Examines the traditional hierarchical administrative structure in academic libraries. Also analyzes some of its features, and questions specific principles of management in order to propose a more balanced organizational type based on organizational behavior and leadership that will best enable academic libraries to meet challenges. (PEN)

This paper describes the Duke University Libraries' transition in early 1994 from its traditional hierarchical model to an organization emphasizing Total Quality Management (TQM) concepts such as self-managing teams and continuous improvement. Existing conditions at the libraries that played a role in the decision to switch included: (1) rising…