The impact of change from hierarchy to teams in two academic libraries: Intended results versus actual results using total quality management

Abstract

The current trend in examining library administrative structures to accommodate change is common in library literature. The team approach, used within the construct of Total Quality Management, is examined in this case study, after which the case study is compared with a similar change that took place at Duke University. This article seeks to ascertain the degree to which the goals of the change are met and/or exceeded. The implications for change from hierarchal to team management hold many possibilities that extend beyond those received by traditional means, benefiting the full-time staff and customers, as well as student assistants. Student assistants make up a large portion of the part-time academic library staff and offer a sometimes "untapped" resource. The inclusion of students in comprising teams may be a refreshing and productive change in management structure. The article questions a real change from hierarchy to teams and also suggests that librarianship may need to redefine the meaning of "profit" in a nonprofit environment.