THE INFORMATION QUALITY MANAGEMENTIN LIBRARY SERVICES Dr.R.JayalakshmiCollege LibrarianA.D.M.College for WomenNo.1 College Road, VelippalayamNagappatinamCell: 9443532156Email : jeya_2786@yahoo.com

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 qualityThe 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 commitmentQuality Improvement teamsMeasure ProcessesCost of QualityRaise the Quality AwarenessCorrect ProblemsMonitor ProgressTrain SupervisorsZero Defects DayEstablish Improvement GoalsRemove FearRecognizeQuality CouncilsRepeat 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