BUSINESS MANAGEMENT IN ACTION

By : Muhammad Nooramin Bin Mohd Hassan 

Abstract

The purpose of this article is as an introduction that helps in better understanding the introduction of Business management action, this article gather the definition about performance  management in business management action and related subjects in order to understand the definitions. This article likely will focus on performance management and help in understanding its function in business management in action.

Keywords: Business management, business action, business, management, performance management

Introduction

What is business management

Business management is a field that offers opportunities for individuals and group of people with a variety of interests and skills that they have. According to Florida Tech, business management is a field that talented business managers are in demand and may remain so as the global business environment becomes more complex.

Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputs including resources such as people, money, and equipment. Effectiveness is often described as “doing the right things” that is, doing those work activities that will help the organization reach its goals (Stephen P Robbins, 2012)

Managers in management

Manager is a responsible person who with qualified education background to manage and ensure all the flow in the organization runs smoothly. Managers are in the level where they have power to control and manipulating workers, they should have different approaches to motivate their people to work effective and efficiently to ensure the goals of the organization accomplished.

Source: Management 11th, Stephen P Robbins, 2012

According to Stephen P Robbins, the lowest level of management, first-line managers manage the work of non managerial employees who typically are involved with producing the organization’s products or servicing the organization’s customers. First-line managers may be called supervisors or even shift managers, district managers, department managers, or office managers. Middle managers manage the work of first-line managers and can be found between the lowest and top levels of the organization. They may have titles such as regional manager, project leader, store manager, or division manager. Top managers, who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, or chief executive officer.

Nowadays, not all organization used the pyramid exactly. Many of organizations in this 20th century they are structured more like Google, Facebook, Twitter, with their flexible work arrangements, employee work teams, open communication systems, and supplier alliances and others. Their tasks could be done anywhere and anytime, it does not necessary to have formal meeting in meeting room, they could just use video call, e-mail, and others.

Managers always have been challenged to produce results, but the modern manager must produce them in a time of rapid technological and social change. Managers must be able to use this rapid change to produce their results; they must use the change and not be used or swallowed up by it. The most important tool the manager has in setting and achieving forward-looking goals is people, and to achieve results with this tool the manager must: first, be able to instill in the workers a sense of vital commitment and desire to contribute to organizational goals; second, control and coordinate the efforts of the workers toward goal accomplishment; and, last, help his or her subordinates to grow in ability so that they can make greater contributions. (Thomas M. Thomson)

Definition of managers by different authors:

Nancy. H. Shanks, 2012 : Managers are continually challenged to motivate a workforce to do two things. The first challenge is to motivate employees to work towards helping organization to achieve its goals. The second is to motivate employees to work towards to achieving their own personal goals.

Abraham Zaleznik, 2004 : Managers embrace process, seek stability and control, and instinctively try to resolve problems quickly, sometimes before they fully understand a problem’s significance

Katarzyna Cieślińska, 2007 : Managers are the community that visibly stands apart in present-day business organization, although heterogeneous and difficult to unequivocal defining

F. John Reh, 2016 : The manager is the individual responsible for some or all of the tasks in those categories, depending upon his/her level of responsibility in the organization. Managers are accountable for guiding and supporting a team responsible for some aspect of an organization's operations.

What is Business Management in Action?

The organization needs a backup plan, management risk, and also management action plan. It is a part of important things to ensure the organization will compete and know what to do if there are problems, troubleshoot occur. Management action in business industry is needed to ensure that potential risks that may impact on the objectives are identified and treated, beside that management action is the action taken by the organization to overcome the problems they are currently face. As an example, Aims Data Centre were having security issue, where they had intruders in their system, what is the action taken by the management, how they overcome the problems that will help the company to stay in their business track, beside that from the problems they occurred, the organization needs a new improvement to ensure the problems of security issues will not happen again, for example they come out with new biometric system that will not allows strangers to get inside the data centre.

Plans of action, whether for business or the battlefield, always have two fundamental aspects: ends and means, what is to be achieved and how it is to be achieved. The ends sought might be broad, far-reaching, and off in the distant future. Or, they might be nearby, tightly focused, and well defined. (Fred Nickols, 2016). Management action plan is an effective way for project managers to identify, analyze, plan, and control potential risks. By setting controls and guidelines a risk management plan reduces failure and negative impacts. (Jean Scheid, 2013)

Management action provides direction for the future of the business by establishing priorities and allocating resources to achieve the objectives outlined in the plan. The process allows for business owners and managers to allocate resources and implement changed business practices for improved business, a strategy in place that focuses on continual improvement will ensure that the business thrives, but it also means that many crisis situations that can be the undoing of a business may be identified and addressed before they have a negative effect on the business. (Jan Barned, 2011).

  

Improved Business Performance

Figure 2:  The key drivers of business efficiency and effectiveness, or business performance.

Source: Improving Business Performance, Jan Barned, 2011

Business management action is the act to overcome problems or for improved business performance, all relevant the key drivers should be identified and regularly evaluated against performance indicators such as business targets and benchmark data. Implementing a continual improvement program will ensure that all key business resources are being utilized efficiently and effectively at all times, one of the simplest ways to improve business performance is to increase productivity. Improving business performance through the better use of technology will require a thorough understanding of key processes in the business. As one of the key drivers of business performance, maximizing the use of assets is critical in improving business performance. The key to successful working capital management is reviewing all the essential steps in the working capital cycle. (Jan Barned, 2011)

Why Organizations need Performance Management

A performance management system sets criteria for evaluating worker productivity by the responsible authority who will audit the workers, usually managers of the workers. Organizations should have a global look at their performance management system and have very objective goals that are tied to efficient initiatives and the performance management process. According to Eli Lilly and Co, performance management focuses on aligning the individual goals with the goals of the organization and ensures that the employees work on the right tasks and do the right things. Successful organizations have learned experiences in managing their performance to improve day by day, to ensure company achieve their target or goals. Performance management is a managerial style where individual employee performance goals are written to align with and achieve the company's overall goal. Dr. Aubrey Daniels first used the term "performance management" in the 1970s. Daniels defined performance management as tracking employee behavior and results, which together contribute to performance. Performance management is not always perfect and happen to have flaws, striving to constantly improve the process can be one of the best ways to help organizations achieve their mission and goals.

Definition Performance management by several experts:

Dr. Herman Aguinis, 2013 : Performance management is a continuous process of identifying, measuring and developing performance in organizations by linking each individual’s performance and objectives to the organization’s overall mission and goal.

MSG expert, 2017 : Performance management is a strategic tool and is holistic in nature as it pervades in every activity of the organization which is concerned with the management of individual, team and the overall organizational performance.

Patricia, 2015 : Organizations that do not have strong performance management systems can have a negative effect both on employees as well as their managers.

Benefits of Performance Management

An effectively implemented performance management system can benefit as below:

·         Organization’s benefits

By doing performance management, it is to improved organizational performance, employee retention and loyalty, improved productivity, overcoming the barriers to communication, clear accountabilities, and cost advantages.

·         Manager’s benefits

Saves time and reduces conflicts, ensures efficiency and consistency in performance.

·         Employee’s benefits

Clarifies expectations of the employees, self assessment opportunities clarifies the job accountabilities and contributes to improved performance, clearly defines career paths and promotes job satisfaction.

Characteristics of an ideal performance management system:

·               Acceptability and fairness

·               Inclusiveness

·               Openness

·               Standardizations

Conclusion

In a conclusion business management in action related to all auditing performances toward in improving company profitability, to achieve goals, mission of the organization. Business management in action is important to ensure the most relevant actions was taken if the organizations want a better future decision making and also to increase their profitability. Business management is a field that offers opportunities for individuals and group of people with a variety of interests and skills that they have.

In management of business, the responsible person to manage and ensure the workers are motivated to achieve organization’s goals is managers. Manager is a responsible person who with qualified education background to manage and ensure all the flow in the organization runs smoothly. Management has 4 levels, the lowest level of management is non managerial employees, followed by first-line managers and next middle managers, and the top of management is top managers.

Management action is the actions taken towards performance management and the benefits of the management actions, who is going to get the benefits. Management action in business industry is needed to ensure impact on the objectives are identified and treated, beside that management action is the action taken by the organization to overcome the problems they are currently face.

 Besides that, Implementing a continual improvement program will ensure that all key business resources are being utilized efficiently and effectively at all time. And also performance management system sets criteria for evaluating worker productivity by the responsible authority who will audit the workers

In a nutshell, business management in action is the activities that helps organization to manage the company through evaluating performance management effectively and efficiently. Management in action requires that managers ensure that employees’ activities and outputs are congruent with the organization’s goals

References

Robbins, Stephen P.(2012).Management 11th edition. Retrieved from

https://shankar9119.files.wordpress.com/2013/07/management-11th-edn-by-stephen-p-robbins-mary-coulter-pdf-qwerty80.pdf

Shanks, Nancy H.(2012).Management and Motivation. Retrieved from

https://www.jblearning.com/samples/076373473X/3473X_CH02_4759.pdf

Zaleznik, Abraham.(2012). Managers and Leaders: Are They Different?. Retrieved from

https://hbr.org/2004/01/managers-and-leaders-are-they-different

Cieślińska, Katarzyna.(2007).  The Basic Roles Of Manager In Business. Retrieved from

http://www.jard.edu.pl/pub/1_6_2007.pdf

Reh, John F.(2016). Understanding the Role and Core Responsibilities of a Manager. Retrieved from https://www.thebalance.com/what-is-a-manager-2275723

Nickols, Fred.(2016) Strategy in Management. Retrieved from

http://www.nickols.us/strategy_etc.pdf

Scheid, Jean.(2013).Why You Need a Risk Management Action Plan. Retrieved from

http://www.brighthubpm.com/risk-management/31709-why-you-need-a-risk-management-action-plan/

Barned, Jan.(2011).Improving Business Performance. Retrieved from

https://www.cpaaustralia.com.au/~/media/corporate/allfiles/document/professional-resources/business/improving-business-performance.pdf?la=en

Management Study Guide.(2017). Retrieved from

http://www.managementstudyguide.com/benefits-of-performance-management-system.htm

Aguinis, Herman Dr. (2013) Performance Management. Retrieved from

https://www.ebsglobal.net/EBS/media/EBS/PDFs/Performance-Management-Course-Taster.pdf

Robert, Behn D.(2003). Why Measure Performances? Retrieved from

https://pdfs.semanticscholar.org/f311/b46229f7e81fbf289ed2548aace868ec3610.pdf

MANAGING RECORDS AS A STRATEGIC BUSINESS RESOURCE

By : Muhammad Nooramin Bin Mohd Hassan 

Abstract 

This article aims on discussing on how records can be a strategic resource for Record Management Professionals as well as strategies needed in maintaining records.  This article refers on various sources about record as a reliable source, training generally and training for Records Management specifically.

Keyword: Record, resource, training.

Introduction 

In making records as a strategic business resource, organization must come out with strategies and prepare for the impact.  Before that, how the organizations ensure all the records can be a strategic resource? There are three important elements which are business system analysis, regulatory requirement and training for records management professionals. This article will discuss more on training for Records Management Professional but before that, a brief information about all three method will be clarify.

Running or implying Business System Analysis (BSA) is one of the ways. BSA is an analytical framework that involves all basic tasks and gathers information about business of the organization. Business activities analysis involved identifying, defining and examining in detail on all components in the respective organization. Examples of component that need to be inspected are goals and strategic of the organization, function of the organization, opportunity and threats, review the effectiveness of organization’s strategic plan (Celsa Acosta, 2008) and activities of the organization that constitute the functions.

Other strategic or method that can be implicit in order to certify records as a strategic business resource is  managing records according to the regulatory requirement; international or national standard. Regulatory requirement is essential because it will help organization to stay within policies and procedures of the country they are operating in regarding the retention of information. For instance, Malaysian government; especially National Archive of Malaysia  (Malaysia, 2003) and Malaysian Administrative Modernization and Management Planning Unit (MAMPU) had legislated various regulations, procedures and guidelines  such as National Archive Act 2003, Official Secret Act 1972 (Amendment 1986), Guidelines on Managing Electronic Records in Unstructured, Structured and Web Environment and Guidelines in the Management and Preservation of Electronic Mail. 

Training for Records Management Professionals 

What is training? 

From the Oxford Advance Learner’s Dictionary 8th Edition, training means the process of learning the skills that you need to do a job. Cambridge Dictionaries Online stated that training is the process of learning the skills you need to do a particular job or activity. According to Edwin Flippo, ‘training is the act of increasing the skills of an employee for doing a particular job’. (Chand, 2015)

On the word of Dale S. Beach, he defines training as the organized procedure by which people learn knowledge and/or skill for a definite purpose (Chand, 2015).Training refers to the teaching and learning activities carried on for the major purpose of helping members of an organization acquire and apply the knowledge, skills, abilities, and attitudes needed by a particular job and organization.

Figure 1: Training Driving Factor (Chand, 2015)

Training Driving Factors

Environmental Changes

Advanced technologies such as computerization and automation have resulted in many changes that require trained staff possessing enough skills. For example most of organization has started to use Electronic Record Management System (ERMS) so employees of respective organization need to convert or migrate all record into electronic system-based. In short, the organization needs to train the employees to enrich them with the latest technology, system used and knowledge.

Organizational Complexity 

Different organization has different record system especially on classification or numbering in handling file. The complexity depends on how big the organization is and how many daily business transaction they have. For new records management professionals, they need to investigate and identify carefully on organization’s operation because at the end of the day; they need to recognize the originality or resources they have been used from all those business.

Human Relation

Every management; including Records Management has to maintain very good human relations within themselves in order to maintain a harmonious scenario. In other words is welcoming positive vibes in working space. With the aim of getting a fruitful vibrant, training is necessary as it will strengthen relationship between top, middle and lower management.

Changes in Job Scope

Changes in job scope will happen if employee is promoted to the higher level or transferred to the other department. Training is also required to equip the old employees with new techniques and technologies.

Employees Capability

An employee’s job specification may not exactly ensemble for the requirements of the job and the organization, irrespective of past experience and skills. There is always a gap between an employee’s present job specifications and the organization’s requirements. For filling this gap; training is essential (Chand, 2015). An organization that invests in training and development generally tends to have satisfied employee, thus increase their productivity. However, the training has to be relevant to the employees situation and one from which they can learn and take back something. It will be ineffective if training and development become tedious and leaden, and employees attend it merely because they have to. As record management professional, attending industry specific training and organization may send many employees for international seminars and conferences which it will be beneficial to all.

Examples of Training for Records Management Professionals

a) Storing, arranging, indexing and classifying records

 b) Giving advice on issue related to legislatio

 c) Managing and monitoring budgets and resources

d) Training and supervising records staff

e) Preserving corporate memory and heritage

f) Advising on records storage and records media

g) Identify the most appropriate records management resources

Training for Records Management Professional is significant as it the staff or employees itself will determine the reliability, integrity, authenticity and usability of business records. What does it means with reliability, integrity, authenticity and usability of records?

According to Electronic Records Management and Archive Management Policy: Electronic Records and the National Archive Act 2003; in order to serve as reliable evidence of decisions and activities, public records must have the following qualities:

i.                    Authenticity

An authentic public record is one that is proven both to be what it purports to be and to have been created or sent by the person who purports to have created or sent it. To demonstrate the authenticity of public records, organizations should implement and document policies and procedures which control the creation, transmission and maintenance of public records to ensure that records creators are authorized and identified and that public records are protected against unauthorized addition, deletion and alteration. To be authoritative, a public record should be created at the time of the transaction or incident to which it relates, or soon afterwards, by individuals who have direct knowledge of the facts or by instruments routinely used within the business to conduct the transaction.

ii.                  Reliability

A reliable public record is one whose contents can be trusted as a full and accurate representation of the transactions, activities or facts to which they attest and can be depended upon in the course of subsequent transactions or activities.

iii.                Integrity

The integrity of a public record refers to its being complete and unaltered. It is necessary that a record be protected against alteration. Records management policies and procedures should specify what additions or annotations may be made to a public record after it is created, under what circumstances additions or annotations may be authorized, and who is authorized to make them. Any authorized annotation or addition to a public record made after it is complete should be explicitly indicated as annotations or additions.

iv.                 Usability

A useable public record is one which can be located, retrieved, presented and interpreted. It should be capable of subsequent presentation as directly connected to the business activity or transaction which produced it. The contextual linkages of public records should carry the information needed for an understanding of the transactions that created and used them. It should be possible to identify a public record within the context of broader business activities and functions. The links between public records which document a sequence of activities should be maintained.

Conclusion

As a conclusion, business analysis, regulatory requirement and training are essentials for records management professional in order to determine the integrity, authenticity, usability and reliability of the record. Hence, the records can be trusted.

Reference

Official Portal MAMPU. (2013). Retrieved from
http://www.mampu.gov.my/web/en/

Celsa Acosta, L. A. (2008). Manual 2 - How to Evaluate Your Organization. Retrieved from http://teachamantofish.org.uk/resources/schoolinabox/Manual2HowtoEvaluateYourOrganization.pdf

Chand, S. (2015). YourArticleLibrary.com. Retrieved from
http://www.yourarticlelibrary.com/humanresource-development/training-meaning-definition-and-types-of-training/32374/

Malaysia, A. N. (2003). National Archive Act 2003 . Retrieved from http://www2.arkib.gov.my/borang/akta_03_eng.pdf 

Business records management process

By : Md Pazmi Bin Paijan

Abstract
Business records management process consist of important way in processing the records from
the beginning until the end which is transferring to archival or dispose and destroy. There is also
a step of managing the business process of records management.
Keywords: Business records management, Records management process, records accession,

Introduction
Records management is the system used to control an organization's records from the creation of
the record until the record is archived or destroyed. A records management process is comprised
of identifying records, classifying records, and storing records, as well as coordinating internal
and external access.
Characteristics of a record are authenticity, reliability; integrity and usability are the
characteristics of a record. The purpose of any records management policy, practices, guidelines
and procedures is to ensure that records should have these characteristics, as follows;
Authenticity- an authentic record is one that can be proven
Reliability, a reliable record is one whose contents can be trusted as a full and accurate
representation of the transactions, activities or facts to which they attest and can be depended
upon in the course of subsequent transactions or activities;
Integrity the integrity of a record refers to its being complete and unaltered; and
Usability, a usable record is one that can be located, retrieved, presented and interpreted. It
should be capable of subsequent presentation as directly connected to the business activity or
transaction that produced it.

Records management process
The purpose of a recordkeeping system is to manage records throughout their life cycle, i.e. from
the creation or receipt of a record, through its useful life to its final disposal. The figure below
illustrates the life cycle of records. The records management processes in different stages of
records life cycle include records capture, access, registration, tracking, records classification;
records disposal and records storage. Although the processes described above are presented as if
in a sequence, it should be noted that in some recordkeeping systems, particularly electronic
recordkeeping systems, some of them may take place simultaneously (e.g. records capture,
registration and classification are often carried out as an integrated series of actions) or in a
different order (e.g. access control and tracking should be implemented for records during their
whole life) from that described (National Archive of Australia, n.d.).

An organization should determine which documents created or received during business
processes should be captured as records into a recordkeeping system, and how long they should
be maintained within the system, based on an analysis of the legal and regulatory environment,
business and accountability requirements and the risk of not capturing or retaining the records.
This will ensure adequate and necessary records are captured to meet business needs. This
process is also important since proper disposal of records facilitates easy retrieval of records in
active use and minimizes costs for maintaining and storing records (National Archive of
Australia, n.d.).
An organization should establish records retention and disposal schedules for its records to
ensure systematic planning and orderly implementation of records disposal after records have
been kept the right length of time. An organization should also review approved records
retention and disposal schedules regularly, say at least once every five years, to see whether
amendments are required in light of changing circumstances. Records retention and disposal
schedules are established and reviewed having regard to the values of the records (National
Archive of Australia, n.d.).
Establishment of records retention and disposal schedules can also facilitate identification of
records with archival value. If any records having potential archival value are identified, an
organization may contact PRO of GRS for assistance. The functions of PRO and the
arrangements for accepting archival records in the form of private donations from governmentowned
or funded statutory bodies. Records appraised as having archival value should be
permanently preserved in a secure and controlled environment (National Archive of Australia,
n.d.).

Capturing records
All records, regardless of format and technological environment in which they are collected,
created or generated, should be captured into and maintained in an identifiable and proper
recordkeeping system. The purpose of capturing a record into a recordkeeping system is to
establish a relationship between the record, the creator and the business context that originated it,
and to link it to other records. The captured records should be complete, and contain the content,
structure and contextual information which are necessary to document an official activity or
transaction as evidence of business. It should be possible to understand a record in the context of
the organizational process that produced it and of other linked records (National Archive of
Australia, n.d.).

Registering records
A record is registered when it is captured into the recordkeeping system, providing evidence that
it has been created or captured. In a paper-based system, a record captured into a file is registered
through entering such contextual information as the type of record (e.g. memo), date of record,
and name of originator/addressee(s) of the record on the file (National Archive of Australia,
n.d.).

Classifying records
To facilitate a wide range of records management activities, including identification, capturing
and retrieval of records, security and access control as well as disposal, records should be
systematically organized according to records classification schemes, which are plans for logical
arrangement of records according to one or more of the following: business functions, activities
and contents of the records. In general, a records classification scheme includes a coding system
expressed in symbols (e.g. alphabetical, numerical or alpha-numerical) to show the logical
relationship amongst the records. A records classification scheme should allow modifications
such as addition of new records series/groups to cater for changing circumstances (National
Archive of Australia, n.d.).

Storing records
Records should be stored in such a manner so as to facilitate user access and ensure that they are
protected from unauthorized access, use, disclosure, removal, deterioration, loss or destruction.
An organization should lay down guidelines on the storage of records including sensitive or
classified records. For records in paper form, organizations should note that paper deteriorates
rapidly in an environment of high temperature and humidity. Furthermore, mould growth on
paper can be a health hazard to staff (National Archive of Australia, n.d.).

Records accessing
An organization should ensure that timely access to records is provided to authorize users for
conducting business. On the other hand, to provide sensitive information with adequate
protection, records should be classified according to their level of sensitivity at a particular time.
An organization should also lay down guidelines on the protection, processing and transmission
of classified records. Public access to archival records transferred to GRS is managed through
the Public Records (Access) Rules 1996. Apart from government archival records, GRS
welcomes donations from non-government sources. Details of the arrangements for accepting
donations from government-owned or funded statutory bodies are set out (National Archive of
Australia, n.d.).

Appraisal
The word “appraisal” does not appear anywhere in the Standard or the Technical Report. This is
because we could not agree what it is or who can do it – a good example of differing national
traditions. One strongly held view was that appraisal is the assessment of the value of records (or
functions) for historical research with a view to determining which should be preserved
permanently. Another equally strongly held view was that it is an assessment of the value of
records (or functions) for operational and archival purposes with a view to determining which
records should be created and, once created, for how long they should be retained (which might
be one or many years or even permanently as archives). The solution: describe the concept and
omit the word. So, clause 9.1 (Determining documents to be captured into a records system) and
clause 9.2 (Determining how long to retain records) together contain useful and acceptable text
without mentioning the term. It was only some months after the text of the Standard had been
agreed that we realized some of us meant different things by the word “retention”
Having achieved consensus on the Standard at our meeting in Berlin in May 2000 we were able
to submit it to formal voting by NMBs as a DIS. To our relief it achieved a 100 per cent “yes”
vote, albeit with comments seeking some changes. ISO rules allow a chair to omit circulation of
a revised Standard as a FDIS and to proceed directly to publication if a DIS has received a 100
per cent “yes” vote. The chair of TC 46/SC 11 decided to follow this route and at the time of
writing (in August 2001) the Standard is being prepared for publication. A formal launch
ceremony will take place at the ARMA conference in Montreal on 3 October 2001. (Editor’s
note – The launch did take place with a live link to the UK PRO conference at Stratford upon
Avon.) The TR achieved consensus at the Stockholm meeting in November 2000 and, with some
agreed revisions, was issued for voting by NMBs in 2001. This was successful and, all going
well, the TR will be published towards the end of 2001. BSI will publish the UK edition as BSI
ISO 15489 later this year. The TR will be published also, and UK purchasers will have the
benefit of some useful appendices – model policy statements – omitted from the ISO edition.
(Editor’s note: the Standard and TR have now been published). BSI will be publishing also some
guides in its DISC series. Three are in hand already, dealing with business benefits of records
management (written by David Best), performance measurement (written by Sandra Parker), and
a guide to implementation (written by Julie McLeod). Others may follow, for example a
workbook has been suggested (Healy, 2010).


References
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Nigel Craig, James Sommerville, (2007) "Records management and information processing on
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Steve Bailey, (2009) "Forget electronic records management, it's automated records management
that we desperately need", Records Management Journal, Vol. 19 Issue: 2, pp.91-97.

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John McDonald, (2010) "Records management and data management: closing the gap", Records
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