through an effective marketing strategy.
Most of the services and products are price-based. The pressure for accountability and
the emergence of the enterprise culture had led library and information managers to
become aggressive about financial self sufficiency. The study narrated how the library
and information centre of TERI, which houses a vast collection of energy,
environment, biotechnology and sustainable development related information, fulfills
demands both from in-house and external users as well as operating a marketing mix
for revenue generation. It highlighted the role of TERI information and dissemination

55
services, value added services and a number of related news, reviews and newswire
functions.

Jayatissa and Edzan (2002) described a study that investigated the marketing of
“free-based” information services in five selected academic libraries in Sri Lanka. A
total of five senior librarians were interviewed and 250 library users answered the
questionnaires. The study revealed that all the academic libraries offer free
information services to their clients with the exception of photocopying and
document-delivery services. The academic libraries should aggressively market their
services/products and must move from the provision of traditional library services
(Book loans) to a more quality based information services (Internet).

Panday (2001) in a survey of M.S University of Baroda explored the feasibility of

marketing library information services and products. The data collected from the users
through a well structured questionnaire. The survey revealed that almost all the
respondents depend upon the library for satisfying their information requirements. If
quality services and products were provided in time, more than 80% of the
respondents were ready to pay. Also 52 to 72% were ready to pay for value added
services such as CD-ROM searches, online searches, translation services, e-mail, SDI
and CAS, which are likely to be introduced in future by the library.

Alemna (2001) a paper published in 2001 stresses the importance of marketing and
total quality management in libraries in Ghana as the numbers of users in all types of
libraries are increasing and users demand quality service The paper concludes that
libraries in Ghana are indeed in a time of great challenges, and if they are to be
prevented from becoming the dinosaurs of the future, then total quality managements
and marketing strategies must be adopted to prevent them from imminent collapse.

Kendadamath (2000) in a paper discussed and emphasized the need for the adoption
of marketing approach by the university libraries to augment their financial resources
and exploit new information technology to provide better information support to the
users. The study highlighted the marketing concept and its various activities and how
these activities can be successfully applied in the marketing of library and information
products and services in university libraries. It also discussed on the problems in
implementing marketing concept to library and information services. It dealt with

56
method of designing services and products. The study concluded that the marketing
policy of the libraries needs careful planning, structuring, execution and evaluation
with regular review.

Adamantidou and Kouri (2000) in their paper presents the implementation of

TQM in the central library of the National Technical University of Athens in Greece.
The paper concludes that there is no perfect example of the implementation of
improvement processing of quality, just as there is no perfect model of reorganization.
The proper approach that will be adopted will be in connection with the internal
philosophy, culture and the external environment of the library in which it will be
implemented.

Singh and Satinderjeet (1998) conducted a case study in Guru Nanak Dev
University Library to evaluate the extent of marketing activities/ process to satisfy
needs and wants of users. The data collected through questionnaire, interview and
observation. The data was analyzed through the four Ps of marketing mix namely,
product, physical distribution, promotion and pricing. In addition to the four Ps
another P for processing of data added by the author. The study revealed that the
library had developed its product and services to satisfy the information requirements
of its users. The study pointed out that there are no norms in pricing the library and
information services/ products and charging from the end-users. The study suggested
that the library must develop appropriate collections and services to serve its potential
readers and must use modern techniques. Library acquisition, organization and
dissemination must be based on the modern concept of marketing to achieve reader
satisfaction. It must endeavor to nurture culture of customer service to enhance its
image in the eyes of the users.

Vaishnav (1997) did a case study of Dr. Babasaheb Ambedkar Marathwada

University Library (BAMUL). The main objective was to form a marketing plan
according to the changing user needs. To find the right marketing mix, a survey was
conducted among its user community. The study revealed that there is an urgent need
for a comprehensive collection of current literature and current awareness services.
The study pointed out that university library used marketing process to satisfy the
needs and demands of the users. A marketing plan including product development,
pricing, physical distribution and promotion was prepared and urged an active

57
cooperation from the university administration and academic community for its
successful implementation.

Vinod (1997) conducted a study to find the marketing techniques observed by the
Calicut University library in areas pertaining to product/service design, pricing,
promotion and distribution. The objective of the study was to make constructive
suggestions for making information marketing more effective. The data collected
through a questionnaire and observation. A sample of 100 users was taken from a
population of 5192 through stratified sampling technique. The result revealed that
users were not satisfied with the library services to meet their information needs. The
study also reported no serious efforts to improve its products and services marketing
in the process of information dissemination.

Cummings (1994) in an article considered the marketing and promotion of

information products based on the experience of the Information Library and
Documentation Department of the Royal Tropical Institute (KIT), Netherlands.
Described the information products and discussed the factors which impede sales of
documentation products in general. Also reviewed the tools used for marketing and
promotion are current. Also described the activities undertaken to market and
promote the department’s information products.

Webster and Reel (1992) in their study on two Kentucky hospital libraries, Norton
Hospital, Alliant Health System Library and Kosair Children's Hospital Library,
conducted a study to establish Total quality management (TQM) benchmarks and to
examine the significance of its role in clinical care. Using a methodology designed to
allow both library user and nonuser to respond, 2,091 survey questionnaires were
distributed to doctors, nurses and allied health care staff covering: frequency of use;
impact of information received on clinical judgements; cognitive value of the
information; and user satisfaction with library products and services. Results
confirmed the libraries' substantial clinical role

In a study, Donald (1982) stated that even though information products and
services are important in many respects, there is little in literature about their
marketing. The paper discussed the components of marketing such as consumer
market, new product development, sales, advertising and promotion, packaging,

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channels of distribution, pricing and marketing research. It also explained how
information products and services related to those components and the pricing of
multiple products produced from bibliographic databases.

2.7 Effectiveness of TQM programmes

TQM can be effectively used as an organization-wide change technique in

helping an organization improve its efficiency in production, create a change of
culture, introduce teamwork, gain management commitment to quality and to achieve
other business improvements. In fact, implementation of TQM can produce a lot of
benefits, such as, lower rates of mistakes, better quality of products, and higher
customer satisfaction levels (Bridgette, 1996).

Study by Da Silva and Flores (2012) sought to investigate whether the Public
Archives of the State of Espirito Santo (APEES) engage in quality-oriented activities
aimed at Integrated Quality Management (IQM). The quality activities in strategic,
structural, behavioral and operational realm were investigated in the APEES.
Descriptive, qualitative and quantitative research was conducted via questionnaires
given to internal stakeholders from the management and technical levels of the Public
Archives of the State of Espirito Santo. An analysis of primary documents from
APEES and legislation related to the Public Archives was also performed. The results
showed that APEES engages in activities geared toward quality in strategic,
structural, behavioral and operational aspects, which should be evaluated periodically,
for the purpose of making continual improvements and to prepare the Public Archives
to provide an excellent service. The GEIQ methodology has proved to be efficient to
be applied in quality evaluation in the archives.

Brandao (2011) discusses quality management as applied to archival services,

showing a theoretical approach to understanding how the implementation should be in
the archives. In methodological terms this is an exploratory study, which enables the
relationship between quality and archival services and it thus, exposes the quality
management practices within archives while they are still in their infancy, since the
archives are in a phase of consolidation within institutions. He concludes highlighting
the work of archivists in institutions to establish a management process.

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 A study by Martin (2010), evaluates the impact of the introduction of a
quality management system, on the General Archive of the Complutense University
of Madrid in line with the requirements of International Standard ISO 9001:2000. For
this study, the opinions of the personnel and users of the archive before and after its
obtaining certification with regard to the said management system were analysed. The
results show that certification led to no change in user perception of the archive
regarding the quality of document transfer and search services, or regarding the
quality of interaction between personnel and users. In contrast, the personnel valued
archive certification positively, regarding it as providing important improvements in
the area of work process management, and specifically in its documentation process,
the coordination between processes, the definition of responsibilities, and the
measurement of performance. In the opinion of the archive personnel, the
improvements made with respect to certain aspects of the functioning of the archive
were significant, e.g., greater participation in establishing objectives, greater
identification with organisation, and the appreciation that improvement of the quality
of service should be a key objective. These results can be used as a reference tool to
convince other information and documentation service managers of the advantages of
introducing a quality management system and seeking subsequent certification.

Prayatkar (2009) in a paper discussed various aspects of marketing and user

satisfaction and found that marketing and user satisfaction was closely related. The
application of marketing techniques should improve the libraries information service
and leads to user satisfaction. The paper demanded the library management to identify
the user needs for efficient information marketing.

In an article Shukla (2009), on new marketing strategies of information

services in university libraries discussed a set of principles in the field of marketing
strategy and various factors that will influence the information market. It also listed
the various methodologies for promoting information services of a university library.
The article pointed out that in university libraries, a huge amount invests on collection
development, processing and storage of information resources. Effective utilization of
these resources and services can be achieved thorough new marketing approach and
such tools are assisting in the university in developing and delivering appropriate
services and information products.

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Liu and Shu (2008) made a study to investigate library user’s needs and promotion
strategies of electronic resources in order to identify the most effective ways of
marketing. The paper argued that for academic libraries to achieve maximum
efficiency in its electronic resources it was necessary to seek the most effective
marketing strategies. Therefore the marketing concept of the electronic resources
should be reader oriented, such as respecting and understanding library user’s
information needs. The study focused on the students of four colleges such as College
of Business, College of Tourism, College of Information, and college of Humanities
and Social Science in Kainan University. Stratified sampling was used in the study
and a whole class was treated as one unit. The data collected through a well
structured questionnaire distributed to 500 students when the class began and
collected by the end of the school day. The study concluded with promotion and
marketing strategies with regard to service offerings for the University libraries.

Schmidt (2007) in a study aimed to highlight some of the changes occurring in the
information environment and suggested ways of marketing library services effectively
to today’s users. Marketing concepts are explored in the paper, focusing on a clear
understanding of users, the libraries products, and the appropriate place for service
delivery, an appropriate pricing strategy and effective promotional strategies.
Practical hints are provided so that libraries can ensure that their missions of ensuring
that every book has its reader which can be accomplished in a new age of access to
information in real books and journals and other information resources. The study
found that libraries no longer operate in a “come and get it” environment and new
ways of outreach are described which ensure that librarians are out amongst their
communities, creating an awareness of the services available and ensuring effective
use of resources through a variety of approaches used in university libraries in
Australia and McGilll University in Montreal, Canada.

Sen (2006) conducted an exploratory research as part of a study into the value and
relevance of market orientation as a strategic option for library managers. The aim of
the study was to define the concept of market orientation relative to the library sector.
A series of focus groups and field interviews were carried out in order to validate the
established constructs of market orientation prevalent in the management literature.
Focus groups were used to gather data from librarians working at different levels in

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two different sectors- academic and public. Senior library policy makers were also
interviewed. The object was to gain an indication of the breadth of opinion across
sectors. The data were coded and analyzed using a taxonomic map developed during
the study. The study found that marketing orientation is a concept that library
professional see as being valuable, library mangers defined market orientation in the
same way as the concept is defined in the management literature. Their understating
of the concept is developing.

Vinod (2006) conducted a study in seven university libraries of Kerala to identify the
degree of marketing orientation in information dissemination activities. The study
conducted on a sample of 813 users by using a structured questionnaire. The study
found that the level of communication and co-ordination activities in the university
libraries in Kerala were moderate. The level of intelligence generation among the
university libraries in Kerala was also moderate. The study revealed that the
university libraries in Kerala have a moderate degree of marketing orientation in their
information dissemination activities. The management of the university libraries in
Kerala had given a reasonable degree of importance to the user’s needs while offering
their services.

Spalding and Wang (2006) conducted a study to explore the value of marketing
concept in academic libraries and how marketing concept is applied in practice to
marketing academic library services through the experiences of academic libraries
across USA. The study focuses on using marketing as a managerial tool to accomplish
strategic organizational goals and objectives, discussed challenges and opportunities
in academic library marketing. The study found that market research allows libraries
to understand better the points of view of their student and faculty library users, as
well as the perspectives of campus administrations and the community external to the
college. It also revealed that library is more successful in gaining visibility and
support for tits efforts and library users are more successful in marketing the best use
of the services available to them to meet their academic and research goals. The study
offered practical solutions for academic libraries in the global community.

Lali and Vijayakumar (2004) attempted an objective analysis of the strength,

weakness, opportunities and threats of the Kerala University Central Library and
works out a strategy for effective marketing of a host of information services and

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products that can be generated by the library without a structural re-engineering. The
study was based on the SWOT analysis of the university library, the strength in
collection, special collection, technical organization, equipment, services and staff,
membership and building weakness such as user orientation. The study suggested in
order to overcome the weakness, a concerted effort was needed on the part of the
staff, top management of the library and authorities of the university and promotional
activities.

A study conducted by Morei (2004) of Dr.Babasaheb Ambedkar Marathwada

University Library, Aurangabad with the objective to assess users needs in changing
information landscapes about the products and services. The data was collected from
various types of users through a well structured questionnaire. The study revealed that
library developed products and services according to the needs expressed by their
users. The study also showed that users keep the awareness through means such as
media, exhibitions, user education, internet, new arrival list etc.

Antony (2002) states that the successful implementation of TQM will result in
improved employee involvement, improved communication, increased productivity,
improved quality and less rework, improved customer satisfaction, reduced costs of
poor quality, and improved competitive advantage. Implementation of TQM requires
utilizing and employing many issues relating to inputs, processes, and outputs.

Dabas and Singh (2000) report the findings of a study conducted to measure the
application of Total Quality Management (TQM) in the university libraries of the
Punjab in India. Defines TQM and lists the libraries that form part of the study.
Provides quantitative statistics for the 4 university libraries focusing on the allocation
of the library budget, use and growth of the university libraries, documents added in
1998-99, and costs incurred. Sets out the following information in statistical form:
university librarians' rating of TQM, culture and quality of services; deputy and
assistant librarians' perspectives of TQM and the cultural dimensions of the 4
university libraries and of the existing level of cultural dimension in university
libraries; and users' views of quality in university libraries.

Jones and Kinnel (1998) report on the progress of a study funded by the British
Library Research and Innovation Centre aimed at identifying suitable assessment

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techniques for quality management in libraries. An increasing number of public and
private sector organizations in the UK are now using self assessment techniques in
order to determine and demonstrate their success in achieving total quality. Self
assessment models have been developed in various countries to reflect the principles
and ideals of good management practice. In the UK, the British Quality Foundation is
charged with the promotion and development of the Business Excellence Model. The
present study will build on work already undertaken on the relevance of this model for
public sector organizations, investigating its appropriateness for public library
services in the UK, developing alternative models if necessary, and offering self
assessment 'tool kits' for local application.

Riggs (1992) conducted a study on evaluation of the level of implementation of

implantation of TQM in libraries. Libraries are ideal places to implement TQM. They
are service organizations dedicated to their customers, the patrons. By formulating a
strategic plan, and following it with a commitment to continuous quality
improvement, library managers can transform and improve their organizations.
summarizes the notable principles of TQM: (1) manage by fact: make library
decisions after careful analysis of data gathered with tools such as check sheets,
histograms, and Pareto charts; (2) eliminate rework: library work is often labour
intensive-simplify it and make sure it is done properly the first time; (3) respect
people and ideas: staff are the library's most valuable resources, and they should be
encouraged to point out the problems without fear of management; and (4) empower
people: trust library staff to act responsibly and give them the appropriate authority to
make decisions that can improve the quality of work that they do.

2.8 Barriers in TQM

The history of TQM in manufacturing shows that there are some barriers in
TQM implementation. Some of these barriers are common in service sectors including
libraries. TQM implementation failure has been attributed to two main barriers. The
first is organizational context, such as a rigid organizational culture that is inflexible
and a highly bureaucratic organizational structure and authoritarian management
style. That is, the failures of TQM implementations are due not to external factors but
to the failure of management to establish a proper system for its implementation. The
organization implementing TQM will improve their chances for success, if they are

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more sensitive to the obstacles encountered from the TQM counterparts. The various
studies related to barriers in implementing quality management have been reviewed
below.

Mu Cuiying (2007) conducted a study to suggest strategies for marketing academic

library resources and information services to Asian International students and to study
the challenges faced by reference librarians dealing with Asian International students.
The study based on the fact that when compared with those from a western culture,
the Asian students were not as knowledgeable about the library resources and
information services in an academic setting. The data collected through the personal
experiences and observations as an international student’s information librarian who
works closely with international students. The study revealed that libraries need to
market their services and resources proactively to Asian international students who
were not familiar with the services and resources in a western academic library.
Reference librarians need to consider these learners characteristics, language
proficiency, learning styles and their subject of interests so that the teaching
methodology and examples used were effective with those students.

Duran (2007) reported that the absence of a sound strategy has often contributed to
ineffective quality improvement. Duran noted that deficiencies in the original
planning cause a process to run at a high level of chronic waste. Using data collected
at the recent seminars, reported that although some managers were not pleased with
their progress on their quality implementation agenda, they gave quality planning low
priority.

Study by Nimsomboon and Nagata (2003) examines the overall service

quality of Thammasat University Library System from users’ perspectives, as well as
identifies the dimensions that determine the customers’ evaluation of service quality
The concept of the Zone of Tolerance was applied to investigate which are the
essential attributes that library managers should allocate the resource for good service
quality. The problems users had encountered when involved in library service are also
investigated. A survey of undergraduate students, graduate students, faculty members
and researchers was used. Several insights gained from this study shown that all
users’ desired expectations are not met. The result of the Zone of Tolerance reveals
that each user group was treated differently. The three dimensions of service quality;

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Affect of service –Organizational, Collection & Access, and Affect of service –
Personal were extracted by factor analysis method. The problems users encountered
when involved in library service are counted manually and categorized into free
categories. The most problematic is about insufficient and non update collection.
Some useful recommendations are presented to improve service quality of TU library
system.

Mahesh (2002) examined the barriers that have prevented libraries from
implementing marketing programmes, when libraries and information centers were
recognized as potential sources of revenue generation. These range from “Carnegie
syndrome‟ that libraries exist as places to obtain free services, through pricing
conundrums and low library budgets, to a lack of the sharing touch in special libraries.
The study pointed out that poor quality of services and lack of trained personnel was
the major inhibiting factors for efficient marketing of information products and
services.

Garusing Arachchige (2002) conducted a study to identify the role of libraries in Sri
Lanka for the process of improving lifelong learning and to identify strategies
applicable from the e-marketing concept. Use of the web pages as a marketing tool
among university libraries were examined by logging onto the homepages of
respective libraries of government universities. Contents, strategic links, and the
accessibility of these home pages were explored. Thirteen home pages out of fifteen
were logged on. Almost all the pages have given priority to include contact details,
history, general procedures of the respective library, online public access catalogue,
staff details, and free electronic resources etc. Nearly 50% of libraries have made
worthy attempts to link the page with other libraries and information resources
available outside but some of the links were not updated or associated with errors of
linking. A few libraries have made satisfactory attempts to include subject gateways.
Lack of authority, limitation of know-how technology, untrained staff, and limited
infrastructure were seen as barriers.

Fisher (2000) in study revealed that, the library suppliers indicated number of
problems inherent in specifications produced by libraries, such as a lack of clarity,
poor structures, variable in technical understanding and with too great a focus on

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basic functionality that has been tried and tested. A model specification of system
requirements for libraries is recommended.

The cultural barrier in TQM implementation involves a paradigm shift in

management values and attitudes and it should fit the national culture of the firm if it
is to be implemented successfully (Tata et al., 1999; Sohal et al., 1998).

Kalinowski (1998) in this perspective argues that often managers are not fully aware,
or perhaps ignore, what it takes to implement TQM successfully and achieve high
performance.

Dabas and Gill (1998) indicate that Total Quality Management (TQM) has 3 basic
principles: customer driven instead of generator driven; focus on processes rather than
results; and total involvement of staff. In the changing information environment, the
academic libraries have to adopt TQM for their survival. Discusses the benefits of
TQM and the barriers for its implementation in academic libraries. Quality is a very
important tool for the application of TQM, which can be measured, managed and
improved using the measuring rod of customer satisfaction.

Oakland and Morris (1997) explained that a lack of long-term objectives and targets
will cause a quality implementation program to lose credibility. A workforce is often
unwilling to embrace TQM for a variety of reasons. The pre-planning stage of
developing the right attitude and level of awareness is crucial to achieving success in
a quality improvement program.

Miller and Stearns (1994) listed the following barriers for the implementation of
TQM in libraries: The view that this is just another management fad of the day;
Management’s fear of the loss of control; Employee reluctance to recommend
changes because of fear of management; The business and industrial background of
TQM might not lend itself to the non- profit sector, including libraries; TQM requires
a long-term investment of time over several years as processes are analyzed and an
organization’s culture is changed – this can cause resistance; and other difficulties in
these days of increasing financial and other pressures.

Other research has focused on individuals within an organization. For

example, Reger et al.,1994) suggest that each person’s response to an idea involves

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the cognitive process of interpretation, attribution and inference. This means that
managers who propose the idea for quality improvement are convinced that it works
and assume that employees will think so too describe TQM failure as the expression
of differing desires, wants, needs and feelings at individual levels within the
organization. However, the underlying causes of failure in the implementation of
TQM may go beyond individual beliefs, expectations, cognitive processes of
interpretation, perceptions, feelings, and desires to more deeply rooted unconscious
archetypical projections on the part of each individual in the organization.

Jurow and Barnard (1993) identify four barriers for the adoption of TQM in
libraries: (1) vocabulary: objections to terms such as "total," "quality," and
"management" which imply that high standards are not already being met; (2)
commitment: TQM takes several years to implement and requires a long-term
commitment by library managers; (3) process: our culture tends to be impatient and
we try to solve problems quickly, contrary to TQM's careful process analysis; and (4)
professionalization: professional staff can be resistant to turning over their practices
and services to what they perceive as the "uninformed whims of the customer".

Sirkin (1993) also notes that it is not possible to satisfy everyone's demands; choices
will need to be made.

Bartlett and Ghoshal (1992) research on the culture barrier argues that management
values differ significantly across national cultures, that management is culture-
specific and that managerial practices, such as TQM, must be tailored to fit the local
culture. TQM is about transforming an organization’s culture, yet with the expectation
of establishing a quality infrastructure and eliminating middle management positions
through attrition. It is difficult to make a change in organizational structures as TQM
requires institutions to restructure. Resistance to change and people’s attitudes are
primary hindrances in implementing TQM in libraries. The other barriers are the
problems of finding the money and time for training while maintaining current
services in the library.

There have been numerous studies examining what constitutes TQM, what
quality activities most directly affect business performance, what the common barriers
to TQM implementation are, and what factors are critical for the success of TQM
(Plimpton et al., 1996; Black and Porter 1996; Saraph, 1993; GAO, 1991).

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Schein (1991) mentioned that there is evidence that lack of understanding and proper
training exists at all levels of any organization, and that it is a large contributor to
worker resistance, for example, mentioned that business school failure to teach
relevant process skills contributed to manager ineffectiveness.TQM requires a well-
educated workforce with a solid understanding of basic math’s, reading, writing and
communication. Although companies invest heavily in quality awareness, statistical
process control, and quality circles, often the training is too narrowly focused. For
TQM to be successful, organizations must commit to training employees at all levels.
TQM should provide comprehensive training, including technical expertise,
communication skills, small-team management, problem-solving tools, and customer
relations.

Dale (1990) in his study observed that a large number of companies are either unable
or unwilling to plan effectively for quality improvement. Although many performed
careful and detailed planning prior to implementation, not one of the firms studied or
identified beforehand the stages that their process must endure. Perhaps the root cause
of poor plans and specifications is that many owners do not understand the impact that
poor drawings have on a project’s quality, cost, and time. Regardless of the cause,
poor plans and specifications lead to a project that costs more, takes longer to
complete, and causes more frustration than it should. Companies using TQM should
always strive towards impressing upon owners the need to spend money and time on
planning. If management took reasonable time to plan projects thoroughly and invest
in partnering to develop an effective project team, a lot could be achieved in terms of
product performance as these investments in prevention- oriented management can
significantly improve the quality of the goods or services offered by an organization.

From the preceding review it is evident that studies done plenty on TQM and
related issues in western context. But the researcher could not get concrete studies on
TQM management in Indian library system. Though studies are scanty, little
evidence is available on management library TQM functions. Bengaluru city, a silicon
city catering needs of IT, BT and related corporate sectors, also caters many
educational institutions at national and international levels. There is a need to study
application of TQM in management college libraries for effective functioning.

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