Abstract
The evaluation of a university language center, to establish the extent to which it is an effective and leading-edge institution, must focus on five major factors: The quality of its language learning/teaching, its teachers' pre-service and in-service training, its treatment of students, its premises and equipment, and its management. Any decision to innovate to improve quality in one of these areas will always impact on the other areas. Managing change successfully in a university language center thus requires analysis of the tensions and impacts that innovation in one area may generate for the entire structure.
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