Proof of Proposition 2.3.8

Records contain information and data from which decisions are made.

The Concise Oxford Dictionary (1970) defines a record as “a register set down for remembrance or reference and which has been put in writing or other legible shape”. Records can also be defined as the history upon which present action is based in an effort to determine the future.

Considering these two definitions, a record can be defined as the systematic and conscious setting or writing down of important events or facts, either for remembrance, or for future reference, or both.

To be of value, records must contain correct information in the proper form and be available to those who need them. Records managers should develop and create a system and procedure for creating and maintaining the records necessary for the successful operation of an organisation. In the public service, records are kept in the registry. The management of the registry was discussed earlier. Records management cannot be left to chance, in view of its functions, which are to:

• develop programmes for efficiently managing records and information;

• see that records essential for successful operation of organisations are created;

• ensure that no more records than necessary are created or retained;

• determine the appropriate mix of records media (paper, microform, computer or optical disk) and developing efficient systems for records storage and retrieval;

• refine systems for communicating and distributing data/

information;

• plan the availability and organising records and information;

• develop and implement records retention schedules so that vital and archival records will be identified and appropriately protected;

• evaluate, and implement the storage of paper records (both active and non-active), computer assisted retrieval, micro-copying systems, facsimile or other distribution systems, optical disks;

and system/procedure, to facilitate economic and timely flow of concise, accurate records and information.

3.2.2 Types of Records

Based on the discussion so far, it is therefore observed that every socio- human organisation is obliged to generate, accumulate and maintain a complete and up to date set of records on its diverse operational activities. The nature, type, and structure of such record will, however, be contingent upon its objectives, its peculiar needs, and the nature of its productive tasks and transactional activities. It is in this regard that it has been contended that an organisation deserves the type of records it has.

That is, the type of records in the petroleum industry will vary from those of the manufacturing industry, or the engineering company.

Similarly, the records of the food processing company will be different from those of the shipping or aviation sectors. Therefore, there could be no generalised prescription as to the type of records an organisation could have. Nonetheless, for the purpose of this discussion, and for a better insight into the topic, the following type of records, among others, can be identified:

(a) Personal Records;

(b) Fiscal/Financial Records;

(c) Legal Record;

(d) Administrative Record;

(e) Historical or Archival Records;

(f) Policy Records (g) Engineering Records;

(h) Training Records;

(i) Others – like maintenance records, project records and so on.

It must also be borne in mind that records within a company will also vary from one department to the other; reflecting the peculiarities of their transactions and operations. This peculiarity and diversity will, nonetheless, be in conformity with the corporate information systems.

By way of illustration Dobler et al (1995) identified the following as part of the records of a typical purchasing (Stores and Supplies) department are the following.

• Purchasing Orders (for L.P.O)

• Delivery notes

• Invoice

• Issue note – Store Issue Voucher (SIV)

• Costing Allocation Sheet

• Quality Control Document

• Stock Records

• Way Bills

• Tools Records; and

• Goods Received Note (GRN) etc.

3.2.3 Purpose of Records

Records, as the written memory of management, are kept for a wide variety of reasons, depending on the objectives, functions and the changing environment of the organisation. The bigger an organisation and the more complex and diversified its activities, the greater the need for written records to supplement the human memory in the organisation. Records lend a helping hand in quickly making necessary data readily available for processing and analysis on request. Besides this, records provide a systematic and complete picture of the daily transactions in the organisation. Generally, records:

(a) serve as the written memory of managers in the organisation – a basis upon which present actions are based in an effort to determine the future;

(b) serve as the store-house for the much needed factual data about organisational policies, procedures, performance and productivity status;

(c) provide facts and figures as a background for long range planning and management control;

(d) furnish information on the human resources of the organisation in terms of their capability and productive profiles, training and development needs;

(e) provide factual data as a basis for decision making in the effective management of the organisation;

(f) generate day-to-day transactions for inputs into the results of the organisation;

(g) serve as the database upon which the information system of the organisation is built.

3.2.4 Life Span of Records

The life span of records involves a number of phases. The five phases through which a record might progress are:-

1. Creation

2. Active use

3. Transfer to inactive storage

4. Retention in active storage whilst needed for administrative or legal purpose;

5. Eventual disposal or placement in a permanent archive.

It is estimated that approximately 75% of total records costs are incurred during creation. Filling, storage, retrieval, distribution, and handing while the document is active, typically accounts for 10%. Removal from active files, wasting, or transfer to archival storage another 15%.

3.2.5 Current Challenges Facing Records and Information Managers

The management of information continues to be a formidable task; but the potential for projects is very real and any efficiency savings can be distributed to users. Contemporary records and information managers must:

• accept the need to keep selling the concept of comprehensive information resources Management to line managers and their staff;

• structure and ensure an organisation – wide approach to records and information management;

• recognise that the major variable in the work setting will be the work force- not facilities or hardware/software;

• appreciate that success depends upon committed, skilled staff and solutions to many problems will be found in appropriate education and training;

• recognise the need to co-ordinate and manage the various technologies (communications, data processing. Micrographics, reprographic, word processing, etc.) into a total programme;

efficiency and cost saving is difficult if different technologies under the direction of individual managers are left to go their own ways;

• consider people and their needs first – and then complement their efforts with technological assistance.