College and Research Libraries 536 I College & Research Libraries • N ovemb~r 1980 munication and education profession. Their patrons, on the other hand, regard them as aloof, pedantic document shuffiers. She be- lieves this negative image has changed little in eighty years despite major changes in the profession during that time. Although the - study was creatively de- signed, the analysis of the statistical findings lacks depth. The scope of the topic is so broad that some aspects are treated super- ficially. Sampling techniques are inad- equately described, and there is not enough comparison from chapter to chapter. The writing style is conversational ("Tough luck for ex-librarian M urn who fears she may be turning into a cabbage"), which adds some zest to the dry statistics, but the author uses too much jargon to suit this reviewer (e.g., "negative feedback loop mode of op- eration" and "terminological scatter"). Quotes from punk rock singers and a bizar- re restyling of Shakespeare's life are exam- ples of some of the incongruous inter- jections in this study. Numerous typo- graphical errors contribute to the impres- sion that the study was published too quickly in an effort to keep it timely. Despite these criticisms, the book does contain much to fascinate those interested in the topic.- ]anet L. Ashley, State University of New York, College at Oneonta. · Johnson, Edward R., and Mann, Stuart H. Organization Development for Academic Libraries: An Evaluation of the Manage- ment Review and Analysis Program. Con- tributions in Librarianship and Informa- tion Science, no.28. Westport, Conn.: Greenwood Pr., 1980. 199p. $19.95. LC 79-8289. ISBN 0-313-21373-9. ISSN 0084- 0243. "Know thy library" and make it better is the basic premise of the Management Re- view and Analysis Program (MRAP). A program that is now nearing the end of a decade of almost constant evolvement, MRAP is sponsored by the Association of Research Libraries and assisted principally by grants from the Council of Library Re- sources, Inc. (CLR). Since little about the program has appeared in the literature, MRAP, a freely chosen, self-evaluation pro- cess, and its participants have acquired an unnecessary mystique. This compact and judicious volume at last takes the "wraps" off MRAP. The research core of the book was sup- ported by a grant from CLR. One of its two authors, Edward Johnson, served as chair- person of the Pennsylvania State University Libraries MRAP Study Team, and after "several thousand man-hours of intense and sometimes frustrating work" in using MRAP thought its overall impact worth examining. His co-investigator was Stuart Mann, a pro- fessor of operations research at Penn State with an interest in library operations. Their statitical analyses and careful, almost under- stated assessments add definite credence to · the study. A brief but helpful explanation of plan- ning and organization development (O.D), itself a growing influence on libraries, con- stitutes chapters 2 and 3, including a useful outline of earlier self-studies at Columbia, Cornell, and Chicago. Duane Webster, in- defatigable director of ARL' s Office of Man- agement Studies (OMS) and responsible for MRAP' s development, describes it in chap- ter 4. Chapters 5 and 6 provide the methods and quantitative summaries analyz- ing MRAP' s impact on libraries and staff. Chapter 7 presents conclusions and recom- mendations. Appendixes include examples of questionnaires used. By the beginning date of the study (May 1976), twenty-two research and university libraries had undergone MRAP. Three- Iowa State, Purdue, and Tennessee-par- ticipated in the pilot operation designed to test the program starting in August 1972. From this and later groups Johnson and Mann selected ten libraries for the most in- tensive phase of the study, a decision based on finances and time. They note some directors declined to participate or did not respond; they also recognize this may have had a biasing effect on the results. Ques- tionnaires (with remarkable return rates), face-to-face interviews, and Delphi panels of participants were all part of the techniques utilized. Self-assessment is an appealing, if easily criticized process and promises to continue as a standard for libraries. Nevertheless, as the authors point out, it is time consuming and requires a conscious, clear appraisal- and no small dash of courage-before in- (TI£BUSINESS IN:>EX) The Most Comprehensive Source For The Business Community There's Nothing Else Like It! The BUSINESS INDEX includes complete and thorough indexing of articles, reviews, news and other related material-more than five times the coverage of any other reference. 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Box 1937, Cincinnati, OH 45201 (513) 941-0179 itiating. Implementation is seen as essential to its eventual success, yet all must also be aware of what Bennis terms "the politics of change" and the challenge it portends, especially in "diffuse power structures," a term well applied to academic and research libraries. 1 MRAP is no longer new, and with OMS' constant refinement and development of it and other self-assisted programs, it has grown to be a mature and helpful compan- ion. The caveat remains that MRAP can be but a beginning in organizational develop- ment. Managing change and its processes is complex; the wider the arsenal of tools, the better. Wisely, too, it has been recom- mended that the M RAP process be mod- ified to 'ensure a role for library directors, since implementation must largely be their responsibility. Earlier this role had been "apart from the process." Unlike many OD processes, MRAP has now been assessed. While more research and evaluation of it is needed, this organiza- tion development program as a planning mechanism, say Johnson and Mann, has been shown to be quite effective. So, too, is their tight and meaty report. While obviously of major interest to MRAPians, old and to come, there is succinct fodder here for managers and others interested in organizational change. One note comes across quite clearly: managing change re- quires sensibility, and, as the authors point out in a quote, "Evaluation . . . involves more than judging; it also encompasses understanding .... "-Warren B. Kuhn, Iowa State University, Ames. REFERENCE 1. Warren G . Bennis , Organization Develop- ment : Its Nature, Origins and Prospects (Reading, Mass . : Addis?n Wesley, 1969). Copyright, Congress and Technology: The Public Record. Edited with an introduc- tion by Nicholas Henry. Phoenix, Ariz.: Oryx, 1978-80. 5v. $95. LC 78-23747. ISBN OT912700-13-0, V.I. This five-volume collection of U.S. copy- right documents traces the development of federal copyright policy as it applies to li-