Transcript Slide 1

THE INFORMATION QUALITY MANAGEMENT
IN LIBRARY SERVICES
Dr.R.Jayalakshmi
College Librarian
A.D.M.College for Women
No.1 College Road, Velippalayam
Nagappatinam
Cell: 9443532156
Email : [email protected]
Introduction
The last decade of the twentieth century and the first decade of the twenty - first
century witnessed the occurrence of a great knowledge explosion.
The most clear-sighted guardians of libraries could see the entry of experts belonging to
another region and work in their turf
The task that lies before the knowledge providers is to gather information from all
reliable sources and keep it ready for the knowledge-seekers
Concept of Information Quality Management
What does S E R V Q U A L Measure?
L I B QUAL
FOUR DIMENSIONS
Quality Management
Quality Management System (QMS) provides a management framework that gives
libraries the necessary controls to address risks and monitor and measure
performance in their business. It can also help libraries to enhance their image and
reputation inside their parent organizations. Quality Management is considered
more formally as part of organization and departmental policy and planning.
Deming Management Method
Deming’s out of the crisis in which he outlines his famous fourteen points quality
The Key to Japan’s competitive success (Masaaki Imai’s Kaizen). After reading these
books, it became clear that the business case for information quality is the same as the
business case for quality management in general.8
Barriers
After having considered the benefits that can be reaped by putting into practice
the principle of total quality management, and the principle of information
quality management, it may be necessary to consider the barrier factors for TQM
implementation in LIS. First of all, two main barriers may be mentioned. The
rigid organizational culture imposed on all the sectors of the library and
authoritarian management style. This observation makes it clear that external
factors do not prevent the knowledge experts and information providers from
performing well.14
Encouraging factors
While Raina(1995)17speaks of feedback from participants has continually been revealing
and sometimes their appreciation had even surpassed all expectations. Sherikar and
Tange(2006), after barring studied the functioning of some of the libraries in India found
the work culture very unsatisfactory and the librarian’s leadership quality highly
satisfactory.
Conclusion:
Philip Crosby’s
The fourteen steps to Quality Improvement:
Management commitment
Quality Improvement teams
Measure Processes
Cost of Quality
Raise the Quality Awareness
Correct Problems
Monitor Progress
Train Supervisors
Zero Defects Day
Establish Improvement Goals
Remove Fear
Recognize
Quality Councils
Repeat the cycle
Crosby’s Philosophy for quality assurance presented diagrammatically may make it clear
that Zero Defect or Right the First Time has great advantages. One has to aim properly
and thoroughly to get it done right the first time. He believes it is cheeper to do it right
coming back to the situation. Crosby also believed that managers need to lead by
example set standards that all employees can reach as well as the needs of the
business