Personnel Management and Human Resource Management

Subject: Assignment#10: definitions of personnel management and human resource management Sat Oct 17, 2009 6:39 am

Personnel Management and Human Resource Management

TASK: Look for various definitions of personnel management and human resource management and their authors and sources.


1. Sometimes overlooked in the course of personnel management is the emotional welfare of the employees. Increasingly, more personnel managers understand that a well-adjusted employee is an asset to the company. To this end, many people in charge of personnel management try to provide opportunities for employees who are in need of counseling to receive support from the company.
The function of a personnel manager usually begins with the staffing process. The manager may be focused on screening and interviewing applicants, with an eye to placing individuals with the right skill sets in the right position within the company.

Reference: http://www.wisegeek.com/what-is-personnel-management.htm

Critiques:
As I understand in this definition, the personnel management is in-charge of emotional welfare of the employees. I think that the personnel manager should have a good heart to accommodate and understand the employees. It is true stated above that the well-adjusted employee is the asset of the company.

2. Personnel management is more administrative in nature, dealing with payroll, complying with employment law, and handling related tasks. Human resources management, on the other hand, is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization. HRM is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization.

Reference:
http://www.wisegeek.com/is-there-a-difference-between-human-resources-and-personnel-management.htm
Written by N. Madison

Critiques:
In this article, The Personnel Management uses such things as compensation, bonuses, rewards, and the simplification of work responsibilities and other legal terms to motivate employees while Human Resource Management uses the human resources itself, work groups, effective strategies for meeting challenges and job creativity as the primary motivators that gives benefits to the organization.

3. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations.

Reference:
http://www.managementhelp.org/hr_mgmnt/hr_mgmnt.htm
Assembled by Carter McNamara, MBA, PhD

Critique:
This may be broad definition of Human Resources Management. This states that HRM also covers the technical aspects of the company regarding its staffing and employee relations.

4. ) Human Resource Management is based on ideas and techniques developed to enhance worker motivation, productivity and performance. The HRM emphasizes:
• the need to search for new ways of working
• the central role of managers in promoting change
• the treatment of workers as individuals rather than part of a collective workforce
• the encouragement of workers to consider management as 'partners' rather than as opponents - 'us and us', rather than 'us and them'

Reference:
http://www.humanresourcemanagement.co.uk/resourcemanagement.htm

Critiques:
I agree that the HRM should consider the workers as individuals..but they should also consider them as part (not just part) of the workforce! I also agree about the idea of encouragement of workers to consider management as 'partners' rather than as opponents.

5. Human resources are the people that staff and operate an organization. Human resource management can therefore be defined as the management of an organization’s human capital. Effective human resource management enhances organizational performance by improving employee's opportunities to be effective and productive. It involves the productive use of people in achieving the organization’s objectives as well as satisfying individual employee needs.

Reference:
http://www.familiesandcommunities.sa.gov.au/Default.aspx?tabid=2358

Critiques:
I agree on this definition, it is really fits my understanding of what HRM is all about- involve of people.

The concept on the nature, scope and role of human resource management

The concept on the nature, scope and role of human resource management

Our group interviewed one of the HR personnel of the NCCC. But I supported my answers on the other websites that related to the topics and answers of MS. HR personnel of NCCC.

Nature- Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:
• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees deve¬lop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-moti¬vated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo¬mics, etc.

Scope- The scope of HRM is very wide:
1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Role of Human Resource Management-
1. Human Capital Steward- Act as a guide and facilitator in partnership with employees with the aim of achieving the highest return possible on a company’s human capitals investments.
2. Knowledge facilitator- Facilitate both knowledge capital (held in explicit and implicit sources) and knowledge flows.
3. Relationship Builder- Manages relationships between individuals and groups both internal and external to the organization to enhance social capital across the total value chain.
4. Rapid Deployment Specialist- take responsibility for the development of flexible human capital resources with an emphasis on adaptability, tolerance, capacity to learn.

Do you agree with him/her?
For me, I agree with her because as HR personnel, since you are dealing with people, the above role, scope and nature of being HR personnel should present. But, the most important that I observed is that, the HR personnel should be approachable because the people in the organizations are going on you when they have some concerns.

Is his concept similar to that of the management of his organization?
Hmmmm…. As she said, yes. Because the organization as I observed is going well according to the function of what he/she handles. The NCCC is very well in implementing the role of each and everyone. But as the HR personnel said that the depart should conduct a seminars or activities to those freshly hired in the company because in her experienced, she said that the experience and time of working in the company is the only factor that develop her as HR personnel.


References:
http://ezinearticles.com/?Human-Resource-Management---Nature,-Scope,-Objectives-and-Function&id=2658370
http://www.12manage.com/description_human_resource_management_roles.html

SONA

The following are the areas were Pres. Arroyo tackled the issue about the Human Resource Management.

SONA 2009

1. Science and Technology Human Resource Development Programs

PhP3.194 Billion was allotted in 2001-2009 to support 25,392 scholars under the Specialized Secondary Program of the Philippine Science High School. Of these scholars, 5,817 (22.9%) students have already graduated in SY 2000-2001 to SY 2008-2009.

Provided scholarship grants to 87,562 college and post-graduate students leaning towards the Natural Sciences and Mathematics with a total budget of PhP3.097 Billion from 2001-2009.

2. Entrepreneurship/MSME Development.
As of 2007, micro-, small and medium enterprises (MSMEs) comprised 99.66% of the total establishments in the country. Given the significant role of MSMEs in the country’s development, the Arroyo Administration committed to provide credit, technology and marketing support for three million MSMEs and empower existing SMEs to generate additional employment through increased lending and promotion. With the launching of the SME Development Plan under President Arroyo in 2004, the government implemented various SME development programs such as financing, marketing and promotion, human resource development, product development, and advocacy, integrated into one enterprise development cycle.

Small Unified Lending Opportunities for National Growth (SULONG)
The SME Unified Lending Opportunities for National Growth (SULONG), established in 2003, simplified the lending procedures and guidelines for SME financing. The program features lowered and standardized interest rates and transaction fees, relaxed financial hurdles, uniform loan documentation, and relaxed collateral requirements.

The SULONG released PhP167.96 billion to 146,451 SME accounts from 2004 to May 2009, six (6) times more than the PhP26.76 billion released in 2003. These supported 2.5 million jobs, 30% of which or 750,337 were new jobs. Of this number, PhP73.24 billion worth of loans were released to 95,597 new/unique SME accounts/borrowers from 2004 to April 2009.

Microfinance
Government Finance Institutions (GFIs)/Government Owned and Controlled Corporations (GOCCs). From 2001 to first quarter of 2009, around PhP165 billion in microfinance loans have been released to more than 6.9 million microfinance clients for their livelihood activities. This amount is about 46 times more than the PhP3.49 billion that was provided in 2001.

From 2004-2009, some 2.6 million new jobs have been created, surpassing already by about 30% the 2 million new jobs targeted through microfinance until 2010.
The Microfinance Lending Program for Government Employees. A total of PhP2.55 billion in loans was released to 183 government associations and cooperatives from 2007 to 2008.

One Town, One Product (OTOP)
To support local enterprises, promote entrepreneurship and create jobs, the One Town, One Product (OTOP) Program was launched in 2004 as a priority program of the government consistent with the 2004-2010 Medium Term Philippine Development Plan. The Program offers a comprehensive assistance package which includes business counseling, training, product design and development, and marketing, among others.

From 16 regional model OTOPs in 2004, a total of 1,353 municipalities and 129 cities are now active participants in the program. OTOP has assisted 29,639 MSMEs from 2004 to March 2009. For the same period, OTOP has generated 312,118 in employment, US$417 million in export sales, and PhP9.99 billion in domestic sales.

Small Enterprise Technology Upgrading Program (SETUP)
For more focused programs of assistance to MSMEs, the Small Enterprise Technology Upgrading Program (SETUP) of the Department of Science and Technology (DOST) was launched in 2002 to enhance the competitiveness of MSMEs through technological interventions. (see details in Science and Technology section)

Other MSME Accomplishments
Human Resource Development through SME Centers. From 2001 to 2008, business development services were provided in 84 provincial SME Centers. Eighty-eight (88) DTI-Business Counselors and 35 participants from partner LGUs and other agencies were trained to enhance their capability in providing business development services.
Community-based Enterprises. A focused program targeting community-based enterprises (CBEs) was initiated to establish and strengthen clusters, such as communities and cooperatives, linked to anchor firms to become a reliable supply base for export of indigenous material-based products. The program infuses interventions in the areas of skill and business/management trainings, consultancy services and product design, among others.
MSME Advocacy. To promote entrepreneurship, the advocacy campaigns were aggressively carried out by utilizing the media particularly radio, print, internet and various infomercials. Partnership with the private sector on advocacy campaign for MSME development has been intensified and synchronized under the banner of Go Negosyo.

To demonstrate MSMEs’ social payback role as well as its position in hunger and poverty alleviation, the President provided an assistance of PhP10 million to the Benguet State University (BSU) for the establishment of the Benguet Vegetable Processing Center and the commercialization of veggie noodles. She also directed MSME agencies to provide credit assistance to the project.
To date, the first floor of the facility has been completed and is fully operational. It has developed squash and other veggie-based noodle variants (e.g., malunggay, carrots). The project is also transferring the veggie noodle technology to other small-scale noodle processors and the private sector.
Through the production of affordable and nutritious food alternatives, the project hopes to contribute to the fight against hunger and malnutrition.

• Barangay Micro Business Enterprises (BMBEs). Signed into law on 13 November 2002, Republic Act (RA) 9178 or the Barangay Micro Business Enterprise (BMBE) Act encourages the formation and growth of BMBEs through rationalization of bureaucratic restrictions and granting of incentives, among others. The law exempts all BMBEs from income taxes and fees arising from the operations of the enterprise and exemption from the coverage of the minimum wage law. DOF released its Department Order 17-04 giving further guidelines on this matter. To date, 960 cities/municipalities have participated in the program.

• Magna Carta for MSMEs. On 23 May 2008, the President signed into law RA 9501 or the Magna Carta for MSMEs which aims to promote entrepreneurship and support the development of MSMEs through more coordinated government services and other benefits for MSMEs. RA 9501 makes credit more accessible to entrepreneurs by increasing from 8% to 10% the mandatory allocation of a lending institution’s loan portfolio for MSMEs, and imposing more penalties for non-compliance with this mandatory credit allocation. The law’s implementing rules and regulations were issued as DTI Department Administrative Order No. 09, series of 2008.

• Credit Information System Act. RA 9510 or the Credit Information System Act was signed by the President on 31 October 2008. The said law provides for a comprehensive credit information system for the collection and dissemination of accurate information on credit and credit-related activities of all entities participating in the financial system. This will address the need for reliable information on the credit standing and track record of borrowers to facilitate the decisions of lenders, thereby improving access to credit of borrowers.

3. Industries.
Under the Business Development Program (BDP) of the Arroyo Administration, opportunities were channeled for businesses and growth by developing further the priority industries identified in the Medium Term Development Plan. These priority products/sectors include: 1) processed food and beverages; 2) marine products; 3) organic, herbal and natural products; 4) mineral products; 5) home-style and living; 6) fashion; 7) construction materials; motor vehicle (parts, accessories and assembly); 9) electronics; 10) ICT services; 11) logistics services and 12) health and wellness.

The Science and Technology Human Resource Development Programs of Pres. Arroyo is really help me because, as of now I am the beneficiary of the scholarship that the administrative had given. In this area, there are many Filipinos can go to school and have their college education by the help of the scholarship. When the Filipino people is educated, it makes us improved the quality of life.

The Entrepreneurship/MSME Development was Pres Arroyo was tackled. This program that the President was accomplished also helps us because of many jobs that the company was offering to the people. But when we see the reality, I saw many jobless people here in the Philippines. The other Filipinos were sacrificing their families and went to other country just to find a good job or even not good job at least a job. When we asked them why they need to do so, the answers are there are not enough jobs here in the Philippines. So, is really this program accomplished? Maybe some of this program was really helpful in the country all so to the Filipino as well.

The Industries was discus during SONA of President Arroyo was stated that under the Business Development Program (BDP) of the Arroyo Administration, opportunities were channeled for businesses and growth by developing further the priority industries identified in the Medium Term Development Plan.

Reference:
http://www.gov.ph/sona/sona2009/2009_SONA_TECHNICAL_REPORT.pdf

21st –century corporations

21st –century corporations

Hmmm…Thinking of it…what would be 21st- century corporations look like...

Great Transformation
In this new century, success will go to the companies that partner their way to a new future, not those that put heavy assets onto their balance sheets. Leaders once thought that creating intense rivalries among competitors motivated their employees and assured success. But in the days to come, a company's fiercest competitor might also be its most important collaborator. Since the dawn of trade, every business leader has wanted to build an enduring enterprise. In the new century, though, many companies will be intentionally ephemeral, formed to create new technologies or products only to be absorbed by sponsor companies when their missions are accomplished.

How, exactly, will these forces reshape the 21st century corporation? The organizations that flourish will have several defining features.

It's management by Web. That means not just Web as in Internet but the web-like shape of successful organizations in the future. If there are pair of images that symbolize the vast changes at work, they are the pyramid and the web. The organizational chart of large-scale enterprise had long been defined as a pyramid of ever-shrinking layers leading to an omnipotent CEO at its apex. The 21st century corporation, in contrast, is far more likely to look like a web: a flat, intricately woven form that links partners, employees, external contractors, suppliers, and customers in various collaborations. The players will grow more and more interdependent. Fewer companies will try to master all the disciplines necessary to produce and market their goods but will instead outsource skills--from research and development to manufacturing--to outsiders who can perform those functions with greater efficiency.
It's more about bits, less about atoms. The most profitable enterprises will manage bits, or information, instead of focusing solely on managing atoms (the corporation's physical assets). Sheer size will no longer be the hallmark of success; instead, the market will prize the ability to efficiently deploy assets. Good bit management can allow an upstart to beat an established player; it can also give an incumbent vast advantages. By using information to manage themselves and better serve their customers, companies will be able to do things cheaper, faster, and with far less waste.

It's mass customization. The previous 100 years were marked by mass production and mass consumption. Companies sought economies of scale to build large factories that produced cookie-cutter products, which they then sold to the largest numbers of people in as many markets as possible. The company of the future will tailor its products to each individual by turning customers into partners and giving them the technology to design and demand exactly what they want. Mass customization will result in waves of individualized products and services, as well as huge savings for companies, which will no longer have to guess what and how much customers want.

It's dependent on intellectual capital. The advantage of bringing breakthrough products to market first will be shorter-lived than ever, because technology will let competitors match or exceed them almost instantly. To keep ahead of the steep new-product curve, it will be crucial for businesses to attract and retain the best thinkers. Companies will need to build a deep reservoir of talent--including both employees and free agents--to succeed in this new era. But attracting and retaining an elite workforce will require more than huge paychecks. Corporations will need to create the kind of cultures and reward systems that keep the best minds engaged. The old command-and-control hierarchies, with their civil-service-like wages, are fast crumbling in favor of organizations that empower vast numbers of people and reward the best of them as if they were owners of the enterprise.

It's global. In the beginning, the global company was defined as one that simply sold its goods in overseas markets. Later, global companies assumed a manufacturing presence in numerous countries. The company of the future will call on talent and resources--especially intellectual capital--wherever they can be found around the globe, just as it will sell its goods and services around the globe. Indeed, the very notion of a headquarters country may no longer apply, as companies migrate to places of greatest advantage. The new global corporation might be based in the U.S. but do its software programming in Sri Lanka, its engineering in Germany, and its manufacturing in China. Every outpost will be seamlessly connected by the Net so that far-flung employees and freelancers can work together in real time.

It's about speed. All this work will be done in an instant. ''The Internet is a tool, and the biggest impact of that tool is speed,'' says Andrew S. Grove, chairman of Intel Corp. (INTC) ''The speed of actions, the speed of deliberations, and the speed of information has increased, and it will continue to increase.'' That means the old, process-oriented corporation must radically revamp. With everything from product cycles to employee turnover on fast-forward, there is simply not enough time for deliberation or bureaucracy.

The Rise of Corporations
Today we know that corporations, for good or bad, are major influences on our lives. For example, of the 100 largest economies in the world, 51 are corporations while only 49 are countries, based on a comparison of corporate sales and country GDPs. In this era of globalization, marginalized people are becoming especially angry at the motives of multinational corporations, and corporate-led globalization is being met with increasing protest and resistance. How did corporations ever get such power in the first place?
Corporations, as we tend to think of them, have been around for a few centuries, the earliest of which were chartered around the sixteenth century in places like England, Holland etc. Technically speaking, a corporation is what Robbins describes as a “social invention of the state” (Robbins: p.98). That is, a state grants a corporate charter, permitting private financial resources being used for public purposes. As Aright points out, this initial creation of private finance and merchants, etc was to aid in the expansion of a state to which it belonged, and as Aright and Smith detail, served to expand colonial and imperial interests to start with, as well as help in war efforts between empires.
The advantage of having a corporation over being an individual investing in trade voyages etc, was that an individual’s debts could be inherited by descendants (and hence, one could be jailed for debts of other family members, for example). A corporate charter however, was limited in its risks, to just the amount that was invested. A right not accorded to individuals.
Corporations had therefore the potential, from the onset, to become very powerful. Even Abraham Lincoln recognized this:
“I see in the near future a crisis approaching that unnerves me and causes me to tremble for the safety of my country. ... corporations have been enthroned and an era of corruption in high places will follow, and the money power of the country will endeavor to prolong its reign by working upon the prejudices of the people until all wealth is aggregated in a few hands and the Republic is destroyed.”

References
http://www.globalissues.org/article/234/the-rise-of-corporations
http://www.businessweek.com/common_frames/ma_0035.htm?/2000/00_35/b3696011.htm

Refection

"Human beings are the most important, potent and critical, resource of any organization, and yet the least understood and the worst managed of its resources"

REFLECTION

Reflections at this point towards a balance view on human beings as part of the world, the universe, and the cosmos. Of course, human beings are special and precious – there are not many of us around in our own corner of the galaxy, and that means that they have a role and a responsibility as part of the world. “As part of the world” cannot, I think, be replaced by “as goal of the world”. Overshooting on the side of the importance of human beings, has rightly been criticized – when human beings belong their sense of belonging to the universe and start to instrumentalist all other beings and resources just in view of themselves, then a destructive dynamism ensues that will, in the end, also lead to the destruction of the living conditions and possibilities of the human beings themselves. But, not recognizing the special role and capacities of human beings at the service of change in the universe and not allowing for human beings to be considered “something special”, deprives the world of a capacity it has given itself.

People are the most powerful resource to build the world and human mind is the most potent to convert any dream into reality. An organization is only as good as the sum total of its human resources. For an organization to be successfully competent it needs to be progressive and provide an environment of transparent growth through learning and value -based development in a structured manner. Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise. Throughout the civilization process human beings have tried to organize themselves. Human well being goal has given rise to political system, economic system, social institutions. But all are governed by time bound action programmers which does not look beyond life time of maximum of two generations as private motive, time preference for present over future dominate. Non human biodiversity, their space in the ecosystem, role in human well being are least understood.

Downsizing

Visit and identify a company website that has undergone HR downsizing. Identify the cause of downsizing and describe its processes.

DOWNSIZING- in a business enterprise, downsizing is reducing the number of employees on the operating payroll. Some users distinguish downsizing from a layoff, with downsizing intended to be a permanent downscaling and a layoff intended to be a temporary downscaling in which employees may later be rehired. Businesses use several techniques in downsizing, including providing incentives to take early retirement and transfer to subsidiary companies, but the most common technique is to simply terminate the employment of a certain number of people.

Company that has undergone HR downsizing…..

IBM lay-off another 1,500 workers

BOSTON - IBM Corp. laid off 1,570 people Wednesday, primarily from an ongoing overhaul of operations in its giant technology services unit.
The Armonk, N.Y.-based Company carried out a similar level of job cuts at the beginning of the month, for a total of 3,023 in this quarter and 3,720 for the year, according to IBM spokesman Edward Barbini.
That amounts to roughly 1 percent of the company, which employed 355,000 people at the beginning of the year. But even these small numbers reflect a big project inside IBM to transform its business.
Services is IBM’s biggest division by revenue, but the advent of lower-cost competition overseas has forced IBM to work harder to improve the unit’s profit margins. In the first quarter, pretax income for IBM’s tech services fell 19 percent, even as revenue rose 7 percent.
Wednesday’s job cuts were largely part of the company’s response. Although IBM did not disclose where the layoffs were being made, the company had blamed the first-quarter profit shortfall on problems in its U.S. outsourcing business.
IBM executives say they expect no more layoffs this quarter. But other shifts like this — IBM calls it “rebalancing” — figure to follow from time to time.
That’s because IBM’s services overhaul not only involves cheaper labor — IBM’s work force in India rose from 9,000 in 2003 to 52,000 last year — but also a quest to use less labor. That means rethinking and sometimes automating the ways that services contracts are carried out. Last year, IBM adopted a business-retooling system known as Lean last year to find such opportunities.
Robert Moffat, the IBM executive overseeing Lean, acknowledges it will reduce the need for some services labor, but he contends that it will also create new work for the company overall because customers will be getting more for their money.
To some degree, that dynamic could explain another figure disclosed Wednesday: that even as it has laid off 3,700 people this year, IBM has hired 19,000 others. Barbini would not provide a geographic breakdown.
IBM shares were up 74 cents at $106.65 in Wednesday afternoon trading.

Cause of downsizing…..
First posible cause, many firms that claim to have downsized may not really have done so. Instead, they may have simply altered the compositions of their workforces more than their sizes. For example, some companies may have first reduced the number of less educated or older workers or middle managers. Then, after a suitable interval required for retooling and reorganization, they may have replaced most of their former employees with others deemed more appropriate to the company’s current needs. “Downsizing” of this sort is more accurately labeled “restructuring.” That relabeling does not make the consequent churning of the labor force any less important for those who pay the costs. After all, large-scale restructurings are apt to have substantial effects on productivity and can have devastating effects on the displaced workers (on the latter, see Gordon 1996; Leana and Feldman 1992; Rudolph 1998). But it does indicate that the firm in question is doing something other than shrinking.

A second possibility is that what is popularly known as downsizing may consist of reductions in the size of the typical firm accompanied by offsetting increases in the number of enterprises—leaving total industry employment largely unaffected. Such a scenario, like large-scale restructuring, is consistent with a large number of job terminations— lots of labor market churning, but no decrease in overall employment. In fact, as we have indicated earlier and will show in the following chapters, the evidence does not reject either of these two scenarios, neither of which should really be called downsizing (unless there is net job loss). We proceed now to the discussion of our six hypotheses, beginning with one that certainly relates directly to genuine downsizing—that is, reductions in firm size.

Describe the process of downsizing….
Develop a smooth downsizing process. It is crucial that managers invest aggressively in upfront planning for the job cuts. A company typically forms a committee to determine the appropriate level of downsizing and creates a process that takes into account the best interests of the company and the shareholders. Other important activities are training managers to conduct layoffs and assisting former employees in their job searches.

References:
http://www.msnbc.msn.com/id/18938937/
https://www.russellsage.org/publications/books/0-87154-094-0/chapter1_pdf

Online Jobs

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Key Requirements:
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Responsibilities: Creates and implements various design elements Organizes and completes project tasks on time, according to prioritization Adheres to and enhances design, coding and quality assurance standards Works

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