Annals of Library and Information Studies 49,4; 2002; 141-163.
MEASURING QUALITY MANAGEMENT LEVEL WITH REFERENCE TO ISO 9000 AND
TQM FOR SPECIAL LIBRARIES IN INDIA *
RKVerma
National Institute of Science Communication
and Information Resources (NISCAIR, formerly INSDOC)
14, Satsang Vihar Marg,
New Delhi
The main objective of the study is to assess the.
impact of six factors viz., status of library; size of
LIS units; sector of organization (administrative
control); type of organization (major fields of
activities); resources; and quality awareness level
(as independent variables) on Quality
Management Level (OML) of special libraries in
India. The QML is represented by nine key
activities of libraries viz., Commitment by
management/leadership; Education & Training;
Services standards; Processes standards;'
Customers' survey; Quality manuals; suggestion/
feedback systems; Quality circles; and Individual·
ethics for management and learning treated as
dependent variables. In the. study, the empirical
data was collected through a questionnaire from
a sample population of speciallibraries.in India.
A· TQM based approach was followed by using
modified form of Et,Jropean, Quality Model.
Presents the findings on QML and its variations
among special libraries in India and establishes
knowledge on associative patterns between QML
and six factors. The results of the survey reveal
that (or proper performance measurement of LIS
sector, OML depends upon a TQM oriented
instrument. Concludes that QML is closely
associated with innovation and reorganization
process rather than streamlining and securing
routine functions .and processes. which would be
a conservative approach for successful Quality
Management in libraries.
*Based on authors Ph.D. thesis entitled "Quality ManagementApproaches in LIS Sector in India with particular
Reference to ISO 9000 Standardsand TQM Concepts"
Vol 49 No 4 December 2002
INTRODUCTION
Libraries and Information Centres have a long
tradition of providing information products and
services to its customers. The main ingredient
viz. information has been regarded as a key
resource to introduce innovation and increase
the effectiveness of the organisations including
LIS units. There was a time when it was sufficient
to perfqrm traditional functions such as
acquisition, processing and supplying reading
materials to the users on request. The earlier
scenario has drastically changed now, and
various factors Iike- introduction of Information
Technology (IT); resource constraints in
institutions including budget cut; ever increasing
expectations of users and complexity of
availability of widely scattered material, have
contributed to this state of affairs.
The quality of products and services has also
been maintained by following national and
international standards. However, there has been
a change in the earlier connotation of qUC:ilityas
a static concept which was restricted to the
production or some aspects of service and
confined to the technical aspects only. The
current perception of quality is any activity which
changes with time, environment, customer
reaction and other factors. This has happened
due to the rapid evolutionary process of the
 RK Verma
principles and practice of quality management
(aM) during the last twenty-five years. In this
process, four fairly discrete stages or levels viz.
Inspection; Ouality Control (OC); Ouality
Assurance (OA); and Total quality Management
(TOM) have been identified. Despite this
development, the concept of quality is viewed
differently within the professionals in LIS sectors.
For one group it is just another manage!T1ent
concept with more emphasis on bureaucratic
nature than real term use. Still another group
feels that it is an effective management concept
only in industrial sector and the same cannot be
applied to LIS sector. However, a report published
by FID [1] describing two case studies and further
survey of literature reveals that probably the
correct interpretation, commitment and proper
communication among professionals and positive
attitude towards adoption of the same are the
main factors for its success.
The overall effect of above factors lead to the
situation when a large number of information
products and services remain underutilized and
in some cases even fully unutilized. Keeping this
in view and the benefits of OM standards as
mentioned above, it becomes appropriate to take
stock of the situation in the present system which
will also reveal the approaches followed for
improvement in quality of not only the products
and services but the management itself, in short,
the quality management (OM).
The above introduction leads to the basic
question which is posed to the professionals.
What approaches on OM are being followed
currently by the Indian libraries particularly the
special libraries? It is high time to initiate
systematic efforts towards achieving the same
particularly in view of success of ISO 9000
certified industrial sectors and a few in LIS sector
in the Western countries. With a view to finding
an answer to these questions a fresh look into
the current status of OM approaches is required.
QUALITY MANAGEMENT APPROACHES
Within OM, a variety of OM approaches in the
form of standards, concepts and philosophies
have been evolved. These standards are
- practice-oriented tools whose basic tunctions
may vary from creating and sustaining confidence
in a customer-supplier relationship to providing
a systematic approach to OM. In general,
institutions conform to a large part of the
requirements of its own standards, by adopting
methods that are usually informal and too
person-dependent. Therefore, conforming to the
requirements of ISO 9000 standards would mean
identifying those parts of the systems that are
non-conforming, and then making the entire
system formal and well understood by
documentation and training. The ISO 9000
standards, though, assure quality through
rigorous set of requirements specified by the
institutions themselves, the element of its
consistency and continuity is achieved by
following TOM's philosophy and techniques which
is the ultimate aim for any progressive institution.
All institutions follow some OM approach including
these two extreme approaches, however the
majority may not be following either of these in
its totality for any reason.
Quality Management Level (QML)
The above account may lead to the impression
that adoption of quality standards in the form of
ISO 9000 series is very important for the library
managers to follow. However, misinterpretation
of quality standards requirement and claim that
it is not the prerequisite to lead to TQM path
ultimately [2] and other criticism prevailing in this
field [3] may act as barrier in following these QM
approaches for quality management in LIS units.
With this assumption an attempt has been made
to find out the solution to the problem, by a field
survey of select special libraries in India. For
assessing the OM approach as adopted by Indian
LIS Units, the concept of Quality Management
Level (OML) has been followed as used earlier
in a paper by Johannsen [4] and a FrD report by
Bang[1]. This concept of QML has opened a new
dimension in assessing quality management
approaches systematically. In essence, this
concept is concerned with the efforts pursued to
achieve quality targets and represent as an
indicator of a few well recognized key .activities
towards quality improvement.
Johannsen adds a new dimension in the field of
quality management approaches in LIS sector by
introducing the conceptofOualityManagement
Level (OML) aS8Pplicabletoiibraryservices. He
Ann Lib Int" Stu
 MEASURING QUALITY MANAGEMENT LEVEL

explains that QML can be regarded as predictor
of quality and adds that QM is the predecessor
of quality itself. Theoretically, QML can be defined
as the level of efforts by which a library seeks to
achieve its quality goals. Regarding QML it is
further clarified that there are situations when a
library scoring high on quality (e.g. measured in
terms of high customer satisfaction rate) but low
in QML. This may indicate negative future
changes in the library's quality level. On the
contrary, a high QML for a library with poor quality
results argues well in the future.
3. To find correlations, if any, between six
identified factors (independent variables)
and nine key activities representing Quality
Management Levels (QMLs) (dependent
variables) using questionnaires' data.,
These factors are:
(i) Status of library (Information work level)
(ii) Size of LIS unit (Number of employees in
library)

Within quality management theory two principal (Hi) Sector of organization (on the basis of
frameworks have been developed to enable administrative control)
identification, specification, and measurement of
a company's QML: ISO 9000, and Total quality (iv) Type of organization (on the basis of major
Management (TQM). In the ISO 9000 framework field of activities)
the assessment of QML is based on the
requirements of the ISO standards on QM: (v) Quality Awareness Level
Certification' here is a measure of a company's
QML. TQM is a broader framework than ISO (vi) Resources ~th following five sub-factors
9000. The theoretical background of the TQM
concept is presented in the works of Deming Academic qualifications
[5], and Dahlgaard [6]. The evaluation schemes
and criteria of national and international quality Professional qualifications
awards like the Malcolm Baldrige Quality award,
the Deming Prize and the European Quality Experience
Award provide practical interpretations lfnd
instruments to measure QML· in a TQM Year of inceptLon (Age of the
perspective. QML is here expressed as sum of organization)
scores on different criteria.
Library's annual average, budget
Keeping the above in view, an atfempt has been
made and the key activities representing QMLs
under study are:
1. To know the current status of QM
approaches in Special* LIS units in India a} Commitment by Management!
through field survey Leadership

2. To know the quality awareness level among· b} Education and Training

library/information science professional
heads of special LIS units in India through c} Services standards
field survey

*Special units means libraries/Information services units in major metropolitan cities viz. Delhi, Mumbai,
Chennai, Bangalore, and Kolkata as per the following criteria:

Private and public secturs (including service sector)

R&D units/institutes of S&T nature serving industries' needs explicitly
Libraries (from non-metropolitans also) already known to be ISO 9000 certified

Vol 49 No 4 December 2002 143

R K Verma

d) Processes standards total quality management tradition a normative

framework for evaluating QML has been
e) Customers' survey developed by Deming, in his so called 14 points.
These 14 points provide criteria by which anyone
fi) Quality manuals in the organization may measure the
performance of management as to quality
g) Suggestion/feedback systems management giving everyone a basis by which
to answer the question: "How is the QML of this
h) Quality circles particular library?" As a consequence of the
growing awareness of the importance of quality,
i) Individual's ..working ethics and a situation is emerging where quality
learning management is no longer an exclusive
management concept for the few but a common
With the above six factors (independent feature and everyday necessity of a library
variables) and three Quality Management Levels management and administrative programme. The
(dependent variables), following null hypothesis growing importance of the quality issue creates
are tested need to understand how QML is associated with
different factors. The aim is to Rresent findings
(i) Status of LIS unit in .terms of information on QML and its variations among special libraries
work level (advanced, modern or traditional) in India and to establish knowledge on
is not associated with Quality Management association patterns between QML and a number
Level (QML) of factors as independent variables. For this
purpose, the empirical data is taken from the
(ii) There is noa.ssociatio~between size questionnaire's survey of sample of special
(Number of employees in LIS unit) and QML libraries population in India.

(iii) There is no association between sector of 9uestionnaire's Design

organisation and QML
:rhe main criteria was to include all basic
(iv) There is no association betw~en type of concepts reflecting the TQM philosophy and ISO
organisation and QML 9000 standard. Within this framework, it was
intented to divide the questionnaire's design into
(v) There is no association between quality 4 parts viz. Section A: Factual Data; Section B :
Awareness Level and QML General Issues/Aspects; Section C : Strategical
Issues/Aspects; and Section D : Operational
(vi) There is no association betw~en resources Issues/Aspects followed by one open ended
(including human and financial types) of question.
LIS units and QML
As mentioned above, Section A refers to the
NATURE OF THE STUDY factual data which also includes requirements for
data on five factors, -the sixth factor Le. 'Quality
The main objective of the study IS to assess the Awareness Level' is derived from set of
impact of various factors on Quality Management questions from Section B. For the purpose of
Level (QML) of special libraries in India. This calculating QML' score for each record of
assessment of a given library's QML i'3J complex questionnaire, Sections C and D are used.
and demanding evaluation task and is Regarding tne structure and number of questions
represented by certain key activities of libraries. in each section, out of a total of 55 questions
One library's strength may be quality planning (excluding Section A and 56th open ended
emphasizing definition of quality goals, question), 13 pertain to Section B, 20 from
objectives, and standards while another may ~ection B, and 22 from Section D. Section A
focus on active collection of information on contains 17 questions marked from (a) to (u).
customers needs and preferences. Within the The complete design of the questionnaire

144 Ann Lib lnf Stu


including contents with all the Sections and which
has been used for data collection is provided in
Appendix I..
Sampling
For collection of data, the target population was
decided to be special libraries for the sole reason
that .they are attached to the institutions which
give priority to the aM standards and concepts
as the major focus by virtue of their policies. Also
to have sufficient and meaningful data this
decision was taken without having any
discrimination with purely academic and public
libraries. For selecting sample out of the
population of special libraries in India, the
following criteria was taken in to account:
Private and public sectors (including
service sector)
R&D units/institutes of S&T nature serving
industries' needs explicitly
Libraries already known to be ISO 9000
certified
For the purpose of sending questionnaires the
following sources were consulted for identifying
the addresses of the LIS units.
(a) Directory of R&D Institutions in India by DST
[7]
(b) Directory of S&T Institutions in-India by
INSDOC[8]
(c) - Q-Prod Directory of ISO 9000 certified.
. companies in India [9]
(d) CSI R Directory 2000 [10]
MEASURING QUAUfY MANAGEMENTLEVEL
Data Collection
As mentioned above, survey method using well
designed questionnaire for knowing existing
status and future plans of major special libraries
was followed for the study.
In all, 175 questionnaires were sent to the heads
of the libraries/information units attached to
various institutions in Delhi, Mumbai, Pune,
Chennai, Bangalore and Kolkata. Out of which
113 were received back which is 65% response.
In Delhi region, the data we-re collected
personally by visiting the libraries with the
purpose of clarifying points, if any, desired by
the respondents. A few questionnaires were also
received bye-mail particularly those from outside
Delhi region.
For the purpose of data analysis, a modified
database structure as in Table 1 was used which
was subsequently fed in to SPSS package for
testing various hypotheses.
Codification and scheme for data analysis
As mentioned earlier, for the purpose of fulfilling
the objectives of the study, six factors and nine
key activities representing QMLs were identified,
the details of which are given in Tables 1 and 2
along with the codes, and criteria for scoring for
data analysis. Further, the distribution of
questions arranged by key activities represent s
quality management levels (QMEs)- is given in
Table 3. The identification of factors and QMLs
is based on the similar study made by Johannsen
who has used modified scheme of European
lTIodel for Total Quality Management Criteria .
 R K Verma

Table 1

FactolS. their codification and scheme for scoring .

Size ofofof
Resources
Factor LIS unit NA
Structure
Maximum 5-Phd.
Codification
2-Modem
for1-Govt.
1-Academic
2-R&D
2-Autonomous
2-Medium
1-Advanced
Score
Academic
Total
.
5-10
Qualifications:
score
Status
Quality
Type
Sector of
Awareness
Organization
library
Organization
level respondent
Score
option
Equal
no. to1-High-45-65
equal
chosen
chosen as
1-High
the to per
number
by >10 5 of
option
the
M
ntrol -- 6.
Basis)
sl) in library)
vities basis) reverse
3-B.Ub
=19
5-Hea1th
4-Private
6-Others
5-Academic
6-Trade
options
questions
*negative order
Sc
3-Traditional
3-Public
3-Low-1-4
10-Others
4-Mlib Sc care for
Association
sector
in industry
positive
and
3-Manufacturing
7-Financial
4-Service
8-Consultancy
9-Management in industry
questions
industry

Contd.

146 Ann Lib lnf Stu

 --------- -
MEASURING QUALITY MANAGEMENT LEVEL

Table 1(contn.)

SI. No. Factor

yrs 2-
as
=5
3-
(3TotalCodification
Academic
Structure
The Medium
follows:
5-Ph.D
criteria
details
Low
Professional
Experience
Year
1-
(3levels)
High 1-8for
Qualifications
options
levels)
Year
Experience
Library's
of
Library's 9-13
are:
=forScore
3 scores
== 33 is=5
Qualifications
Inception
14-19
of in five
inception:
Budgetbudget:
s 3-Graduate
3->
2- 10 Rs.
4-Post
From
2-Under Graduate
1951-1970
Graduate
parameters L::ll.hs
are 19 nos.

lifications:

*Negative types of questions: 1, 3, 6, 8, 13

The nine key activities based on TQM framework
and representing three levels of QMLs have
I'
I been modified from the 11 nos. provided in
European Quality Award mode,1(Table 4). The
criteria for calculating· total score along with the
QML indicators is given below. The details of
codification and scheme for data analysis is given
·in Table 2.
 R K Verma

Table 2

Quality management levels (QMLs), their codification and scheme for scoring

SI. Commitment
Processes
QML
Individual
Services
Quality
Education
Customers' standards
ethics
standards
Suggestion/Feedback
manuals
circles
and Same
Same
by for Options
Codification
Five
Training
survey 55
as
as score
above
above
As
25,47
23,24,41
14,19,31
27,35,36
26,
16,
21,42
52,
15,
20,44
Question
as in
28,
17,
50,
53,
from
Maximum of
Structure
Same Sr.
30,
18,
51,
54,
given
questions
SCOieof
Same 51
ofscheme
scheme
as
scheme
no.(s)
indicator)
chosen
example
out in
each
3as
by and
for
above
above
score
questions
option
asthe
put per
score
for in so
Score
with
is°
ison.
following
respondent.
question
each
against no. The
11 the
20
35
75 with
based
questions
maximum
option
in
negative*
is 15 will
this
option
Sr. no.
codes:
as
have
(based
3 QML with 5 as
points
For
per
sense
and a the
on
gly
ee
ee agree
xtent agree maximum
1and
will
38,
2 so
have
39,
questions
order
(Appendix
score Le. marks
on.
Questionnaire
the the
difference
40, score
that
having
option
is 10 I)
here each
in reverse
maximum
5 have
5because
will as ofscore
only
8.

*Negative type of Questions 30, 32, 33, 45

 MEASURING QUAUTY MANAGEMENT LEVEL

Criteria for' three-level ranking QML' score for Range of Scores for LIS 174 to 205
Institutions (LIS Units) units with High OML (>85%) (Rank 1)

Tota~Maximum score calculated: 205 Range of Scores for LIS units: 133 to 173
as per option no. with 5 as with Medium OML (65-84%) (Rank 2)
maximum score per question
(as chosen by the respondent Range of Scores for LIS units 1 to 132
out of 41 questions, 20 from with Low OML «65%) (Rank 3)
Section C, and 21 from Section,
ignoring one question Le no. 35 The set of questions arranged by nine key
because of its dependency on activities representing OMLs are given in the
Q. no. 34) Table 3.

Table 3

Distribution of questions arranged by key activities representing

Quality Management levels (QMLs)

1.
There
SI.No.1
aAre
TOM
All Services
Processes
QML
Suitable
you isishave
isIemployees
Leadership
Do not
staff
you amembers
Commitment
Education
not
keepneed standards
aatan
establish
enough
standards standards
toby
and
quick
top
records tollow
Training
fix
including
norms but
management
recommend
adequately
identifiable
shouldof IIestablished
1.
requires
frontline
or
these
be benchmarks Questions
afor
whether
trained
process standards
long
standards
level
and
established
tests is
andstaff
totheterm
carry
afor
carry
must
for
should
same
a out
delivering ofaare
quality,service
investment
uisition,
for
out
inspections?
key receive
starting
thebut
processesunderstood and accepted by all
ship 3.
2. mation
2. The
any and
1.
various
against
training
concerned
of time
which areascenter
qualitywell
over
conforms known
processes?
which
in quality
for
is also
you
training to the
toawareness
improvement
several important
can should
test
years
your staff
andand
program
customer's at various
beinspect
continuously
how
in levels
thetolibrary/infor-
requirements? scrutinised

Contd.

Vol 49 No 4 December 2002 149

"

R K Verma

Table 3 (Contn.)

SI.No.1 QML Questions

5. Customers' survey 1. Regular customer (user) survey should be undertaken

2. Do you identify the methods whereby you check customer's
satisfaction?

6. Quality manuals 1. By involving workers in decision-making process you could

use their service up to the full potential
2. The optimum quality of any product/service is determined
taking into account the cost factor also
3. The quality targets should be well defined for achieving
quality goals
4. Designing library manuals for quality improvement help in
building sense of responsibility and delegation of authority
among staff
5. There should be a document record which states who will
do what, when, how and why
6. There are problems in establishing good relationship
between top management control and promoting employee
empowerment
7. An attempt to change the organizations culture is resisted
by financial and other processes
8. Do you have means for selecting and checking the
performance of your suppliers (vendors)
9. Do you have procedures in place for cases of non-
conformance, when a uisition does not meet your
requirements or those of customers?
10. Are records kep~to 5l!·jw what happens when performance
is not satisfactory?
11. Do you have records, which demonstrates performance of
your supplier
12. Do you choose a supplier on the basis of price alone?
13. Do you identify the methods whereby statistics are kept of
loans, sales, complaints, & enquiries?
14. Do the employees report for problems in their areas of
work before it is noticed by the management?
15. Do you follow statistical process control methods such as
flowcharting, check sheets, cause & effect diagrams,
control charts etc.

7. Suggestion/feedback 1. Suggestions from all the staff members should be taken

systems for quality improvement on a regular basis
2. Are the employees competent enough to identify the
causes of the problems and possible solutions to offer as
suggestions

Contd.

150 Ann Lib Inf Stu

 MEASURING QUALITY MANAGEMENT lEVEL

Table 3 (Contn.)

SI.No.1 QML Questions

8. Quality circles 1. The initiation of Quality improvement project teams leads

to TQM path
2. Team building skills like coaching, holding question
sessi~ns, listening carefully to the staff problems and
I· creatively soliciting is essential to the path of TQM
i
3. Employees show reluctance to recommend changes for
better procedures because of fear of top management
4. Do you modify the product/service specifications as per
the changes in customer's demand?

9. Individual's Working Ethics 1. Quality improvement is linked with organisational change

and learning and learning
2. Do you have a clean desk where you can always find things
you need?
3. Do you make notes of activities to do in a particular day?
4. D~ you see to it that no tasks are postponed irrespective
of your disliking the same?
5. Do you respect hierarchical structure while communicating
with your colleagues?
6. Are you polite with your colleagues and subordinates even
in situation Gf Piv;tucaiion
7. Do you listen to others attentively even if you do not agree
with them?

It may be noted here that for self-evaluation
purpose or for single and multiple case studies,
the European and similar models would be an
adequate means. However, if we need an overall
picture of QML in the US sector based on a
survey sites to enable statistical generalization
we may prefer another more simple model.
Otherwise, we may expect data quality problems
and a low response rate because of lengthy
questionnajres arid difficulties of US sector
respondents in proper understanding of the
questions. Though for the purpose of survey for
QML a sample of population of special libraries
in India were selected, the main elements of the
European model have. been retained as
represented by the degree to which the key
activities.ard favoured by the respondents. Most
importantly the quality results here have not been
addressed, but the study has only focused on
the 'enablers' as mentioned in the said European
model.
APPROACHES FOR MEASUREMENT OF OML
(ISO 9000 VS. TOM SCALE)
Within Quality management theory two main
fr:::trne'..A.'':)rks
have been developed to enable
identification, specification, and measurement of
an organizations's QML
These are: ISO 9000 and Total Quality
Management (TOM). In the former framework the
assessment is based on the requirements of the
ISO standards on quality management.
Certification here is a measure of an
organization's QML Regarding the latter case
i.e. TQM, the same is a broader framework than
ISO 9000. The theoretical background of the TQM

Vol 49 No 4 December 2002 151

R K Verma

is provided in the works of Deming, Juran, and
Dahlgaard. The assessment scheme and criteria
of national and international quality awards like
.the Malcolm Baldrige Quality Award, The Deming
Prize, and The European Quality Award provide
practical interpretations and instruments to
measure QML. In a TQM perspective, QML is
expressed as sum of scores on different criteria.
As an example, the main criteria for the European
Quality Award is indicated in the Table 4.

Table 4

. Assessment criteria of The European Model for Total quality Management 1994

S.No. Enablers
Results R esources
Customer
Business
QML
Impact
PolicyIndicator
Processes
Categorization
People Management
Satisfaction
Leadership
&on Society
~rategy 140
90
80
Structure200
results 100
Satisfactionfor Score
150
60 1000

Compared to the requirements of ISO 9000
standards on QM, the European model contains
unique elements like staff management and
quality results. If we take a closer look at the
elements common to the ISO 9000 standards
and the European Model i.e. Leadership, Policy
and Strategy, Resources and Processes, a few
significant differences are found. For example,
Leadership in ISO 9000 is understood in terms
of mainly the responsibility and authority, policy
and management review whereas the TQM-
oriented European model also counts elements
like a consistent TQM culture, involvement with
customers and suppliers and active outside
promotion of TQM under the 'Leadership'
indicator. For the purpose of the present study,
a simple version for assessment is followed with
some modifications of the European model
keeping all the main elements of this model.
Instead of concentrating on presence or absence
of particular key activity, the appropriate score
is awarded to degree of agreement with the
strategical i.IIU operational aspects as reflected
in the questions in the questionnaire. The details
of the same have already been provided.
ISO 9000 VS QML
Before analyzing the impact of various factors
on QML it would be interesting to note any relation
between ISO 9000-oriented and TQM-oriented
(QML) scale. The Table 5 provides the
distribution pattern between these two variables
using SPSS package as a cross table.
 MEASURINGQUAllTYMANAGEMENTlEVEL

Table 5

No 113
Under21
75
Certified
plan
Quality 0116
125Management
0
Total4 8
3476
48
MediumQML
plan
process for certification
HighQML 24
5
3
33
1 Low
Level (QML) Rank QML to ISO 9000 and
according a TQM-oriented scale

ISO 9000

Chi-square Pearson value (Tc): 2.B61
Degree of freedom: 6
Tabulated value (Tb) at 5% level of significance:
12.5916
Since Tc<Tb so there is no significant relation
between the two frameworks of measurement.
The p-valu~ Le. 0.826 also supports this view
since in statistical terms we speak of significant
relationships only when p-values are below 0.05
ASSOCIATIVE PATTERNS
Status of library
Categorization: The categorization of libraries
into three parts as Traditional, Modern, and
Advanced is based mainly on the sophistication
of services rendered by them. For example, non-
computerized services belong to lowest level Le.
Traditional. while those having computerized
services fall under 'Modem' and those with online
access to external databases and/or with digital/
electronic libraries facilities qualify for
'Advanced' _ This categorization may not be
universal since while deciding about this aspect
one has to see the relative status of the libraries
in Indian context.
Distribution of entries : The status wise
distribution of libraries is shown in the Table 1
Regarding the impact of status of library in terms
of its information work level on QML, it is observed
that the calculated value of Chi-square is 10.05.
This is greater than the tabulated level i.e.
7.77944 (taken at 5% level of significance). It
simply means rejection of null hypothesis i.e.
There is no association between the status of
libraries and QML. So the alternative hypothesis
is accepted which says that the factor status of
libraries in terms of information work level has a
significant relation with QML.

Table 6

Distribution pattern of Status of Libraries (Information work level) and

Quality Management Level)

71
27
Traditional
113
Modern 1848
Total 3-HighQMLwork !c,vel) . 23
771121
15 M~~!!JmQML 8
33
2 LowQML
SI.No. Advanced
Status (Information 153

1.
 R K Verma

Assuming 5% level of significance Size (Number of employees) in library

Chi-Square Pearson value (Tc): 10.05
Degree of freedom: 4
Tabulated value (Tb): 9.48773
Tc>Th, So, null hypothesis is rejected
The size iri terms of number of employees in the
library and information service unit is categorized
into three parts with 1-<5; 2-5 t010; and 3-> 10.
The categorization has been done keeping in
view the overall distribution of data and is a
relative term.

Table 7

Distribution pattern of Size (Number of employees in library) and

Quality Management Level

SI.No. 44
39
*110
27
Low 73(Number
Medium
Total
28
25
20 41HighQML
2
MediumQML
High
Size 33
6
18
9
LowQML
of Employees)

*Indicates that out of 113 respondent:>, 110 had furnished thp. C'0mp!ete information

Assuming 5% level of significance Tc<Tb, so null hypothesis is not rejected

Chi-Square Pearson value (Tc): 4.396 Sector of Organization

Degree of freedom: 4 The distribution pattern of sector of organisation

and QML is indicated in Table 8.
Tabulated value(Tb) : 9.48773

Table 8

Distribution pattern of Sector of organization and Quality Management Level

SI. No. Academic

52
19 4
Autonomous
Private
113
45
33
Government
Others
Public Total
Sector 0 Sector
9 MediumQML
21
130
35
2
11Sector
76 4
0
3of
Sector 33
10
21
6
5
9
LowQML
Organization
HighQML Ann Lib Inf Stu
 MEASURING QUALITY MANAGEMENT LEVEL

Assuming 5% level of significance Tabulated value (Tb): 18.3070

Chi-square Pearson value (Tc) : 14.966 Tc<Tb, so null hypothesis is not rejected

Degree of freedom: 10

12
10
2
74
113
Academic
Trade
Health
Service
Financial
R&D583
5 4 41High
1Industries
Associations
Care
5
0
9
1 Industries
2 MediumQML
Others 76
39
2
8
3
Total
Manufacturing
Consultancy
Management
Type of Industries
Organization
QML 1
18
0
2
3
6
33.
LowQML Table 9

ern of Type ot organization and Quality Management Level

51.No.

Type of Organization Degree of freedom: 18

Assuming 5% level of significance Tabulated value (Tb): 28.8693

Chi-square Pearson Value (Tc) : 27.524 Tc<Tb, so null hypothesis is not rejected

Table 10

Distribution pattern of Quality Awareness level and Quality Management Level

113
43
Low 6 MediumQML
64
Medium 629
-2
4231High
Total 13-
20
SI.No. High 77
Quality QML LowQML
Awareness 33'
Level

Vol 49 No 4 December 2002 155

R K Verma

Quality Awareness level Degree of freedom: 4

Assuming 5% level of significance Tabulated value (Tb): 9.48773

Chi-square Pearson value (Tc): 3.046 Tc<Tb, so null hypothesis is not rejected

Table 11

Distribution pattern of Resources and Quality Management Level

SI.No. Low 10
75- 3High
Resources
Medium*95 6
55
8
69 4
17
2
23
TotalLowOML
MediumOML
High OML

*Indicates that out of 113 respondents 95 ~ad furnished the complete information

Resources are different in content and scope, though having

Assuming 5% level of significance
Chi-square Pearson value (Tc): 2.276
Degree of freedom: 4
Tabulated value (Tb): 9.48773
Tc<Tb, so null hypothesis is not rejected
CONCLUSION
The results of the survey have revealed that
proper performance measurement of LIS sector
OML should depend upon a TOM oriented
instrument since the scope of ISO 9000 measures
are too narrow and cannot be applied broadly.
The framework based on the evaluation schemes
of the quality awards could be applied to LIS
sector OM purposes. Regarding OML, the
findings showed that about 10% libraries were
involved in ISO 9000 assessment. However, the
comparison of ISO 9000 level of assessment w!th
OML as suggested in this study reveal no
association between them, which implies that to
follow TOM path, it is not essential to go for ISO
9000 certification first since the two approaches
some common requirements. The findings also
revealed some interesting association patterns
between OML and a number of factors confirming
that TOM is closely associated with innovation
of services and an integral part of change
management in the LIS sector. Thus it seems to
be a conservB.tive approach to speak of OM only
in terms of streamlining and securing routine
functions and processes.
REFERENCES
1. BANG (T) eta!., comp.: ISO 9000 for
Libraries and Information Centres: A Guide
Report of a project supported by
NORDINFO, FID 713, The Hague,
Netherlands: 1996, 95p.
2. CHAKRABORTY (S) : Will quality happen
if we got ISO-9000? Management
development programme on Total Ouality
Management in Library & Information
Services. 11M,Lucknow, 1999, 140p.
3. ELLIS (Debbie) and NORTON (Bob):
Implementing BS 5750/ISO 9000 in
Libraries. - Aslib : London, 1993.-121p.

156 Ann Lib Inf Stu

 .•.

MEASURING QUALITY MANAGEMENT IEVEL

4. JOHANNSEN (Carl Gustav) : Quality 7. Directory of R&D Institutions 1999. New

Management and Innovation: Findings of.
a Nordic Quality Management survey. Libri
1995,45,131-44
5. DEMiNG (W E) : Out of the CriSIS.
Cambridge: Mass. Institute of Technology,
1986, 18-96 Juran, J M: Juran on planning
for quality. New York, The Free Press, 1988
Delhi: DST, 1999; 284p.
8. Directory of S&T Institutions in India. New
Delhi: INSDOC, 2001
9. Q-Prod Directory of ISO 9000 certified
companies in India . New Delhi: Q Prod
Publishers, 1995, 217p.

6. DAHLGAARD (J J) etal The quality 10. CSIR. Directory 2000. New Delhi:
journey - a journey without an end . NISCOM(C""""') nnnr. ~"'A._
.::>In , LUUU, 10'+1-'.
London: Cartax, 1994

Vol 49 No 4 December 2002 ]57

R K Verma

APPENDIX I

QUESTIONNAIRE

Quality management approaches in Library and Information Services (LIS) Sector in india with particular
reference to ISO 9000 standards and TQM Concepts

Section A- Factual data

(a) Name:

(b) Designation : Phone e-Mail

(c) Qualifications:

(d) Experience:

(e) Organisation :

(f) Type of organisation (PI. tick mark):

Academic R&D Manufacturing industry Service industry

Health care Trade Association Financial industry Consultancy

Management Other (PI. specify)

(g) Year of inception:

(h) Total Budget (PI. tick mark): <5 lakh 5 - 50 lakh 50 lakh -1 crore >1 crore

(j) LIS unit's budget:

(k) Number of employees in ?rganisation.

(I) Number of employees in LIS unit:

(m) Please indicate (tick mark) the current status/level of your library/Information Centre:
(as per the following criteria)

(i) Advanced (fully automated activities; including online access to external databases/
digital libraries or electronic document delivery)
(ii) Modern (including applications of computers for in-house activities)
(iii) Traditional (not computerised; including routine library activities like circulation,
document supply, etc.)

(n) Please indicate (tick mark) ttv, status of ISO 9000 series of standards adoption:

(i) Certified (ii) Under Process (iii) Under plan (iv) No plan

158 Ann Lib lnf Stu

 MEASURING QUAI1TY MANAGEMENT LEVEL

(p) Please indicate (tick mark) the applicability and coverage of ISO 9000 series of standards as
per the following options: _

(i) Parent organisation only (ii) LIS unit only (Hi) Parent organisation and LIS Unit

(q) What are the Library/information products/services covered in certification:

(r) Whether any Quality consultant/Manager was appointed:

(i) If so, from within or outside the organisation (PI. tick mark):

(s) Your experience in Quality management Projects/Activities:

(t) . Any formal/informal quality assurance/management practice (other than ISO 9000) adopted
(such as TQM, Quality circle, Statistical process control, Benchmarking etc.):

(i) If so, give details:

(u) Any national/international quality award conferred on your esteemed organisation:

(i) If so, give details:

Vol 49 No 4 December 2002 159

R K Verma

Section B - Quality Management - General issues/aspects

Please tick mark the answer on one of the following options on a 5-point scale as below:

1- Do not agree, 2-To some extent agree, 3-Agree, 4-Strogly agree, 5- Very strongly agree

1. Quality is an absolute category linked to universal and eternal values I 1 23 34 54 5

1 12
1
2. Quality is a dynamic entity changing with tilT)e, customer's requirements
and other factors 1 2 3 4 5

3. Richness and range of collections in library speaks of good quality

4. Quality is system driven and not attained by chance

5. Terminological and conceptual inconsistencies prevalent in Quality

management act as barrier in the path of its improvement

6. Customer-focus comes in way of professionalism

7. It is the system not the employees that is responsible for most

inefficiencies in the library

8. Doing the work right the first time is only a quality slogan and is
difficult to maintain in practice

9. If the organization, particularly the LIS section is not certified for

ISO 9000, the quality service will not be achieved

10. The accreditation for ISO 9000 undermine autonomy and ability to
use one's own skills

11. There is a direct relationship between certification for ISO 9000 and
TQM philosophy

12. Bureaucratization inherent in ISO 9000 standards can demotivate

those wishing to be more innovative

13. The philosophy of continuous improvement impose pressures at work

160 Ann Lib Inf Stu

 --------------------------------,....
MEASURING QUALITY MANAGEMENT LEVEL

Section C - Strategical issues/aspects

14. It is not enough to recommend standards for quality, but whether the
same are understood and accepted by all concerned is also important 1 2
234
3 345
34 54 55

15. Quality improvement is linked with organisational change and learning 1 2 3 4 5

1 1 22 3 4 5
16. By involving workers in decision-making process you could use their
service up to the full potential

17. The optimum quality of any product/service is determined taking into

account the cost factor also

18. The quality targets should be well defined for achieving quality goals

19. Leadership at top management level is a must for starting any quality
improvement program in the library/information centre

20. Regular customer (user) survey should be undertaken

21. There is a need to follow established standards of service

22. Designing library manuals for quality improvement help in building

sense of responsibility anq delegation of authority among staff

23. All employees including frontline and staff should receive training in
quality awaren~ss and how to carry out customer service goals

24. The areas for training should be continuously scrutinised and well
known to the staff at various levels

25. 24
3 5
Suggestions from all the staff members should be taken for quality 1
improvement on a regular basis
QM path
26.

27.

28. Team building skills like coaching, holding question sessions, listening
carefully to the staff problems and creatively soliciting is essential
to the path of TQM 1 2 3 4 5

29. There should be a document record which states who will do what,
when, how and why 1 2 3 4 5

30. Employees shaw reluctance to recommend changes for better

procedures because of fear of top management 1 2 3 4 5

31. TOM is not a quick fix but requires a long term investment of time
over several years 1 2 3 4 5

Vol 49 No 4 December 2002 161

R K Verma

32. There are problems in establishing good relationship between top

management control and promoting employees' empowerment 1 2 3 4 5

33. An attempt to change the organzation's culture is resisted by financial

and other processes. 1 2 3 4 5

Section D - Operational issues/aspects

The respondent is requested to answer the following questions on the 5-point scale as below:

1-Never, 2-Selaom, 3-0ccasionally, 4-Usually, and 5-Always

34. Do you have means for selecting and checking the performance
of your suppliers (vendors)? 1 2 3 4 5

35. Do you establish norms or be: :Ghmarks fcr a uisition, aqainst

which you can test and inspec 1 2 3 4 5

36. Do you keep records of these tests and inspections? 1 2 3 4 5

37. Do you have procedures in place for cases of non-conformance,

when a uisition does not meet your requirements or
those of customers? 1 23 34 54 5

38. Are records kept to show what happens when performance 1 1

is not satisfactory? 1 1

39. Do you have records, which demonstrate p~rformance of your supplier

40. Do you choose a supplier on the basis of price alone?

41. Are staff members adequately trained to carry out the various
processes?

42. Do you have an identifiable process for delivering a service which

conforms to your customer's· requirements?

43. Do you identify the methods whereby statistics are kept

of loans, sales, complaints & enquiries?

44. Do you identify the methods whereby you check customer's satisfaction?

45. Do you blame employees and not the system in case of inefficiency
in the work?

46. Do the employees report for problems in their areas of work

before it is noticed by the management? 1 234 5

47. Are the employees competent enough to identify the causes of the
problems and possible solutions to offer as· suggestions? 1 2 3 4 5

162 Ann Lib lnf Stu

 ---.

MEASURING QUALITY MANAGEMENT LEVEL

48. Do you follow statistical process control methods such as

55. flowcharting, check sheets, cause & effect diagrams, control charts etc.? 1 23 34 54 5
52.
51.
54.
50.
53.
49.
Do you modify the producVservice specifications as per the changes in 1 22 33 44 55
customer's demand? 21 2
3 4
3 54 5

Do you make notes of activities to do in a particular day?

Do you have a clean desk where you can always find things you need?

Do you see to it that no tasks are postponed irrespective of your

disliking the same?

Do you respect hierarchical structure while communicating

with your colleagues?

Are you polite with your colleagues and .subordinates even in

situation of provocation

Do you listen to others attentively even if you do not agree with them?

Open ended question

56. What are your views on quality improvement approaches including ISO
9000 and TOM? Please arid any other information related to the same
which you think may contribute to successful Implementation of quality
improvement activities (Please write in brief up to a maximum of 300 words)

Vol 49 No 4 December 2002

163