A STUDY ON TOTAL QUALITY MANAGEMENT IN ACADEMIC LIBRARIES

IN NAMAKKAL DISTRICT
ABSTRACT
This Paper aims to analyses and evaluate the TQM in Academic Libraries with a view of examining the exposure of library professionals.
Besides, it aims to highlight the problems encountered by the library professionals and suggests some measures for its improvements. In a
check institute like an academic library the reader’s fulfillment resources pleasing opportunity. The authors investigate the professionals
through a survey based on structure questionnaire. Various statistical methods have been used for data analysis. The study confirmed that
colleges library professionals are aware of the attending the various types of conferences, seminars, workshops and programme and colleges
should conduct some library events and programmes.

Key Words
Academic Libraries, Benchmarking, Library Management, Quality Library Systems, Total Quality Management.

INTRODUCTION 
The growing needs of information make the Librarians to think in a logical way so as to satisfy the users at a large. Library is the centre of
any academic institution. While class room teaching provides for learning, the libraries disseminate a wide range of knowledge required to
excellent and intellectual heights. Libraries supplement the instructional work of class rooms and carry forward the ideals of education.
Thus, the libraries provide the informal education, guiding the learners to search vast range of material available. The libraries are
gradually being recognized for their academic services, and they are occupying prominent position in education, throughout the world.
Since the libraries are information providers, import knowledge by means of meticulous reference, sometimes they are termed as
information centers or knowledge center. Quality based organizations should strive to achieve perfection by continuously improving the
business and production process. Of course, perfection is impossible because the race is never over; however, we must continually strive
for its attainment. TQM, TQM, is a method by which management and employees can become involved in the continuous improvement of
the production of goods and services.

TQM - DEFINITION 
This is a general process framework that grew out of the work of Deming in Japan after WWII. The framework is focused on specifying the
processes necessary to ensure incremental process improvement. Unlike most process frameworks, this one also provides a large number
of intellectual tools to be used during process improvement and it also defines some processes in considerable  detail.  TQM (TQM) is a
comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through
ongoing refinements in response to continuous feedback. TQM requirements may be defined separately for a particular organization or
may be in adherence to established standards, such as the International Organization for Standardization's ISO 9000 series. TQM can be
applied to any type of organization; it originated in the manufacturing sector and has since been adapted for use in almost every type of
organization imaginable, including schools, highway maintenance, hotel management, and churches. As a current focus of e-business, TQM
is based on quality management from the customer's point of view.

DEVELOPMENT OF APPROACHES TO ACADEMIC LIBRARY EFFECTIVENESS 

TQM movement began to be adopted in libraries; there have been a rash of practical and theoretical publications outlining the basic
concepts and how to apply them. Jurow and Barnard (1993), Siggins and Sullivan (1993), Riggs (1993), and Shaughnessy (1993) are but a
few of the most useful examples. This literature in fact brings together many previous issues and approaches, for example Riggs, (1992a),
Whitehall (1992), and Clack (1993) blend TQM, organizational development, and strategic planning. The rapidity and fervor with which
TQM has swept organizations has led to misconceptions and skepticism. TQM does not imply a new kind of measurement, although it does
urge the use of measurement tools for tracking processes and deducing performance problems. At the other extreme, TQM does imply
some form of benchmarking or process control, more than just participatory management or quality circles; some articles that purport to
describe quality approaches reveal little more than traditional consultative and consensus management styles. The emphasis on user
surveys is not new, but the reorienting of the whole organization toward a focus on customer satisfaction, the broadening of the definition
of customer and the evaluation of processes with this in mind goes beyond earlier views of how to solicit and interpret use and user data. 

BENCHMARKING 
Benchmarking is a systematic method by which organizations can measure themselves against the best industry practices. It promotes
superior performance by providing an organized framework through which organizations learn how the “best in class” do thinks.
Understand how these best practices differ from there is the process of borrowing ideas and adapting them to gain competitive advantage.
It is a tool for continuous improvement. Benchmarking is an academic technique to business performance. If is used to compare
performance between different organization and different units within a single organization undertaking similar processes. It is an ongoing
method of measuring and improving products, service and practices against the best that can be identified in any institution anywhere. The
basic premise behind benchmarking is that to deliver quality, you need to compare your business against the “best in class” business and
then make changes to your operation so that quality is enhanced. 

QUALITY LIBRARY SYSTEM 

Each one gives his or her own definition, but one meaning of quality is customer satisfaction through product or by service. The customer
in the academic library is the user/reader/student. Here the customer is not an outsider, but part of the academic community. As a
response of this challenge of quality, India's University Grants Commission (UGC) has set up NAAC (National Accreditation and Assessment

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Council). NAAC conducts 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. The primary purpose of an academic library is to support the teaching, research, and other academic
programs of its parent organization. An academic library is part of a service organization which delivers products personally to the
customer.

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MANAGING QUALITY IN AN ACADEMIC LIBRARY
The quality of academic libraries is connected with services, product as well as staff, Facilities. High quality staff can transform even the
poorest library into an operation offering excellent service. Because libraries are service organizations, the quality in the context of a
library is often treated as the quality of service. 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. 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.  

CONCEPT OF CONTINUOUS IMPROVEMENT BY TQM

 TQM is mainly concerned with continuous improvement in all work, from high level strategic planning and decision-making, to detailed
execution of work elements on the shop floor. It stems from the belief that mistakes can be avoided and defects can be prevented. It leads
to continuously improving results, in all aspects of work, as a result of continuously improving capabilities, people, processes, and
technology and machine capabilities. Continuous improvement must deal not only with improving results, but more importantly with
improving capabilities to produce better results in the future. The five major areas of focus for capability improvement are demand
generation, supply generation, technology, operations and people capability.

PRINCIPLES AND PROCESSES

 A preliminary step in TQM implementation is to assess the organization's current reality. Relevant preconditions have to do with the
organization's history, its current needs, precipitating events leading to TQM, and the existing employee quality of working life. If the
current reality does not include important preconditions, TQM implementation should be delayed until the organization is in a state in
which TQM is likely to succeed.  If an organization has a track record of effective responsiveness to the environment, and if it has been able
to successfully change the way it operates when needed, TQM will be easier to implement. If an organization has been historically reactive
and has no skill at improving its operating systems, there will be both employee skepticism and a lack of skilled change agents. If this
condition prevails, a comprehensive program of management and leadership development may be instituted. A management audit is a
good assessment tool to identify current levels of organizational functioning and areas in need of change. An organization should be
basically healthy before beginning TQM. If it has significant problems such as a very unstable funding base, weak administrative systems,
lack of managerial skill, or poor employee morale, TQM would not be appropriate   Implementing Quality Management: From Theory to
Action,” the book is a TQM Implemented best solution is selected it can be used in academic library. The point has the objective of
preparation, obtaining approval, and implementing the method of improvement. 

REVIEW OF LITERATURE 
It has been concluded that Ljubljana university libraries highly quality staff and building so many users using that libraries. All the students
and teaching staff fully improved the Knowledge. Nana Turk, Building a culture of quality assurance in the libraries of the University of
Ljubljana, New library world 1. Rowley, Jennifer has "Making sense of the quality maze: perspectives for public and academic libraries" The
libraries any types information deliver to staffs and public very quickly any types of management systems or any governments. The quality
performance management and impact assessment regions that affect public and academic libraries in the UK. Different quality on the
library and information services from differed level in the organization has consulate costumer all time needed the quality services the
libraries but libraries staff any time delivery for information services. Through the online services and some database using for libraries.
Jennifer Rowley, Making sense of the quality maze: perspectives for public and academic libraries, Library management 2. Wilson, Frankie
and Town, Stephen J have attempted to study on "Benchmarking and library quality maturity" has attempted to study on   Benchmarking
using on last 25 years business and industry know using for benchmarking in academic libraries simony benefits given for customer or
reader benchmarking has been applied in academic libraries in the UK since 1995, with successful examples documented in the literature
he concluded benchmarking should be viewed as a tool organization at a high level of quality systems. It can have ready long terms
improvement in academics libraries if applying in benchmarking. Frankie Wilson and Stephen J Town, Benchmarking and library quality
maturity 3 

NEED FOR STUDY 

Library becomes integral part of any educational institutions. The image of the Libraries can be enhanced only by improving the routines
and services. In this regard , there are many techniques adopted to maximize the use of resources available in Libraries. Periodical survey
alone will lead to improve the Library system. The present study aims to identify the level of awareness on TQM among the working
professionals of academic libraries. Hence the topic is chosen for the study. 

OBJECTIVES 
1. To identify the level of awareness on TQM among the library professionals,
2. To analysis the working environment,
3. To trace the familiarity of accreditation bodies,
4. To know the effectiveness of benchmarking,
5. To find out the effective services of academic libraries in the study area,
6. To draw the suggestions for the effective implementation of TQM

RESEARCH METHODOLOGY 
The study covers working library professionals in the academic libraries. A structured questionnaire was designed to collect data from the
engineering and Arts & science college librarians, keeping on mind the basic objectives of the study. The data was personally collected from
the academic librarians & assistant librarians.

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DATA ANALYSIS
Table – 1: Opinion about working hours
Opinion No. of Respondents Percentage
Convenient 36 60
Inconvenient 22 36.7
No opinion 2 3.3
Total 60 100
Source: Primary
The Analysis of table shows that as high as 60 of the respondents felt that the working house is Convenient, 36.7 of the respondents have
referred it was inconvenient and the rest 3.3 of respondents did not come forward to give any opinion.

Table – 2: Accreditation by NAAC/NBA

Accreditation
No. of Respondents Percentage
BY NAAC/NBA
Yes 18 30
No 42 70
Total 60 100
 Source: Primary
The above table indicates that 70 of the respondents state that their Institutions don’t have NAAC/NBA Accreditation and 30 of the
respondent’s state that their Institutions have don’t NAAC/NBA Accreditation.

Table – 3: Opinion about Benchmarking

Opinion No. of Respondents Percentage
Strongly agree 12 20
Agree 28 46.7
Strongly disagree 2 3.3
No opinion 16 30
Total 60 100
  Source: Primary
The above the table indicates that 46.7 of respondents have agree about benchmarking, 30 of the respondents are not having any opinion
about benchmarking, 20 of respondents have strongly agree about benchmarking and 3.3 of respondents have strongly disagree about
benchmarking. 
Table - 4: Opinion about application Benchmarking
Opinion No. of Respondents Percentage
Strongly agree 17 23.3
Agree 24 40
Strongly disagree 6 10
No opinion 16 26.7
Total 60 100
  Source: Primary
The above the table shows that 40 of the respondent’s opinions agree about application benchmarking and 23.35 of the respondents
opinions strongly agree and 26.75 of the respondents no opinions.

Table - 5: Opinion about Effective Services

Opinion No of Respondents Percentage
Circulation 34 56.7
Reference 16 26.7
Online service 10 16.7
Total 60 100
  Source: Primary
The above table states that 56.7 of the respondents agree that they have effective circulation services and 26.7 of the respondents agree
that they have very good Reference services and 16.7 of the respondents of agree that they have very good online services. 

Table -6: Opinion about Improvement of Service Areas

Opinion No. of Respondents Percentage
Circulation 20 33.3
Reference 28 46.7
Online service 12 20.0
Total 60 100
  Source: Primary

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       The above table states that 46.7 of the respondents agree that they have improvement of reference service and 33.3 of the respondents
agree that they have improvement of circulation service and 20.0 of the respondents of agree that they have improvement of online
service. 
Table -7:  Awareness and TQM
Awareness of TQM No. of Respondents Percentage
To a greater extent 12 20
Some extent 22 36
Extent 18 30
No opinion 8 13.3
Total 60 100
  Source: Primary

       The table indicates that 36 of the respondents are some extent awareness of TQM and 30 of the respondents are extent awareness of
TQM and 20 of the respondents are to a greater extent awareness of TQM. 13.35 of the respondents No opinion awareness of TQM. 

Table- 8: Opinion about the of NBA & AICTE

Opinion No. of Respondents Percentage

Strongly agree 28 46.7

Agree 30 50
No opinion 2 3.3
Total 60 100
         Source: Primary

The above table indicates that 53.3 of the respondents opinion about NBA &AICTE agree and 46.7 of the respondents opinion about NBA
&AICTE Strongly agree and only 3.3 of the respondents no opinion about of NBA & AICTE. 

Table- 9: Opinion about Periodical Training

Opinion No. of Respondents Percentage
Strongly agree 20 33.3
Agree 36 60
Strongly disagree 2 3.3
Disagree 2 3.3
Total 60 100
        Source: Primary

The above the table shows that 60. of the respondents opinion about essential of periodical training is agree, 33.3 of the respondents about
essential of periodical training is strongly agree and 3.3 of the respondents about essential of periodical training   is strongly disagree and
disagree.
Table -10: Periodical of Seminar and TQM
Periodical No. of Respondents Percentage
Yes 16 26.7
No 44 73.3
Total 60 100
  Source: Primary

       The above the table shows that 73.3 of the respondents are not attended the seminars TQM and 26.7 of the respondents are attended
the seminars TQM. 

CONCLUSION
Over the past decades technological break through has influenced the working pattern of Library and information centers. The traditional
image of the Library and its professionals has also transformed. The changing needs of the users, the information professionals are
supposed to equip themselves with the emerging concepts. TQM leads to identify the productive growth of academic environment. This
study concludes that most of the Librarians do agree that this kind of concepts will elevate the existing system.

RECOMMENDATIONS
 Librarians should be trained on par with the institutions of national importance.
 They should be sent to attend seminars and conferences on TQM.
 They should be individual building for libraries and additional providing maximum staffs
 High Quality services, Quality Collection

REFERENCE

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Nana Turk, Building a culture of quality assurance in the libraries of the University of Ljubljana, New library world, Vol. 108. No.3/4, 2007,
pp.177-182
Jennifer Rowley, Making sense of the quality maze: perspectives for public and academic libraries, Library management Vol.26 NO.8/9,
2005, -518 pp. 508.
Frankie Wilson, and Stephen J Town, “Benchmarking and library quality maturity”
http://aerade.cranfield.ac.uk/bitstream/1826/948/21/pm6paper.pdf.
Dale H Besterfield etal,TQM 3rd ed., Pearson Education in south Asia, 2003,  18p, 151-153p., 219-220p. ISBN 81-7758-412-X
Pritchard, Sarah M. Determining Quality in Academic Libraries, Library Trends, v44 n3 p572-94 Win 1996.
Konnur, P V, Asundi, A.Y and Srinivasa Ragavan, S, National seminar on best practices in library and information services, 291 – 292 p.
S. Siraj Nissa Begum ,TQM in the Academic Library ISSN 1522-0222 Library Philosophy and Practice Vol. 5, No. 2 (Spring 2003)