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This study aims to test the conceptual model of the factors of learning organization and explore the degree of mediation of organizational culture in the relationship between leadership styles, personal commitment, and learning organization in school education.

The learning organization profile (LOP) and OCTAPACE profile served to measure learning organization and organizational culture, respectively. The researchers developed scales to measure principals’ leadership styles and teachers’ personal commitment. Data included 750 school teachers.

This study found a good fit in the proposed conceptual model. The organizational culture had a significant mediating effect on the path of leadership styles and learning organization and a significant mediating effect on the path of personal commitment and learning organization.

To promote a more comprehensive learning culture, school principals should consider two specific organizational mechanisms: the intangible cultural components (such as corporate values, beliefs, and norms) and the tangible structural components (such as organizational structure and workflow systems). These two domains play a crucial role in creating a conducive learning environment.

The chapter provides instruction on how public libraries can improve the services that they provide to community members with print-related disabilities.

A combination of methods was used (interview, survey, document analysis, usability testing, and expert inspection), to investigate the current level of service provided to community members who are blind or low vision by the Baltimore County Public Library, in five areas:

1. Web Accessibility and Maintenance

2. Staff Awareness and Training

3. Physical Environment of the Library

4. Library offerings, including databases, materials, and equipment: what we have now and what we should have

5. Marketing materials: what, how, and where to be more visible

In all five areas, there were important findings about current barriers to accessibility, and suggestions for improvement in the future were made in the chapter.

The chapter details the steps taken by a large public library system, in a challenging budget environment, with changing leadership, to make improvements in the quality of service provided to people who are blind or low vision.

In the past, people with print-related disabilities were often referred to the Maryland State Library for the Blind and Physically Handicapped. However, over time, the nature of materials acquisitions at public libraries has changed. A large percentage of materials acquired by public libraries is now in digital format, which provides an opportunity for public libraries to start providing services to people with print disabilities.