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Case Study: Richard F. Barter's Study (Barter, 1994)

In 1994, Richard F. Barter studied the application of the Eight Excellence Attributes on libraries and stated that libraries should morph into organisations that exhibit true excellence. In so doing, Barter focused

Impacts of the Eight Excellence Attributes

Figure 3.8 Impacts of the Eight Excellence Attributes.

particularly on the following points from In Search of Excellence: (1) putting customers (not patrons, borrowers, users) where they belong: as the central focus of library’s mission; (2) adopting new technology (having an independent and entrepreneurial spirit); and (3) unleashing the talent and energy of all people involved in library services (raising productivity through people). He then concluded that libraries needed leadership capable of implementing these concepts.

Conclusions About Using Eight Excellence Attributes

Eight Excellence Attributes is a management model that was extremely popular in the private sector, but as is clear from the number of references, it had almost no influence on libraries. Furthermore, there were no examples of implementation in libraries, and only one case study of a researcher considering the significance and importance of the Eight Excellence Attributes in libraries has been recorded.

From these analysis results, we may ask whether the circumstances were such that library managers found it difficult to study strategic management based on the Eight Excellence Attributes. The reason for this could be that, as in Barter’s study, the Eight Excellence Attributes reflect the common factors seen in excellent companies and its concepts were biased toward profit-seeking companies. Furthermore, Barter states that it is not feasible for any management theory targeting profit-seeking businesses and other non-profit organisations to be adopted as-is to libraries. The second reason could be that the common factors of excellent companies do not form a good framework for strategic management, but rather are exceedingly conceptual, and therefore do not lend themselves well to adoption by library managers in practice.

 
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