By Danuta A. Nitecki
Severely acclaimed due to the fact that its inception, ''Advances in Librarianship'' is still the fundamental reference resource for advancements within the box of libraries and library technological know-how. Articles released within the serial have gained nationwide prizes, reminiscent of the Blackwell North the US Scholarship Award for the exceptional 1994 monograph, article, or unique paper within the box of acquisitions, assortment, improvement, and similar components of source improvement. All components of public, collage, college, basic and secondary faculties, and certain libraries are given updated, serious research by way of specialists engaged within the perform of librarianship, in instructing, and in examine.
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Extra info for Advances in Librarianship, Vol. 28
1998, p. 301). These characteristics fit well with the traditional cataloguing role, for example. This is not to suggest, however, that there is not a wide range of other types attracted to librarianship. In 2000, an analysis of 66 permanent staff at the UWL confirmed the modal type for the Library to be ISTJ. The next most popular type was ISFJ. Other types in the sample included at least one representative of all but one of the 16 types identified by Myers and Briggs. Without wishing to give undue emphasis to the predictive uses of type, the MBTI has proved a valuable tool for both individual and organisational awareness.
17). Without re-examining these definitions or listing the many concepts attributed to quality, the definition which best describes the understanding and the aims developed for the UWL quality program is: “TQM is defined as a structural system for creating organization-wide participation in the planning and implementation of a continuous improvement process that 22 F. McGregor meets or exceeds the expectations of the organization’s customers or clients. As many organizational development experts have noted, ‘TQM is a journey, not a destination’” (Shaughnessy, 1995, p.
It has similarities with the North American instrument, LibQual þ . 28 Table II Extract from UWL Performance Indicator Framework Client group Expectations Students Service excellence; knowledge and understanding of needs; skills to identify, locate and evaluate information; access to resources and facilities; collections relevant to their needs Performance indicators Access to resources Client satisfaction Access to information literacy Facilities use rate University executive Leadership in the library and information community; satisfaction of the scholarly information needs of the University; expertise in the navigation of complex and diverse scholarly information environments; cost-efficient operation Leadership effectiveness Effective budget utilisation Client/stakeholder satisfaction Information Resources Fund usage Measures % Materials immediately available; shelving accuracy; database usage % Clients satisfied (Rodski Customer Survey); number and type of client feedback incidents Number of clients participating in information literacy tuition; workshop evaluations Facilities use; entry gate counts Number of staff involved in professional committees; % strategic plans achieved; benchmarked leadership results Expenditure against targets; processing costs % Clients satisfied; number and type of client feedback incidents; number of clients using services Expenditure against targets; cost of supply; speed of supply; collection relevance Excellent Libraries: A Quality Assurance Perspective 29 The arguments against the “customer” terminology advanced by Quinn and others are more than adequately dealt with in the work of Hernon et al.