Library Management Evaluation Theories
Management theory developed in the library field was examined mainly by the ALA. It comprises two aspects: planning and evaluation. However, planning was based on management theories planned for private companies (such as long-range planning and strategic planning/strategic management), and lacked originality as a management theory. On the other hand, evaluation produced a highly original theory compared to planning. Consequently, the discussion here will focus on library evaluation theory.
Library evaluation (performance evaluation) involves creating indicators for items that need to be confirmed in a library’s activity details and for achievements from a management perspective; measurements of these indicators (performance indicators) are taken and library management is assessed based on these measurements. In recent years, ISO 11620 was considered the international standard for this evaluation. When comparing the number of indicators originally introduced as performance indicators with the number listed in ISO 11620, we see that the number has now multiplied by a factor of three, making the evaluation more comprehensive.
Other evaluation methods for library management may also include methods that measure the economic value of libraries, and so on (Molz, 1990), but the actual results that have been applied to on-site library management are limited. In this study, from among all the available library management evaluations, the focus will be on ALA management evaluation theories, ISO 11620, ARL management evaluation theories, Lancaster’s library management evaluation theory, Hernon’s library management evaluation theory, SERVQUAL and LibQUAL+.