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personnel management Definition Administrative discipline of hiring and developing e mployees mployees so that t hat they become more valuable to the organization. It includes (1) co nducting job analyses, (2) planning personnel needs, and recruitment, (3) selecting the right people for the job, (4) orienting and training, (5) determining and managing wages and salaries, (6) providing benefits and incentives, (7) ap praising praising performance, (8) resolving disputes, (9) communicating with all employees at all levels. Management basically deals with all the persons working in the concern who are responsible for managing an organization. Everyone in the organization will have certain responsibilities and duties in the enterprise. Personnel management includes planning and directing the applications, development and utilization of human resource in the enterprise. Employees, unions, public relationship also plays a key role in personnel management. So there is a need f or personnel Management and planning of the members play a vital role in the Enterprise. Personnel Management is an important branch in Management of any business enterprise. enterprise. It holds a key to all actions and successful management. It is also concerned with hum an and social implications of change in internal organization and methods of working and of economic and social changes in the community. The main aim is to establish a better coordination between all the members from top level management to down below the subordinates to have better cooperation, better focus to bring out innovative ideas, their objectives, understanding in the enterprise. Co-operative relationship is achieved within the enterprise by creating harmonious relations, genuine consultation and participation and system of effective communication.
Personnel management should designed in such a way it will have the capability to respond to the changes. Maintain a good relationship within the organization; meet the enterprise social and legal responsibilities. Human relations have to be nurtured constantly in the enterprise. Only the enterprise, which is conscious of this need, can achieve their targets by efficiently handling their available resources resources for a particular process. The objectives of personnel management in any working organization are, to bring development of individuals, maintain a safe and effective environmental conditions, conditions, utilize the available resources, to ensure job satisfaction among workers. What are all the objective to be f ocused? Ø Social. Ø Personnel. Ø Enterprise. Ø Union. Social objective is concerned about how the enterprise creates new employment opportunities, how the productivity of the enterprise can be maximized, bring satisfaction to the work force, avoidance of wastage of resources and promote a healthy relationship relationship between the human and the social welfare. Personnel objectives specifies the needs of the members by providing job security, maximizing the development of the m embers, provide proper working environmental conditions to workers. Enterprise objective is to bring a balance between demand and supply of the personnel and maintain competent workers in the enterprise. Union objective deals with formulation of personnel policies in consultation with unions and self-discipline within the enterprise.
Financial
and physical resources required for a particular process to be done, and the m embers of the organization. Personnel Management is responsible for both the enterprise operating system and the workers. Other areas in which personnel management is expected to help the workers are include maintenance of personnel records, determination of wage policy, methods and rates of remuneration. Characteristics of good personnel management are:
Ø Stability, to appoint or replace key personnel executives with minimal loss Ø Flexibility, capability to handle problems encountered within the enterprise. Ø Simplicity, balancing the perfect line of relationship among the workers. Ø Objectivity, feature of having definite objectives for all the levels or units in the enterprise. Functional
responsibilities concerned with the personnel management are
Ø Managerial functions Ø Operative functions. Managerial functions includes planning, it involves formulating policies for f uture development of the enterprise, program to choose adequate number of persons who can work efficiently and accomplish the business objectives, provide training to t he workers in the enterprise, integration and maintenance of work force. Organizing, it has to provide a clear layout about the inter-relationship between persons, jobs and physical factor and every worker should have proper understanding of their job. Direction involves motivation, which can be either positive or negative for the enterprise. It is necessary to motivate the workers about the nature of their job. Instructions should be clear, neatly explained and easy t o understand. Control, it helps in bringing out performance analysis of all the workers, which would be useful in, evaluate and to discover their deviations. Operative functions include procurement, which deals with recruitment of right kind of persons for the available job in the enterprise i.e. right person for right job. Development, subordinates of the enterprise should be able to know what are the qualities needed to get into higher levels in the organization. Integeration, it provides so-operation among the workers, efficient channel for c ommunication, ommunication, satisfactory solution for problems and grievances. Planning is a process of deciding the business targets and charting out the path of attaining those targets. It is also described as process of thinking before doing. Every enterprise that recruits people to carry out its work, whether it is educational institutions, enterprise or business needs a personnel plan in various phases of personnel. Planning in personnel management system i s concerned about present manpower positions, what number and kind of employees are required for the enterprise. And this can be done only when the enterprise knows its objectives and how the plans are accomplished with right kind of resources. Future demand and supply of personnel. Assessment Assessment of all the workers should be carried out. 1. What each worker does? 2. How his performance during his career? 3. About his educational qualification skills and training in the concerned field. 4. How his job is related to others. ? 5. In what kind of environment his performance can be increased. These evaluations can be carried out by conducting interviews interviews to selected number of workers in the enterprise or by having a detailed performance report. By assessing the enterprise we can also determine
the plan for the future. This can be carried out by analyzing the objectives and plan of the enterprise for long term and short term required number of workers, resources needed for the f uture purpose, forecasting the number of personnel requirements estimate not only of the number of personnel required but their qualities and their types also should be specified. So assessment for future holds a key in the development of the enterprise so it should be carefully analyzed. Sources of personnel may be from Internal or External. Internal supply deals with new recruitments to the concern this is determined by the enterprise itself it is not difficult to know what type and number personnel they need would be to accomplish the objectives objectives of the enterprise, transfers within the enterprises this is not determined by the enterprise while transferring within a department or organization it is difficult to fulfill all the workers satisfactions, personnel reporting after a period of l eave. Retirements, dismissals, dismissals, voluntary resignations, retrenchments, deaths of an employee may decrease the internal supply of the personnel of all these retirements are the easiest to forecast, deaths and v oluntary resignations are difficult to handle, dismissals dismissals and retrenchment can be broadly determined. External supply focuses on schools and colleges from which students pass out. Housewives l ooking for a part time job for income and those who search f or a better job with good salary.
Total
Quality Management (TQM)
TQM is a set of management practices throughout the organization, geared to ensure the organization consistently meets or exceeds customer requ irements. TQM places strong focus on process measurement and controls as means o f continuous improvement. Total Quality Management is an approach to the art of management that originated in Japanese industry in the 1950's and has become steadily more popular po pular in the West since the early 1980's. Total Quality is a description of the culture, cu lture, attitude and organization of a co mpany that aims to provide, and continue to provide, its customers with products and services that satisfy their needs. The culture requires quality in all aspects of t he company's operations, with things being done right first time, and defects and waste eradicated from operations. Many companies have d ifficulties ifficulties in implementing TQM. Surveys by consulting firms have found that only 20-36% of companies that have undertaken TQM have achieved either significant or even tangible improvements in quality, pro ductivity, competitiveness or financial return. As a result many people are scept ical about TQM. However, when you look at successful companies you find a much higher percentage of successful TQM implementation.
Some useful messages from results of TQM implementations: y
y
y
if you want to be a first-rate company, don't focus on the second-rate companies who can't handle TQM, look at the t he world-class companies that have adopted it the most effective way to spend TQM introduction funds is by training top management, people involved in new product development, and people involved with customers it's much easier to introduce EDM/PDM in a company with a TQM culture than in one without TQM. People in companies that have implemented TQM are more likely to have
the basic understanding necessary for implementing EDM/PDM. For example, they are more likely to view EDM/PDM as an information and workflow management system supporting the entire product life cycle then t hen as a departmental solution for the management of CAD data
Important aspects of TQM include customer-driven quality, quality, top to p management leadership and commitment, continuous improvement, fast response, actions based o n facts, employee participation, and a TQM culture. Customer-driven
quality TQM has a customer-fi custo mer-first rst orientation. o rientation. The customer, not internal activi act ivities ties and constraints, co nstraints, comes first. Customer satisfaction is seen as the company's highest priority. The company believes it will only be successful if customers are satisfied. The TQM company is sensitive to customer requirements and responds rapidly to t hem. In the TQM context, `being sensitive to customer requirements' goes beyond defect and error reduction, and merely meeting meet ing specifications or reducing customer co mplaints. The concept of requirements is expanded to take in not only product and service attributes that meet basic requirements, but also those that enhance and differentiate them for competitive advantage.
Each part of the company is involved in Total Quality, operating as a customer to some functions and as a supplier to ot hers. The Engineering Department is a supplier to downstream functions such as Manufacturing and Field Service, and has to treat these internal customers with the same sensitivity and responsiveness as it would external customers custo mers.. TQM
leadership from top management TQM is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn't lead and get committed - instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, compan y, and in creating and deploying dep loying well defined systems, methods and performance measures for achieving those go als. These systems and methods guide all quality activities and encour age participation by all employees. The development and use of o f performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to management and employee remuneration. Continuous
improvement Continuous improvement of all operations and act ivities is at the heart of TQM. Once it is recognized that customer satisfaction can only be obtained by providing a high-quality product, continuous improvement of the qua lity lity of the t he product is seen as the only way to t o maintain a high level of customer satisfaction. As well as recognizing the link between product quality and customer satisfaction, TQM also recognizes that product quali q uality ty is the result of o f process quality. As a result, there is a focus on continuous improvement of the company's co mpany's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality, and to an increase in customer satisfaction. Improvement cycles are encouraged for all the company's activities such as product pro duct development, use of EDM/PDM, and the way customer
relationships are managed. This implies that all a ll activities activities include measurement and monitoring of cycle time and responsiveness as a basis for seeking opportunities for improvement. Elimination of waste is a major component o f the continuous improvement approach. There is also a strong emphasis on prevention prevent ion rather than detection, and an emphasis e mphasis on quality at the design stage. The customer-driven approach helps to prevent p revent errors and achieve defect-free production. When problems do occur occu r within the product development process, they are g enerally discovered and resolved before t hey can get to the next internal customer. Fast
response To achieve customer satisfaction, the company has to respond rapidly to customer needs. This implies short product and service introduction cycles. These can be achieved with customerdriven and process-oriented product development d evelopment because the resulting simplicity and efficiency greatly reduce the time involved. Simplicity is gained through concurrent product and process development. Efficiencies are realized from the e limination of non-value-adding effort such as re-design. The result is a dramatic improvement in the elapsed time from product concept to first first shipment. Actions based on facts The statistical analysis of engineering and manufacturing facts is an important part of TQM. Facts and analysis provide the basis for planning, review and performance tracking, improvement of operations, and comparison co mparison of performance with competitors. The TQM approach is based on the use of objective data, and provides a rational rather than an emotional basis for decision making. The statistical approach to process management in both engineering and manufacturing recognizes that most problems are system-related, and are not caused by particular employees. In practice, data is collected and put in the hands of the people who are in the best position to analyze it and then take the appropriate action to reduce costs and prevent non-conformance. Usually these people peop le are not managers but workers in the process. If the right information is not available, then the analysis, ana lysis, whether it be of shop floor data, or engineering test results, can't take place, errors can't be identified, and so errors can't be corrected. Employee participation A successful TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities. Such participation is reinforced by reward and recognition systems which emphasize the ac hievement of quality objectives. On-going On-go ing education and training of all employees supports the drive for quality. Employees are encou raged to take more responsibility, communicate more effectively, act creatively, and innovate. As people behave the way they are measured and remunerated, TQM links remuneration to customer satisfaction metrics. A TQM culture It's not easy to introduce TQM. An open, cooperative culture has to be created by management. Employees have to be made to feel that they are responsible re sponsible for customer satisfaction. They are not going to feel this if they are excluded from the development of visions, strategies, and plans. It's important they part participate icipate in these activities. They are unlikely to behave in a responsible way if they see management behaving irresponsibly - saying one thing and doing the opposite.
Product
development in a TQM environment Product development in a TQM environment is very different to product development in a nonTQM environment. Without a TQM approach, product development is usually carried o n in a conflictual atmosphere where each department depart ment acts independently. Short-term results drive behavior so scrap, changes, wo rk-arounds, waste, and rework are normal practice. Management focuses on supervising individuals, and fire-fighting is necessary and rewarded. Product development in a TQM environment is customer-driven and focused on qua lity. lity. Teams are process-oriented, and interact with their internal customers to deliver the req uired results. Management's focus is on controlli co ntrolling ng the overall o verall process, and rewarding teamwork.
Awards for Quality achievement The Deming Prize has been awarded annually since 1951 by the Japanese Union of Scientists and Engineers in recognition of outstanding o utstanding achievement in quality strategy, management and execution. Since 1988 a similar award (the Malcolm Baldrige National Quality Award) has been awarded in the US. Early E arly winners of the Baldrige Award include AT&T (1992), IBM (1990), Milliken (1989), Motorola (1988), Texas Instruments (1992) and Xerox (1989).
PRINCIPLES OF LABOR LEGISLATION CHAPTER I THE BASIS OF LABOR LAW Modern industry is mainly a matter of buying and selling. Scarcely any person lives on the things which he alone produces with his own property. pr operty. Formerly the protection of his person and his physical property was the principal part of the law. Now the protection of that i ntangible ntangible property which arises through buying and selling and is defined in the law of contract, occupies the attention of lawmakers, courts, and the administrative administrative authorities. authorities.
1. THE LABOR CONTRACT The labor contract is one of several kinds of contract, which until recently has differed from the others but little in the eyes of the law. l aw. Like the others it origi nates in an agreement, implies a promise, creates rights and duties, and is enforced, if need be, by the power of the state. But the labor contract, in course of ti me, has come to be recognized as something peculiar. When a bushel of wheat is bought and sold, when a factory or farm is transferred, when a banker receives deposits or le nds his credit, when a
corporation issues stocks or bonds, the rights and duties created thereby can be fulfilled by delivering something external and
Personnel management should designed in such a way it will have the capability to respond to the changes. Maintain a good relationship within the organization; meet the enterprise social and legal responsibilities. Human relations have to be nurtured constantly in the enterprise. Only the enterprise, which is conscious of this need, can achieve their targets by efficiently handling their available resources resources for a particular process. The objectives of personnel management in any working organization are, to bring development of individuals, maintain a safe and effective environmental conditions, conditions, utilize the available resources, to ensure job satisfaction among workers. What are all the objective to be f ocused? Ø Social. Ø Personnel. Ø Enterprise. Ø Union. Social objective is concerned about how the enterprise creates new employment opportunities, how the productivity of the enterprise can be maximized, bring satisfaction to the work force, avoidance of wastage of resources and promote a healthy relationship relationship between the human and the social welfare. Personnel objectives specifies the needs of the members by providing job security, maximizing the development of the m embers, provide proper working environmental conditions to workers. Enterprise objective is to bring a balance between demand and supply of the personnel and maintain competent workers in the enterprise. Union objective deals with formulation of personnel policies in consultation with unions and self-discipline within the enterprise.
Financial
and physical resources required for a particular process to be done, and the m embers of the organization. Personnel Management is responsible for both the enterprise operating system and the workers. Other areas in which personnel management is expected to help the workers are include maintenance of personnel records, determination of wage policy, methods and rates of remuneration. Characteristics of good personnel management are:
Ø Stability, to appoint or replace key personnel executives with minimal loss Ø Flexibility, capability to handle problems encountered within the enterprise. Ø Simplicity, balancing the perfect line of relationship among the workers. Ø Objectivity, feature of having definite objectives for all the levels or units in the enterprise. Functional
responsibilities concerned with the personnel management are
Ø Managerial functions Ø Operative functions. Managerial functions includes planning, it involves formulating policies for f uture development of the enterprise, program to choose adequate number of persons who can work efficiently and accomplish the business objectives, provide training to t he workers in the enterprise, integration and maintenance of work force. Organizing, it has to provide a clear layout about the inter-relationship between persons, jobs and physical factor and every worker should have proper understanding of their job. Direction involves motivation, which can be either positive or negative for the enterprise. It is necessary to motivate the workers about the nature of their job. Instructions should be clear, neatly explained and easy t o understand. Control, it helps in bringing out performance analysis of all the workers, which would be useful in, evaluate and to discover their deviations. Operative functions include procurement, which deals with recruitment of right kind of persons for the available job in the enterprise i.e. right person for right job. Development, subordinates of the enterprise should be able to know what are the qualities needed to get into higher levels in the organization. Integeration, it provides so-operation among the workers, efficient channel for c ommunication, ommunication, satisfactory solution for problems and grievances. Planning is a process of deciding the business targets and charting out the path of attaining those targets. It is also described as process of thinking before doing. Every enterprise that recruits people to carry out its work, whether it is educational institutions, enterprise or business needs a personnel plan in various phases of personnel. Planning in personnel management system i s concerned about present manpower positions, what number and kind of employees are required for the enterprise. And this can be done only when the enterprise knows its objectives and how the plans are accomplished with right kind of resources. Future demand and supply of personnel. Assessment Assessment of all the workers should be carried out. 1. What each worker does? 2. How his performance during his career? 3. About his educational qualification skills and training in the concerned field. 4. How his job is related to others. ? 5. In what kind of environment his performance can be increased. These evaluations can be carried out by conducting interviews interviews to selected number of workers in the enterprise or by having a detailed performance report. By assessing the enterprise we can also determine
the plan for the future. This can be carried out by analyzing the objectives and plan of the enterprise for long term and short term required number of workers, resources needed for the f uture purpose, forecasting the number of personnel requirements estimate not only of the number of personnel required but their qualities and their types also should be specified. So assessment for future holds a key in the development of the enterprise so it should be carefully analyzed. Sources of personnel may be from Internal or External. Internal supply deals with new recruitments to the concern this is determined by the enterprise itself it is not difficult to know what type and number personnel they need would be to accomplish the objectives objectives of the enterprise, transfers within the enterprises this is not determined by the enterprise while transferring within a department or organization it is difficult to fulfill all the workers satisfactions, personnel reporting after a period of l eave. Retirements, dismissals, dismissals, voluntary resignations, retrenchments, deaths of an employee may decrease the internal supply of the personnel of all these retirements are the easiest to forecast, deaths and v oluntary resignations are difficult to handle, dismissals dismissals and retrenchment can be broadly determined. External supply focuses on schools and colleges from which students pass out. Housewives l ooking for a part time job for income and those who search f or a better job with good salary.
Total
Quality Management (TQM)
TQM is a set of management practices throughout the organization, geared to ensure the organization consistently meets or exceeds customer requ irements. TQM places strong focus on process measurement and controls as means o f continuous improvement. Total Quality Management is an approach to the art of management that originated in Japanese industry in the 1950's and has become steadily more popular po pular in the West since the early 1980's. Total Quality is a description of the culture, cu lture, attitude and organization of a co mpany that aims to provide, and continue to provide, its customers with products and services that satisfy their needs. The culture requires quality in all aspects of t he company's operations, with things being done right first time, and defects and waste eradicated from operations. Many companies have d ifficulties ifficulties in implementing TQM. Surveys by consulting firms have found that only 20-36% of companies that have undertaken TQM have achieved either significant or even tangible improvements in quality, pro ductivity, competitiveness or financial return. As a result many people are scept ical about TQM. However, when you look at successful companies you find a much higher percentage of successful TQM implementation.
Some useful messages from results of TQM implementations: y
y
y
if you want to be a first-rate company, don't focus on the second-rate companies who can't handle TQM, look at the t he world-class companies that have adopted it the most effective way to spend TQM introduction funds is by training top management, people involved in new product development, and people involved with customers it's much easier to introduce EDM/PDM in a company with a TQM culture than in one without TQM. People in companies that have implemented TQM are more likely to have
the basic understanding necessary for implementing EDM/PDM. For example, they are more likely to view EDM/PDM as an information and workflow management system supporting the entire product life cycle then t hen as a departmental solution for the management of CAD data
Important aspects of TQM include customer-driven quality, quality, top to p management leadership and commitment, continuous improvement, fast response, actions based o n facts, employee participation, and a TQM culture. Customer-driven
quality TQM has a customer-fi custo mer-first rst orientation. o rientation. The customer, not internal activi act ivities ties and constraints, co nstraints, comes first. Customer satisfaction is seen as the company's highest priority. The company believes it will only be successful if customers are satisfied. The TQM company is sensitive to customer requirements and responds rapidly to t hem. In the TQM context, `being sensitive to customer requirements' goes beyond defect and error reduction, and merely meeting meet ing specifications or reducing customer co mplaints. The concept of requirements is expanded to take in not only product and service attributes that meet basic requirements, but also those that enhance and differentiate them for competitive advantage.
Each part of the company is involved in Total Quality, operating as a customer to some functions and as a supplier to ot hers. The Engineering Department is a supplier to downstream functions such as Manufacturing and Field Service, and has to treat these internal customers with the same sensitivity and responsiveness as it would external customers custo mers.. TQM
leadership from top management TQM is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn't lead and get committed - instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, compan y, and in creating and deploying dep loying well defined systems, methods and performance measures for achieving those go als. These systems and methods guide all quality activities and encour age participation by all employees. The development and use of o f performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to management and employee remuneration. Continuous
improvement Continuous improvement of all operations and act ivities is at the heart of TQM. Once it is recognized that customer satisfaction can only be obtained by providing a high-quality product, continuous improvement of the qua lity lity of the t he product is seen as the only way to t o maintain a high level of customer satisfaction. As well as recognizing the link between product quality and customer satisfaction, TQM also recognizes that product quali q uality ty is the result of o f process quality. As a result, there is a focus on continuous improvement of the company's co mpany's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality, and to an increase in customer satisfaction. Improvement cycles are encouraged for all the company's activities such as product pro duct development, use of EDM/PDM, and the way customer
relationships are managed. This implies that all a ll activities activities include measurement and monitoring of cycle time and responsiveness as a basis for seeking opportunities for improvement. Elimination of waste is a major component o f the continuous improvement approach. There is also a strong emphasis on prevention prevent ion rather than detection, and an emphasis e mphasis on quality at the design stage. The customer-driven approach helps to prevent p revent errors and achieve defect-free production. When problems do occur occu r within the product development process, they are g enerally discovered and resolved before t hey can get to the next internal customer. Fast
response To achieve customer satisfaction, the company has to respond rapidly to customer needs. This implies short product and service introduction cycles. These can be achieved with customerdriven and process-oriented product development d evelopment because the resulting simplicity and efficiency greatly reduce the time involved. Simplicity is gained through concurrent product and process development. Efficiencies are realized from the e limination of non-value-adding effort such as re-design. The result is a dramatic improvement in the elapsed time from product concept to first first shipment. Actions based on facts The statistical analysis of engineering and manufacturing facts is an important part of TQM. Facts and analysis provide the basis for planning, review and performance tracking, improvement of operations, and comparison co mparison of performance with competitors. The TQM approach is based on the use of objective data, and provides a rational rather than an emotional basis for decision making. The statistical approach to process management in both engineering and manufacturing recognizes that most problems are system-related, and are not caused by particular employees. In practice, data is collected and put in the hands of the people who are in the best position to analyze it and then take the appropriate action to reduce costs and prevent non-conformance. Usually these people peop le are not managers but workers in the process. If the right information is not available, then the analysis, ana lysis, whether it be of shop floor data, or engineering test results, can't take place, errors can't be identified, and so errors can't be corrected. Employee participation A successful TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities. Such participation is reinforced by reward and recognition systems which emphasize the ac hievement of quality objectives. On-going On-go ing education and training of all employees supports the drive for quality. Employees are encou raged to take more responsibility, communicate more effectively, act creatively, and innovate. As people behave the way they are measured and remunerated, TQM links remuneration to customer satisfaction metrics. A TQM culture It's not easy to introduce TQM. An open, cooperative culture has to be created by management. Employees have to be made to feel that they are responsible re sponsible for customer satisfaction. They are not going to feel this if they are excluded from the development of visions, strategies, and plans. It's important they part participate icipate in these activities. They are unlikely to behave in a responsible way if they see management behaving irresponsibly - saying one thing and doing the opposite.
Product
development in a TQM environment Product development in a TQM environment is very different to product development in a nonTQM environment. Without a TQM approach, product development is usually carried o n in a conflictual atmosphere where each department depart ment acts independently. Short-term results drive behavior so scrap, changes, wo rk-arounds, waste, and rework are normal practice. Management focuses on supervising individuals, and fire-fighting is necessary and rewarded. Product development in a TQM environment is customer-driven and focused on qua lity. lity. Teams are process-oriented, and interact with their internal customers to deliver the req uired results. Management's focus is on controlli co ntrolling ng the overall o verall process, and rewarding teamwork.
Awards for Quality achievement The Deming Prize has been awarded annually since 1951 by the Japanese Union of Scientists and Engineers in recognition of outstanding o utstanding achievement in quality strategy, management and execution. Since 1988 a similar award (the Malcolm Baldrige National Quality Award) has been awarded in the US. Early E arly winners of the Baldrige Award include AT&T (1992), IBM (1990), Milliken (1989), Motorola (1988), Texas Instruments (1992) and Xerox (1989).
PRINCIPLES OF LABOR LEGISLATION CHAPTER I THE BASIS OF LABOR LAW Modern industry is mainly a matter of buying and selling. Scarcely any person lives on the things which he alone produces with his own property. pr operty. Formerly the protection of his person and his physical property was the principal part of the law. Now the protection of that i ntangible ntangible property which arises through buying and selling and is defined in the law of contract, occupies the attention of lawmakers, courts, and the administrative administrative authorities. authorities.
1. THE LABOR CONTRACT The labor contract is one of several kinds of contract, which until recently has differed from the others but little in the eyes of the law. l aw. Like the others it origi nates in an agreement, implies a promise, creates rights and duties, and is enforced, if need be, by the power of the state. But the labor contract, in course of ti me, has come to be recognized as something peculiar. When a bushel of wheat is bought and sold, when a factory or farm is transferred, when a banker receives deposits or le nds his credit, when a
corporation issues stocks or bonds, the rights and duties created thereby can be fulfilled by delivering something external and
