This study examines the management practice of the libraries of the University of Maryland from October 1996 to spring 1999. The historical dimension focuses on the implementation of the recommendations of internal communication proposals and proposals for service organization changes. The promised move to shared governance is outlined, especially in relation to the new team organizations in Public Services. A large gap between the rhetoric of change in business terminology and the reality of change in library operations is documented. In the heuristic dimension, questions relevant to quality improvement are listed and a few selected references are provided. The audiences are intended to be the Library Council as well as the library management, library staff, and any outside review committees. It should also be of interest to library school faculty and students. (Author)