Category: Management System

What are Digital Asset Management Systems?
Digital Asset Management (DAM) systems revolutionize content organization and workflow efficiency in the digital age. Discover how these software solutions enhance accessibility, version control, brand consistency, and security for businesses navigating the expansive digital landscape.

The Rise of Digital Asset Management Systems: Revolutionizing Content Organization and Workflow Efficiency

In the digital age, where content is king and the volume of digital assets is expanding at an unprecedented rate, the need for effective management tools has become critical. Enter Digital Asset Management (DAM) systems, the unsung heroes of the modern content lifecycle. These systems serve as a sophisticated infrastructure designed for companies to organize, store, retrieve, and distribute their digital content with agility and precision.

What are Digital Asset Management Systems?

Digital Asset Management systems are software solutions that manage digital assets, such as images, videos, documents, audio files, and more. In essence, DAMs provide a centralized repository where these assets can be efficiently categorized, searched, and accessed. Built to handle high volumes of digital content, DAM systems enable collaborative workflows, optimizing productivity and brand consistency while safeguarding critical company assets.

Why are DAM Systems Important?

1. Organization and Accessibility: With DAM, organizations can efficiently store and tag assets. Improved metadata tagging means assets are more easily searchable, enabling team members to find what they need without hassle. This can significantly speed up processes such as publishing, branding, marketing, and other content-driven initiatives.

2. Version Control and Rights Management: Companies frequently update digital content, making version control a priority. A DAM system keeps track of different asset versions, ensuring that teams always access the latest or appropriately dated content. Furthermore, it manages usage rights, reducing the risk of legal complications related to unauthorized use.

3. Improved Workflow Efficiency: By automating repetitive aspects of arising asset distribution tasks, DAM systems streamline workflow and collaboration across teams. Employees spend less time hunting for files and more time focusing on core tasks, leading to enhanced overall productivity.

4. Brand Consistency: A centralized asset repository benefits brand consistency by ensuring use of the most current and approved brand assets. Marketing efforts become more cohesive across campaigns and platforms, safeguarding brand identity in the marketplace.

5. Security and Archiving: As threats to digital security become increasingly sophisticated, companies must protect their digital assets. DAM systems offer advanced security through user permissions, secure backups, and audit trails. They also ensure long-term asset archiving, making future relies seamless.

Key Features of a DAM System:
- Metadata Management: Enables qualitative tagging of assets for refined searchability.
- Integrations: Seamless connectivity with existing software and platforms, such as content management systems (CMS), marketing automation tools, and social media sites.
- Batch Processing: Increases efficiency by allowing the handling of multiple operations simultaneously.
- Tailored User Permissions: Customized access control within teams and external stakeholders to protect sensitive data and promote efficiency.
Emerging Trends in DAM:

The future of Digital Asset Management is connected technologies like Artificial Intelligence (AI) and machine learning. These tech advancements support smart tagging, as AI can sift through vast datafields to categorize assets effectively. Furthermore, predictive analytics may anticipate trends, helping organizations proactively strategize asset development.

Cloud-based DAM solutions continue to be favored due to their scalability, remote accessibility, and reduced infrastructure costs. Vendors often stress enhanced user experiences with increasingly intuitive interfaces, ensuring quicker onboarding and democratizing asset management across non-technical teams.

Conclusion:

Digital Asset Management systems have solidified their place in the modern business landscape, providing integral services that enhance efficiency, protect assets, stimulate creativity, and save time and resources. As digital content continues to dominate industries, mastery over DAM is not merely beneficial but necessary for industry leaders aiming to maintain a competitive advantage in an ever-changing digital ecosystem.

FAQs About Digital Asset Management Systems

1. What is a Digital Asset Management (DAM) system?

A DAM system is a software solution that helps organizations manage their digital assets, such as images, videos, documents, and audio files. It provides a centralized repository for storing, organizing, and retrieving these assets efficiently.

2. How do DAM systems improve workflow efficiency?

DAM systems automate repetitive tasks related to digital asset distribution, allowing teams to focus on core activities instead of searching for files. This streamlining of processes boosts overall productivity and collaboration among teams.

3. What features should I look for in a DAM system?

Key features to consider include metadata management, integrations with existing software, batch processing capabilities, and tailored user permissions to ensure data security and promote efficiency.

4. Why is version control important in a DAM system?

Version control ensures that teams can access the most current version of digital assets, reducing confusion and maintaining the integrity of content. It also helps manage usage rights and minimize legal risks.

5. How do DAM systems support brand consistency?

By providing a centralized repository of approved brand assets, DAM systems ensure that all marketing efforts use the latest materials, helping to maintain a cohesive brand identity across various platforms and campaigns.

6. Can DAM systems enhance security for digital assets?

Yes, DAM systems offer advanced security features, such as user permissions, secure backups, and audit trails, to protect digital assets from unauthorized access and to ensure long-term archiving of content.

7. What emerging trends are influencing DAM systems?

Emerging trends include the integration of Artificial Intelligence (AI) and machine learning for smart tagging, as well as the growing preference for cloud-based solutions that offer scalability and remote accessibility.

8. Why is it essential for businesses to adopt a DAM system?

As digital content continues to expand in volume and importance, mastering DAM systems is crucial for businesses to enhance efficiency, protect assets, stimulate creativity, and maintain a competitive advantage in a rapidly evolving digital landscape.
November 19, 2024
Top Features of Effective Mobile Time Attendance System

Discover how mobile time attendance system are revolutionizing workforce management, enhancing accuracy, flexibility, and productivity while addressing challenges such as data security and employee adaptation.

Revolutionizing Workforce Management: The Mobile Time Attendance System

In today’s fast-paced business environment, organizations are constantly seeking innovative solutions to streamline their operations and enhance productivity. One such technological advancement that is transforming workforce management is the mobile time attendance system. This state-of-the-art solution not only modernizes the conventional attendance recording methods. But also offers numerous benefits that cater to the dynamic needs of both employers and employees.

The Evolution of Time Attendance Systems

Traditionally, companies relied on manual time tracking systems, such as punch cards or paper-based sign-in sheets, to monitor employee attendance. While these methods served the purpose, they were often prone to errors, time-consuming, and susceptible to manipulation. Additionally, as remote work and flexible scheduling models gained popularity, traditional time tracking systems proved to be inadequate in capturing the attendance of a diverse and mobile workforce.

Enter the mobile time attendance system—a comprehensive, digital approach that utilizes smartphone technology to accurately track employee work hours. This innovative system capitalizes on mobile apps and cloud-based platforms, offering a convenient and efficient way for businesses to manage attendance without the pitfalls of traditional methods.

Key Features

1. GPS and Geofencing Capabilities: These features allow employers to ensure that workers clock in and out only when they are at an approved location. Geofencing helps in establishing a virtual boundary around the workplace, ensuring precise location tracking.

2. Biometric Verification: With built-in biometric scanners, such as fingerprint readers or facial recognition, mobile attendance systems ensure that only the employee themselves can record attendance, thereby enhancing security and reducing the possibility of time theft or “buddy punching.”

3. Real-time Data Access: The integration of cloud technology means that attendance data is automatically updated and can be accessed in real time from anywhere in the world. This ensures that managers and HR departments have the most up-to-date information at their fingertips, aiding in quicker decision-making and efficient payroll processing.

4. User-friendly Interface: The interfaces of these systems are generally designed to be intuitive and easy to navigate, allowing for seamless adoption by employees of all tech levels.

5. Integration with Existing Systems: Most mobile time attendance systems offer easy integration with current Human Resource Management Systems (HRMS) and payroll software, thereby streamlining processes and reducing administrative workload.

Benefits

1. Increased Accuracy and Efficiency: Automation of attendance tracking reduces human errors and saves time by eliminating manual entries. This leads to more accurate wage calculations and better compliance with labor laws.

2. Enhanced Flexibility: As companies adopt varied working models, such as remote working and flexible hours, mobile attendance systems prove invaluable. Allowing employees to clock in and out from any location while still providing employers with reliable data.

3. Cost Savings: Reducing reliance on paper-based recording systems and minimizing administrative tasks lead to significant cost savings for organizations.

4. Promotes Trust and Transparency: By providing employees the ability to view their attendance records and raise discrepancies themselves. Mobile systems help in fostering a culture of trust and transparency within the organization.

5. Increased Productivity: With reduced time spent on administrative tasks and improved monitoring and analysis tools. Companies are better positioned to allocate resources more strategically and enhance overall productivity.

Challenges and Considerations

Despite the numerous advantages, it’s crucial for businesses to address certain challenges. Data security remains a top concern, requiring robust security protocols to safeguard sensitive information. Employee training and adaptation are also essential to ensure a smooth transition to new digital systems. Lastly, reliable internet connectivity is paramount to ensure seamless operation of mobile attendance systems.

Conclusion

The rise of the mobile time attendance system heralds a new era in workforce management, where accuracy, flexibility, and efficiency are the cornerstones. As companies increasingly recognize the advantages of adopting such technology, it paves the way for future innovations in human resource management. The mobile time attendance system is not just a tool but a strategic ally in enhancing organizational performance and facilitating business growth in the modern era.

Frequently Asked Questions (FAQs)

1. What is a mobile time attendance system?

A mobile time attendance system is a digital solution that utilizes smartphone technology and cloud-based platforms to track employee work hours, replacing traditional manual time tracking methods.

2. How does GPS and geofencing work in these systems?

GPS and geofencing features ensure that employees can only clock in and out when they are at an approved location. Providing precise location tracking and helping to prevent attendance fraud.

3. What are the security measures in place for biometric verification?

Mobile attendance systems typically use biometric scanners such as fingerprint readers or facial recognition technology to ensure that only the authorized employee can record their attendance, thus enhancing security.

4. Can mobile attendance systems integrate with existing HR software?

Yes, most mobile time attendance systems offer easy integration with current Human Resource Management Systems (HRMS) and payroll software, which streamlines processes and reduces the administrative workload.

5. How does a mobile time attendance system improve accuracy?

By automating attendance tracking, mobile systems eliminate manual entries. Significantly reducing human errors and ensuring more accurate wage calculations and compliance with labor laws.

6. What challenges might businesses face when implementing this technology?

Key challenges include data security concerns, the need for employee training and adaptation, and ensuring reliable internet connectivity for seamless operations.

7. How can mobile time attendance systems promote trust among employees?

These systems allow employees to view their attendance records and raise discrepancies themselves, fostering a culture of trust and transparency within the organization.

8. Are there cost-saving benefits to using a mobile time attendance system?

Yes, reducing reliance on paper-based systems and minimizing administrative tasks can lead to significant cost savings for organizations, as well as improved overall efficiency.

November 6, 2024
How to Create an Effective Management Support System
A Management Support System (MSS) refers to a computer-based information system that aids managers in making effective decisions and managing their organizations more efficiently. It provides managers with timely, relevant, and accurate information to support their decision-making processes.

How Can a Management Support System Help Your Business?

MSS typically integrates various components and technologies to gather, analyze, and present data in a meaningful way. Here are some key features and functions of a Management Support System:
- Data Collection: MSS collects data from various internal and external sources, such as databases, operational systems, and market research reports.
- Data Analysis: It uses analytical tools and techniques to process and analyze the collected data, providing managers with valuable insights and patterns. This analysis helps in identifying trends, forecasting future outcomes, and understanding the overall performance of the organization.
- Decision Support: MSS offers decision support capabilities by providing managers with relevant information, reports, and dashboards. This empowers them to make informed decisions quickly and effectively.
- Scenario Simulation: Some MSS may include simulation models that allow managers to assess the potential impact of different decisions or scenarios. They can simulate various “what-if” scenarios to understand the consequences before implementing any changes.
- Performance Monitoring: MSS monitors key performance indicators (KPIs) and tracks organizational performance against set goals and targets. It provides real-time or periodic reports to help managers evaluate the progress and take corrective actions if required.
- Collaboration and Communication: MSS often includes features that facilitate collaboration and communication among managers and their teams. This can include shared workspaces, messaging systems, and document management capabilities.
- Strategic Planning: MSS assists managers in strategic planning by providing data and insights that support the formulation of long-term goals, objectives, and strategies. It helps align the organization’s actions with its overall vision and mission.
Overall, a Management Support System aims to enhance the decision-making process by providing managers with the necessary information, analysis, and tools. It improves the efficiency and effectiveness of management functions, leading to better organizational performance and competitive advantage.

How Can a Management Support System Help Your Business?

Concept of Management Support System

The concept of a Management Support System (MSS) revolves around providing managers with the necessary tools, information, and support to enhance their decision-making processes and overall management functions. Here are some key aspects of the concept:

Decision Support:

The primary objective of an MSS is to provide decision support to managers. It offers access to relevant and timely data, analysis, and reports to help them make informed decisions. By having accurate and up-to-date information at their disposal, managers can evaluate alternatives, assess risks, and choose the most appropriate course of action.

Integration of Information:

An MSS integrates data from various sources, such as internal databases, external market research, and operational systems. It consolidates this information into a unified platform, eliminating data silos and ensuring managers have a comprehensive view of the organization.

Analysis and Insights:

MSS incorporates analytical tools and techniques to process and analyze the collected data. It generates meaningful insights, identifies patterns and trends, and supports forecasting and predictive modeling. This enables managers to gain a deeper understanding of the organization’s performance, market conditions, and potential future scenarios.

Customization and Flexibility:

An MSS is designed to be adaptable and customizable according to the specific needs of the organization and individual managers. It allows for the creation of personalized dashboards, reports, and metrics, enabling managers to focus on the key performance indicators and metrics that are most relevant to their roles and responsibilities.

Collaboration and Communication:

Effective collaboration and communication are essential for effective management. MSS often includes features that facilitate communication and collaboration among managers and their teams. This can include shared workspaces, messaging systems, and document-sharing capabilities, enabling seamless information-sharing and collaboration across the organization.

Performance Monitoring and Evaluation:

An MSS provides tools and capabilities to monitor and evaluate the performance of the organization. It tracks key performance indicators (KPIs), generates performance reports, and highlights areas that require attention or improvement. This allows managers to identify strengths and weaknesses, set targets, and take corrective actions when necessary.

Strategic Planning and Execution:

MSS supports strategic planning by providing data, analysis, and insights that inform the formulation of long-term goals, objectives, and strategies. It assists managers in aligning their actions with the organization’s overall vision and mission. Additionally, MSS helps in the execution of strategic plans by providing real-time monitoring and feedback on progress.

The concept of an MSS revolves around empowering managers with the right information and tools to make effective decisions, improve organizational performance, and achieve strategic goals. It acts as a support system that enhances managerial effectiveness and efficiency, ultimately contributing to the success of the organization.

Principles of Management Support System

While there is no definitive set of universally accepted principles for Management Support Systems (MSS), there are several key principles that are commonly associated with their design and implementation. These principles guide the development and use of MSS to ensure their effectiveness in supporting managerial decision-making and organizational management. Here are some principles of Management Support Systems:

Relevance:

An MSS should provide information, analysis, and tools that are relevant to the decision-making needs of managers. It should focus on delivering actionable insights that align with the organization’s goals and strategic objectives. Also, The system should prioritize the provision of timely, accurate, and context-specific data to support informed decision-making.

Integration:

MSS should integrate data from multiple sources and systems within the organization, breaking down data silos and enabling a holistic view of the organization’s operations. It should facilitate the seamless flow of information across different departments and functions, promoting collaboration and enabling a comprehensive understanding of organizational performance.

User-Centric Design:

MSS should be designed with the end-users, i.e., managers, in mind. It should be intuitive, user-friendly, and tailored to meet the specific needs and preferences of different managerial roles. The user-centric design ensures that managers can easily access, interpret, and utilize the information and functionalities provided by the system.

Flexibility and Customization:

MSS should allow for flexibility and customization to accommodate the diverse requirements of managers and the evolving needs of the organization. The system should provide configurable dashboards, reports, and analytics capabilities that can be adapted to reflect different management styles, decision-making processes, and strategic priorities.

Decision Support Capabilities:

The primary purpose of an MSS is to support decision-making. Therefore, the system should provide comprehensive decision support capabilities, such as data analysis, modeling, scenario simulation, and forecasting. These capabilities empower managers to evaluate alternatives, assess risks, and make well-informed decisions.

Real-Time Information:

MSS should aim to provide real-time or near-real-time information, enabling managers to respond swiftly to emerging opportunities or challenges. Real-time data helps in proactive decision-making and enhances the agility of the organization. Also, It reduces reliance on outdated or incomplete information and promotes data-driven decision-making.

Continuous Improvement:

MSS should be continuously improved and updated to incorporate new technologies, emerging trends, and evolving managerial needs. It should be adaptable to changing business environments and embrace innovations such as artificial intelligence, machine learning, and automation. Continuous improvement ensures that the MSS remains effective and relevant over time.

Security and Privacy:

MSS should incorporate robust security measures to protect sensitive data and maintain the privacy of users. It should adhere to industry best practices and compliance regulations to safeguard confidential information. Also, Strong security measures inspire confidence among managers and ensure the integrity and trustworthiness of the system.

These principles serve as guiding factors in the design, implementation, and utilization of Management Support Systems. By adhering to these principles, organizations can maximize the value derived from MSS and enable managers to make informed decisions and effectively manage their operations.

Types of Management Support Systems

Several types of Management Support Systems (MSS) cater to different aspects of managerial decision-making and organizational management. Here are some commonly recognized types of MSS:

Decision Support Systems (DSS):

DSS is designed to support managers in making non-routine and complex decisions. They provide interactive tools and models that assist in problem-solving, analysis, and decision-making processes. Also, DSS typically incorporates data analysis, modeling, simulation, and visualization techniques to aid managers in evaluating alternatives, assessing risks, and making informed decisions.

Executive Information Systems (EIS):

EIS is specifically designed for top-level executives to support strategic decision-making. These systems provide summarized and aggregated information from various sources, including internal and external data, in the form of customized dashboards, reports, and key performance indicators. Also, EIS offers a high-level overview of organizational performance, trends, and critical issues, allowing executives to monitor and align strategic goals.

Knowledge Management Systems (KMS):

KMS facilitates the creation, storage, organization, and retrieval of knowledge within an organization. They provide tools for capturing and sharing knowledge, expertise, and best practices. KMS can include features such as document management, collaboration platforms, expertise directories, and lessons-learned databases. These systems enable managers and employees to access relevant knowledge and leverage it for decision-making and problem-solving.

Enterprise Resource Planning (ERP) Systems:

ERP systems integrate various functional areas of an organization, such as finance, human resources, procurement, and inventory management, into a single comprehensive system. These systems streamline business processes, automate routine tasks, and provide real-time visibility into organizational operations. While primarily focused on operational management, ERP systems can generate data and reports that support managerial decision-making.

Supply Chain Management Systems (SCM):

SCM systems support the management of the entire supply chain, from procurement to distribution. They facilitate the coordination and optimization of activities involved in the procurement, production, inventory management, and distribution of goods and services. Also, SCM systems provide visibility into supply chain processes, demand forecasting, inventory management, and logistics planning, enabling managers to make informed decisions and improve supply chain efficiency.

Customer Relationship Management (CRM) Systems:

CRM systems are focused on managing and optimizing interactions with customers. They centralize customer data, track customer interactions, and support sales, marketing, and customer service activities. Also, CRM systems provide insights into customer behavior, preferences, and trends, enabling managers to enhance customer relationships, target marketing efforts, and improve sales performance.

Performance Management Systems:

Performance management systems monitor, measure, and analyze organizational performance against predefined goals and targets. These systems track key performance indicators (KPIs) and provide real-time or periodic reports to managers. Performance management systems enable managers to assess performance, identify areas for improvement, and take corrective actions to align organizational activities with strategic objectives.

These are just a few examples of Management Support Systems, and there may be other specialized systems that cater to specific managerial functions or industries. Also, The choice of the MSS depends on the specific needs, goals, and nature of the organization. Organizations often employ a combination of different MSS to address various aspects of management and decision-making.
June 9, 2023
Advantages and Types of Work Order Management
Work order management is the recording, tracking, and handling of the completion of customer issues. After customer service receives customer questions, it will forward many problems that cannot solve according to online communication to the service personnel of relevant departments. The service personnel will solve the problems and give feedback to the customer service personnel. This is the general process of a work order management system. The work order management system can help enterprises establish a set of efficient and systematic management methods to improve service efficiency and customer satisfaction.

Here are the articles to explain, What are the advantages and types of work order management?

Work order management includes the processes and policies needed to plan and monitor work activities across the company. A work order management program helps in increasing the productivity of employees and ensures the quality of the products and services provided by the company.

Types of Work order management

While any company can apply work order management principles. There are different ways to plan work depending on the complexity of the company’s operations.
- Manufacturing: Work orders in manufacturing define by production schedules and master production schedules. Depending on the number of products and their complexity, the production plan can divide into work orders. So that each employee is responsible for a specific operation.
- Maintenance: A work order for a maintenance job groups together the tasks required to perform activities such as repairs or calibrations. For example, a repair order includes identifying the problem and its cause, finding a solution, and serving the repair.
- Professional Services: While professional service providers typically use project management software to track work, work orders can use for one-off activities.
Advantages of Work Order Management

Work order management has multiple advantages for businesses, the most important being:
- Increased Productivity: Employees who know exactly what they have to do when it’s due. How to do it is the most productive because they waste less time figuring out what their job is about. Idle time and errors can also significantly reduce by managing work orders.
- Improve quality: Tickets assign tasks to employees based on their qualifications, experience, and availability. This avoids putting unqualified employees in charge of complex activities, such as manufacturing or maintenance operations. Therefore, every action carries out by the most qualified staff. Hence, this helps maintain the high-quality products and services the company offers.
- Better accountability: Monitoring work orders allows companies to determine what works, and what doesn’t. Who is responsible for issues like managing defective products and low-quality service? Using this information, managers can take corrective actions to limit potential damage from substandard operations.
Essential Features of Work Order Management

Work order management includes the following basic features:
- Templates: Since most jobs tend to be repetitive, companies need work order templates that can reuse and repurpose for various activities, rather than having to start from scratch every time a new order create.
- Workflow: While simple jobs are simple, complex processes require workflow to distribute tasks to multiple employees across different departments and teams.
- Planning: Planning requires when it comes to working orders as they need to match the availability of employees and the activities they perform in each department of the company.
- Monitoring: Tracking work orders in real-time enables managers to analyze employee productivity and determine whether each performs the assigned tasks.
- Communication: All information required to execute a work order needs to communicate to the responsible employee. Additionally, employees must be notified of any changes to work orders to ensure they perform the correct activity at the right time.
- Analytics: Analyzing tickets can provide insight into what’s working and help companies identify issues and trends.
Best Practices of Work Order Management

To ensure that work order management brings the best results, companies should consider the following best practices:
- Identify and manage bottlenecks: Historical work order data can use to identify recurring issues that the company should address. Blockages, such as inefficient employees or lack of resources, can slow operations and negatively impact productivity and quality. Corrective action often requires addressing these challenges, such as reassigning staff or reallocating resources.
- Adjusting orders and reassigning work: No matter how managers plan work, there will always be exceptions and unpredictable changes. Since these can have knock-on effects and affect other operations, they must identify as quickly as possible and addressed quickly. To do this, managers can modify orders and reallocate resources on the fly. For example, a sick employee can replace with an equally qualified colleague.
- Establish goals and key performance indicators (KPIs): To better analyze the effectiveness of work orders, companies need to develop clear and realistic goals. KPIs are measurable values that show how efficiently a company manages work orders. KPIs compare predefined targets with actual performance to identify variances. For example, a maintenance department might aim to make 50 repairs per day, but only complete 45, which means its performance is lower than expected.
Advantages and Types of Work Order Management; Image by StartupStockPhotos from Pixabay.
January 21, 2023
Internal management of individual law firms
Strengthen the rules and regulations for the internal management of individual law firms. The establishment and also management of individual law firms should adhere to the principle of standardization. Gradual improvement by the law, and actively and steadily promote systematic construction. It relates to Person Law Firm in Management Systems. First, read the Development status of the individual law firms in Taizhou. After, Management defects of Personal Law Firms in Taizhou. Then, the Construction of individual law firms.

Here are the articles to explain, Internal management of individual law firms

Take the established Zhejiang Yongmo Law Firm as an example. Furthermore, the author recommends that individual law firms should set up the following systematic and standardized management mechanisms：
- Democratic management and regulation, implement a democratic management system under the responsibility system of the chief lawyer, establish and improve operating regulations, and protect the legal rights and interests of the law firm and all staff.
- The rules of procedure of the lawyers’ conference, the lawyers’ conference is the management body of the law firm. Mainly for the decision-makers of the law firm to provide reference opinions on the management and development of the law firm.
- Also, administrative management regulations, are under the premise of implementing the director’s responsibility system. The law firm’s administrative management implements a system of division of responsibilities and realizes the standardization of daily administrative management.
- Personnel management regulations, standardize the labor and personnel issues of law firms and ensure the legitimate rights and interests of employees.
A Part 01
- Regulations on social security benefits, social security, and welfare. Under the conditions of complying with the “Labor Contract Law” and related regulations. Reflect the principle of distribution according to labor and safeguard the legitimate rights and interests of all employees.
- The rules for party building work, strengthen the scientific management of lawyers in the business of lawyers and ensure the healthy and stable development of lawyers’ careers. Also, It is necessary to deal with the relationship between the Party organization. The law firm’s administrative management and self-management. The Party’s construction must regard as the political guarantee for the development of lawyers’ careers.
- Subject to case process management regulations, ensure the standardization of the law firm’s case process management work and strengthen risk control and prevention capabilities.
- Conflict of interest management regulations, strengthen the legal service quality of lawyers in the firm. Also, Improve the credibility of practice, and reduce practice risks.
B Part 02
- Regulations on reporting on major sensitive matters, and a report registration system for major sensitive matters shall implement. Which shall be uniformly registered by the legal assistants of law firms. Also, Implemented under the supervision of the chief lawyer of the law firm.
- Risk notification regulations, by the “Criminal Procedure Law of the People’s Republic of China”. “Civil Procedure Law of the People’s Republic of China”, “Administrative Procedure Law of the People’s Republic of China”. “Lawyers Law of the People’s Republic of China” and relevant laws and judicial interpretations. Lawyers may be notified in advance of the risks and responsibilities that may exist at all stages of criminal, civil, and administrative litigation.
- Fee regulations, standardize the case collection and financial activities of law firms, prevent accidents, and formulate them. By the relevant provisions of the law firm’s “Articles of Association” and financial standards.
- The cost of handling cases regulate. According to the “Lawyers Law” and its related regulations, when lawyers undertake various types of cases. Furthermore, the actual economic costs of handling cases shall be borne by the client. However, due to the failure of industry leaders in the region to issue corresponding guiding opinions. It is easy to raise objections. To properly handle the relationship with the client. Likewise, the law firm should make provisions on the cost of handling the case of the relevant lawyer for implementation when handling the case.
C Part 03
- Cooperation is subject to case management regulations, standardizing the handling of cases by lawyers of law firms or inter-firm cooperation, accelerating the development of lawyers in the direction of specialization, and formulating these regulations according to the actual situation of the law firm.
- The project meeting of the consulting unit implements regulations. In the process of providing legal services to the legal counsel unit. Special regulations formulate to regulate the participation of lawyers in the project meeting activities of the legal counsel unit.
- The management and regulation of legal service documents for consulting projects. In the process of providing legal advisory services by lawyers of the law firm. Also, Corresponding legal documents will produce based on the content of the services. To facilitate the management of legal service documents, regulations have existed formulated.
- File management regulations, to standardize the business file management of the firm. By the relevant regulations of the state and also the legal profession file management, a special degree of customization make.
D Part 04
- Electronic document archiving and management regulations, to strengthen the management of lawyers’ archives and ensure the safety, effectiveness, standardization, and also order of digital archive information, by the “Archives Law of the People’s Republic of China”, “Electronic Document Archiving and Management Norms” and other relevant laws and regulations, combined with the actual situation, the “Digital Archives Electronic Document Archiving and Management System” system has been specially formulated.
- Financial management regulations, to establish and improve the internal financial management system of law firms. Do a good job in the basic work of financial management, truthfully reflect the financial situation, calculate and also pay national taxes by the law. And ensure that the legitimate rights and interests of all lawyers and staff are not harmed. , Special customization.
- Seal management regulations, to strengthen the seal management of law firms, prevent practice risks, and also improve work efficiency, special regulations have existed formulated.
- Confidentiality regulations, to protect lawyers’ practice by the law, standardize lawyers’ behavior and protect the legitimate rights and interests of the parties, special regulations have existed formulated by the “Law of the People’s Republic of China on the Preservation of State Secrets” and also the “Lawyers Law of the People’s Republic of China”.
E Part 05
- Practice complaint work regulations, to standardize the management of law firms, by the relevant provisions of the “Lawyers Law of the People’s Republic of China” and also the “Zhejiang Lawyers Industry Complaint Investigation and Handling Work Rules”, special regulations have existed formulated for the actual situation of the firm.
- The management and regulation of practice risks and accountability, by the “Lawyers Law of the People’s Republic of China” and the relevant regulations of the Zhejiang Provincial Bar Association, to strengthen standardized management, enhance the sense of responsibility of all lawyers and staff, learn from the lessons of the industry, live in peace of mind, and also held accountable for violations of laws and regulations, special regulations have existed formulated.
- As a useful attempt to establish and improve the practice management of individual law firms. Also, the aforementioned regulations should adjust moderately to their own actual needs.
Internal management of individual law firms; Photo by Giammarco on Unsplash.
September 4, 2022
Construction of individual law firms

Thinking about the standardized construction of individual law firms. It relates to Person Law Firm in Management Systems. First, read the Development status of the individual law firms in Taizhou. Then, Management defects of Personal Law Firms in Taizhou.

(1) Standardize the creation system construction of individual law firms

The new “Lawyers Law” stipulates that the registered capital for starting an individual firm is RMB 100,000. This is relatively difficult for economically backward areas, but for economically developed areas, the capital conditions are very low. Therefore, for the financial conditions for individuals to start a business, the competent inter-provincial judicial authorities should set their standards of not less than RMB 100,000 based on the local economic situation and divide them into provincial, prefecture-level cities, central cities, remote or economically underdeveloped areas for hierarchical setting.

The job title conditions of the founders of law firms should also include in the considerations. For regions with developed economies or a high proportion of individual law firms. The title of middle (high) lawyer (third-level lawyer or above) should introduce. One of the conditions for entry barriers is to limit the proliferation of individual law firms. These regulations are conducive to the adjustment of regional differences. In addition, there should be regulations on the location of individual law firms.

Lawyers should encourage to open individual law firms in remote or economically underdeveloped areas. And restrictions should place on the establishment of individual law firms in urban areas. As far as Taizhou City is concerned, it is an indisputable fact that the number of law firms in Jiaojiang District and Wenling City accounts for the high proportion of law firms in Taizhou City, while Sanmen, Xianju, Yuhuan, etc. stand relatively limited. Therefore, lawyers should encourage to start businesses in the aforementioned underdeveloped areas of the legal profession to meet the legal needs of the local people.

(2) The construction of a system for the employment of lawyers in individual law firms

At present, the management of the lawyer industry tends to advocate the large-scale. Professional and corporate construction of law firms to build an aircraft carrier of law firms. It believes that this move is the development trend of our country’s lawyer industry. But is not optimistic about the construction of individual law firms.

In fact, in Western countries with relatively mature development of the rule of law. The legal profession has developed from the Middle Ages to the present. The large law firms (companies) created an account for only a few. Most of the legal services are still undertaken by individual law firms or small and medium-sized law firms.

For example, half of the law firms in the United States are individual firms or small firms with less than 5 people. Among the more than 700 law firms in Hong Kong. There are only 26 larger law firms with more than 10 partners. But 44% of the law firms stand invested by individuals. Most law firms are small and medium-sized law firms with fewer than 5 partners.

Construction of a system

The development of the legal profession has to follow the laws and order that the legal service market should have. Of course, the development of the western legal profession has time and space conditions suitable for its democratic constitutional process. But it is not completely consistent with the national conditions of a large country with a population of 1.3 billion.

For a country where the lawyer system has only existed restored for more than 30 years and lacks the tradition of the legal system. The progress of the legal profession is still unable to escape the synchronous limitations of the degree of the rule of law and cannot design subjectively.

Therefore, the development of individual law firms should be an important part of the future development of the law industry. The competent judicial administrative authorities and the bar association should review. Revise the existing norms and policies that are not conducive to the development of individual law firms accordingly. To encourage the normal flow of lawyers and support the construction of individual law firms to create good conditions.

(3) Build a management system for special committees of industry associations

Based on the successful experience of the American bar association, the American Bar Association (AmericanBarAssociation) and the bar associations of various states have established special committees for individual practicing lawyers and small law firms (with 5 or fewer law firms). The latter’s services include but do not limited to, the provision of quarterly legal newsletters. Such as the Journal of the American Bar Association, and the development of convenient legal service tools (such as client lists and forms) to increase revenue, specifically for the development of cheap, complete, and easy-to-use office management systems and legal practice systems. With the help of the American Law Association, individual lawyers and small lawyers across the United States have gained huge development opportunities.

As a successful peer experience, we have good reasons to share and cultivate its useful reference to the bar association. And set up a special committee to strengthen the guidance and management of individual law firms. Especially the establishment of an exchange platform for individual law firms. To further strengthen the publicity of individual law firms, use various media, the Internet, etc. To promote the deeds and achievements of advanced the construction of individual law firms, and increase the social influence of individual law firms. And provide sustainable industry support for the development of individual law firms, which will surely bring benign effects.

(4) Improve the system for the reduction and reduction of taxes and fees borne by individual law firms

Individual law firms are new things and deserve support from industry policies and enjoy the corresponding industry, tax, and other policy preferences, especially to focus on solving the current problem of excessive taxes and fees for lawyers, to encourage the development of individual law firms. In 2012, the Beijing Bar Association stipulated that the group dues of partnership law firms reduce from 10,000 yuan to 5,000 yuan per year. While individual law firms are exempt from paying group dues.

Improve the system 01

The Beijing Bar Association deals with the issue of lawyers’ dues from the perspective of economically developed regions and has played a role in thinking and innovating the management of lawyers across the country. For the consideration of the economically developed coastal areas, the Bar Association of Zhejiang Province and even Taizhou City are fully qualified to meet with Xian Siqi and waive the group dues of individual law firms or make a significant difference between the group dues of individual law firms and partnership law firms until the final reduction.

The current national tax collection and administration law stipulate that. There are two types of tax collection methods for the lawyer industry in our country, including account collection and approval collection. In 2000, To standardize and strengthen the collection and management of personal income tax for law firm employees, the State Administration of Taxation issued the “Notice on Business Issues Related to the Collection of Personal Income Tax on the Income Obtained by Law Firm Employees” (National Taxation Issued [2000] No. 149), clarifying the relevant personal income tax issues.

However, with the development of the lawyer industry and the changes in the form of the income distribution. As well as the gradual change of the tax department’s collection method from approved collection to account collection, new situations and problems have gradually emerged.

Improve the system 02

To this end, Based on fully listening to the opinions of law firm practitioners and tax cadres, the State Administration of Taxation, by the principle of actively promoting the investigation and collection of accounts in the lawyer industry, while taking into account the actual situation of the lawyer industry, formulated and issued the “Announcement on Personal Income Tax Issues for Law Firm Practitioners”, raising the standard for case expenses to 35%, and it will implement from January 1, 2013. According to statistics, under the approved taxation method, the tax rate borne by our country’s legal profession accounts for 9% to 15% of income. However, under the method of accounting and collection, the overall tax burden of the law firm (including business tax and additional taxes) accounts for more than 25% of its operating income.

Due to the small size, the small number of personnel, and the small business volume of individual law firms. Such as the unified implementation of the accounting and collection method. It stands bound to increase the negative tax pressure and is not conducive to their development. Therefore, to promote the healthy development of individual law firms. Under the conditions that the state should implement preferential tax policies for individuals. It is not advisable to use the method of checking accounts and collecting taxes for individual law firms. But should use approved taxation as appropriate.

(5) Create a professional risk-sharing system for professional lawyers in individual law firms

It can see from the business model and debt-bearing methods of individual law firms that the founders of law firms are both investors and taxpayers. They are both self-employed and workers; they are both operators and managers. As a lawyer with more than five years of practice experience, he should abandon the previous mentality and thinking that case handling is out of touch with management, and personal interests have nothing to do with the overall interests and use his personal ability, charm, and strength to build, plan, and operate a personal law firm.

Regardless of the scale of operations or asset management. It is difficult for individual law firms to compare with large-scale law firms. Therefore, it is necessary to strengthen the risk control of the practice. Reduce operating costs and practice risks at the same time. The control of risks of individual lawyers shall control through the establishment and improvement of guarantee systems. Such as risk research and risk sharing mechanisms (including supporting lawyers’ practice liability insurance).

Other things;

It is undeniable that it is very difficult to implement comprehensive tax control over the lawyer industry, but if the tax department conducts tax management by checking accounts and collecting, the law firm with the problem mentioned in the question will have a greater risk of management blind spots and loopholes. Back then, Dalian Chen Dehui Law Firm was investigated for so-called “tax evasion” under the condition of a tax package (approved collection). Although it was finally acquitted, the lesson was particularly profound, warning that individual law firms should attach great importance to tax issues.

Taking into account the current financial system establishment and tax payment situation of individual law firms in Taizhou City. The author recommends that comprehensive considerations should be made of the size of the individual law firm. The number of practicing lawyers, the number of years of practice of lawyers, and the performance of the individual law firm. The approved collection measures for individual law firms should be formulated, and the approved collection management should be fully implemented. In summary, the standardized construction of individual law firms is not a one-day effort. It requires judicial and administrative organs, bar associations, law firm founders, and practicing lawyers. And other parties to work hard to innovate and improve from multiple angles. Such as creating conditions, talent teams, peer collaboration, innovation regulation, and risk control.

Conclusion

The creation of an individual law firm requires very high business credibility and integrity requirements. The number of regions marks the advantages and disadvantages of a local rule of law environment. And its healthy development requires a fairly developed and perfect rule of law environment. The development and management of individual law firms should respect the laws of the development of the law industry. Draw moderately on the successful experience of the development of the lawyer industry in western countries. In the specific system planning, national conditions and regional differences need to be considered. Especially in terms of policy incentives and business support measures.

The joint efforts of judicial administrative organs, bar associations, law firms, and individual lawyers. They are required to continuously improve them, and then promote the healthy and stable development of individual law firms. Individual law firms should work hard to improve the overall quality of lawyers, work hard on industry innovation and development, work hard to establish the image of lawyers, and further strengthen the construction of lawyers’ own industry culture, enhance the political quality, professional quality and moral quality of lawyers, and provide better legal services to various groups in society to establish a good social image. Next, Internal management of individual law firms.

Construction of individual law firms; Photo by Trent Erwin on Unsplash.

September 4, 2022
Management defects of Personal Law Firms in Taizhou
The author was appointed by the Taizhou Bar Association to participate in the selection of personal law firms and outstanding lawyers in Taizhou City. In the process, the author learned from close range that most personal law firms do have insufficient practice norms. Some even have imperfect basic practice regulations, weak management, lack of space, and the ability for self-improvement. And simply can’t talk about the overall competitiveness of the law firm.

Here are the articles to explain, Management defects of Personal Law Firms in Taizhou

Combined with the analysis and research during and after the election. It relates to Person Law Firm in Management Systems. Development status of the individual law firms in Taizhou. The author believes that the current management defects of personal law firms mainly exist in the following aspects：

(1) Problems in the implementation of the current normative documents of individual law firms

The new “Lawyers Law” only provides for the establishment of personal law firms in principle. But there are no specific operating procedures. To this day, the “Measures for the Management of Individual Law Firms” have not been issued. Making the establishment and regulation of individual law firms lacking systematic norms, supervision, and guidance. On April 12, 2006, the Zhejiang Provincial Department of Justice issued the “Zhejiang Province Pilot Work Plan for Individual Law Firms” (Zhejiang Division [2006] No. 63).

The plan only clarifies that the pilot work of personal law firms should adhere to the principle of combining legality and exploratory nature. Except for the exploration allowed by the organization of law firms. The rest should carry out within the framework of existing legal provisions. For issues that are not clarified in the pilot plan for personal law firms in Taizhou, follow the “Lawyers Law”, and “Law Firm Registration Management Measures”, and refer to the relevant provisions of the “Partnership Law Firm Management Measures”.

It is obvious from this that the pilot work plan encourages the combination of bold exploration and prudent action. Actively promotes the combination of gradual and gradual progress. The purpose is to accumulate experience and make basic preparations for the introduction of more direct and standardized personal law firm management rules in the future.

Problems in the implementation 01

On March 08, 2007, the Zhejiang Provincial Department of Justice implemented the “Notice on Further Regulating the Administrative Licensing of Law Firms and Lawyers’ Practice” (Zhejiang Division [2007] No. 49), which involves the part of personal law firms. But still emphasizes that it is in the pilot stage and requires. That carries out by the conditions and procedures stipulated by the Ministry of Justice and provincial departments. Other departments on the pilot work of personal law firms opinions, plans, etc., Carefully reviewed and strictly checked. There are no further substantive regulatory requirements for the practice activities of personal law firms.

Compared with the Zhejiang Provincial Department of Justice, the Zhejiang Provincial Bar Association issued the “Implementation Opinions on the Implementation of the Standard Construction Year Activities of Partnership Law Firms” on February 22, 2005 (Zhejiang Division [2005] No. 24). The “Opinions” stand specifically aimed at the standardized construction of partnership law firms. They concretize in terms of guiding ideology, work objectives, and practice regulations, and are highly operable.

However, the industry norms on the management of personal law firms. That has existed formulated in judicial administration are extensive, weakened, and have poor operability. One sparse and one dense. The gap between them is not conducive to the standardized construction of individual law firms in Taizhou.

Problems in the implementation 02

From the perspective of Taizhou’s regional perspective, due to the particularity of the regional economy. The disadvantages expose by traditional organizational law firms in the operation process. The foundation of human cooperation has stood damaged, and the law firm has disintegrated or split frequently. Which has contributed to the rise of individual law firms. Also due to the exploratory and extensive nature of the management of individual law firms. With the increase of violations and prohibited records, the attention of judicial and administrative organs has increased significantly. Then there has been a strict and even restrictive attitude in the declaration and approval work of personal law firms in Taizhou.

This move is inevitably in violation of the “Lawyers Law”. The author believes that the progress and development of the regional lawyer industry should still carry out by the principle of combining bold exploration and prudent action, and actively promoting the combination of step-by-step progress. It is not a good idea to waste food because of unworthiness.

To promote the standardized management of law firms, establish a scientific evaluation system, create industry integrity, strive for excellence, and promote the standardized development of the law industry, the Taizhou Municipal Bureau of Justice and the Taizhou Bar Association have been performing industry management functions since 2010.

Problems in the implementation 03

At the same time, they have launched a “100% assessment” system for law firms according to local conditions. Which has made concrete requirements in terms of system construction integrity. Standardized practice participation in special activities, law firm performance, cooperation in supervision, guidance, and team building. Which has played a direct and positive role in standardizing the standardized construction and healthy and orderly development of personal law firms in Taizhou.

However, the aforementioned assessment system is general. Because of the situation where an individual law firm can build a firm by one person. How to carry out targeted, continuous, and long-term standardized activities. So that the professional ethics of lawyers in individual law firms, practice discipline education, investigation, and punishment of lawyers’ violations. The management of interns and the annual assessment of lawyers’ practice can resolve promptly, but there are few targeted methods. This still highlights the lack of effective measures for the management and regulation of individual law firms.

(2) Problems in the self-management of individual law firms

Individual law firms lack a relatively sound management system. According to the “Regulations on the Management of Law Firms” of the Ministry of Justice. Law firms should formulate practice management and other internal management systems. Which should involve business, finance, labor and personnel, administration, training, conflicts of interest, complaint handling, etc. Regulations, but personal law firms in Taizhou still have individual law firms that lack a systematic and standardized management system.

There are still loopholes for individual law firms to hire lawyers and auxiliary personnel to handle social insurance. Such as a pension, medical care, and unemployment. Some law firms still refuse to handle it or use wages in disguise to offset the aforementioned fees.

In the event of a labor dispute, it is very easy to touch on the risk of practice management. Individual law firms have not established funds for practice risk, career development, social security, etc. The statutory accounting ratio or the method of fund withdrawal and the proportion of costs is unreasonable. There are gaps in financial regulations.

It is difficult for individual law firms to recruit practicing lawyers externally, which affects medium and long-term sustainable development. The competition in the legal profession is ultimately competition for talents. Compared with partnership firms, it is more difficult for individuals to recruit lawyers. The current management system of certain lawyers is also not conducive to the training and introduction of practicing lawyers by individuals.

Article 16

According to Article 16 of the “Rules for the Implementation of the Management of Applying for Internships for Lawyers and Practitioners (Trial Implementation)” of the Zhejiang Provincial Bar Association. Which came into effect on July 1, 2011, the conditions for law firms to accept internships for lawyers. The law firm has been established for one year and there are qualified internship guidance lawyers.

The implication is that even if there are qualified internship guidance lawyers. Although outstanding lawyers are willing to enter the firm for internships, the newly established law firm cannot accept it. These regulations also mean that it is difficult for newly established law firms, including individuals, to train and introduce young lawyers. The aforementioned prohibitive provisions of the Zhejiang Provincial Bar Association are essentially in conflict with the “Rules for the Management of Lawyer Internships (Trial Implementation)” implemented by the All-China Bar Association on August 1, 2010.

Article 8

Article 8 of the rules stipulates that law firms shall not accept interns for internships in any of the following circumstances:
- No internship guidance lawyer meets the prescribed conditions;
- They have been subject to administrative penalties or industry punishments below the suspension of business for rectification, and less. Then one year has passed since the date of the punishment or disciplinary action;
- They have been subject to administrative penalties for suspension of business for rectification. And the penalty period has not expired or not more than three years after the expiration of the period;
- They have been subject to industry punishments that prohibit them from accepting internships, and the period of punishment has not expired. The rules of the All-China Lawyers Association do not restrict newly established law firms from accepting trainee lawyers.
Provisions of Article 16
- The provisions of Article 16 of the “Implementation Rules (Trial Implementation)” of the Zhejiang Provincial Bar Association are self-wilting and self-binding. They have no long-term effect on the development of the bar industry. They have a hundred disadvantages but no benefits to promoting the construction of a “ten thousand-person ratio” of lawyers in Zhejiang Province and even Taizhou City.
- Individual law firms lack talent training plans (including the training of young lawyers) and have not set up talent training funds. The method of fund withdrawal and the proportion of costs are seriously low. Which cannot guarantee the medium- and long-term development needs of law firms.
- Individual law firm personnel face obstacles to the flow of talents and are unable to contend with the strategies of headhunting. High-paying absorption implemented by large-scale law firms has prompted frequent job changes.
- Individual law firms have limited means of market development and cannot maintain and fix medium- and long-term customers.
(3) Financial and tax issues of individual law firms

In addition to the legal responsibilities of individual law firms, the risks of individual law firms cannot avoid. The financial and tax burden of law firms is unavoidable. On the one hand, individual law firm taxes and fees are too high. Which affects operating costs and even survival and development. Although individual law firms have the characteristics of low cost, high efficiency, small but refined, convenient, and fast, they cannot avoid the problem of excessive taxes and fees.

According to the Articles of Association of the Bar Association, law firms require to pay group dues every year. The standards for payment of dues vary from place to place. In most places, they uniformly collect according to the inter-firm standards of law firms. Regardless of the number of lawyers in the law firm, regardless of the difference between the partnership and the individual, the dues of the law firm collect according to a unified standard. The dues of the law firm seem to be equal in form, but they are not equal in substance.

According to the relevant provisions of the current tax law, the tax authorities always implement accounting and collection for law firms. Under the method of accounting and collection, the overall tax burden of law firms accounts for more than 25% of their operating income. In addition, individual lawyers also have to pay personal income tax. For individuals, taxes are excessive. The current method of taxation of tax income is not conducive to personal law firms. And the tax policies in Taizhou City do not reflect certain tax incentives for personal law firms.

On the other hand

The financial and tax management of individual law firms is also generally lacking in the following situations. Leaving many hidden dangers for the healthy development of the unit and even the entire industry.：
- The financial state is in disarray. More individual law firms only conduct simple bookkeeping of financial income and expenditure, and the bookkeeping vouchers are incomplete or illegal. Detailed ledgers such as account breakdowns have not been set up by relevant financial accounting regulations.
- Income has strong concealment. Since most lawyers handle cases directly with the parties, there hide income that does not reflect in the books of the law firm. This leads to a large loss of business taxes, surcharges, and income taxes, and also brings the risk of tax evasion.
- Falsely list expenses and costs. In the case where the fees are collected by the law firm, the lawyer provides bills that have nothing to do with the handling of the case to be reimbursed by the law firm and obtains the balance of the lawyer’s fees after deducting the agreed proportion or management fees from the law firm. In this way, not only did the lawyer’s income and income conceal. But also due to a large number of false expenses and costs, the law firm’s book losses were caused, resulting in a large loss of income tax.
Other things
- The means of falsely reporting expenses are diversified. Most of the false invoices are commercial invoices; the content of the invoices is mostly in the name of “office supplies”. There are invoices obtained in the past fiscal year, invoices for family activities expenses (a certain law firm is a male lawyer practicing. But the expenses are listed but reflect the expenses of women’s supplies), telephone bill receipts for personnel from foreign units, etc.;
- The catering invoices mix into welfare expenses and travel expenses. When the invoices are not enough to offset the income from lawyers’ fees. The wages of lawyers who did not obtain lawyers’ fees in the current month are used to offset the top. All of this restricts the healthy and stable development of personal law firms in Taizhou. It should have high value to judicial administration, industry associations, and researchers in the industry, and seek positive methods and channels to solve it.
Next, is the Construction of individual law firms.

Management defects of Personal Law Firms in Taizhou; Photo by Jez Timms on Unsplash.
September 4, 2022
Development status of the individual law firms in Taizhou
Since September 2008, the first individual law firm in Taizhou City has been officially listed. This means that the organizational form of law firms that coexist in the three forms of state-owned capital, cooperation, and partnership has begun to change in Taizhou City, making the development model of law firms have to reshuffle, not only injecting fresh blood into the silent law firm development model but also bringing new opportunities and problems to the survival and development of individual law firms. It relates to Person Law Firm in Management Systems.

Here are the articles to explain, Development status of the individual law firms in Taizhou

Individual law firms are a new type of law firm organization form stipulated in the revised “Lawyers Law”. The new “Lawyers Law” stipulates that in the establishment of an individual law firm. In addition to having a standardized name, a fixed practice place, and articles of association. The founder should also meet the conditions of having more than 5 years of practice experience. A lawyer who does not punish for ceasing practice and has assets of more than 100,000 yuan.

A law firm opened by an individual, as a lawyer’s practice institution funded by an individual lawyer and subject to unlimited liability for the debts of the law firm with all personal assets, has the advantages of clear responsibilities, low cost, close to the people, and convenient service. This is conducive to further promoting lawyers to enter towns and communities, and better provide legal services to the grass-roots people. According to statistics from the Taizhou Bar Association, as of March 30, 2013. There were 85 law firms and 805 lawyers in Taizhou City, including 56 partnership firms and 29 individual firms.

Essay

The proportion of individual law firms is 31.12%. In just five years, Taizhou individual law firms have grown from scratch to account for more than one-third of the total number of law firms. The momentum is rapid, fully reflecting the natural rationality and necessity of new things when they develop promptly. As judicial administration or peer management, the research on the new thing of individual law firms should also follow up simultaneously, and in the process of development. We should further explore how to improve the practice management regulations of individual law firms. To promote the healthy and stable development of such institutions in the legal service industry.

Based on the analysis of the work summary of the Taizhou Bar Association in 2012 and the investigation of visits, the author believes that individual law firms in Taizhou generally have a small scale, personnel, unclear professional division of labor, lack of high-quality talents, simple internal organization, unreasonable level of personnel positions, unreasonable ability structure and other outstanding problems, law firms lack competitiveness, poor risk resistance, weak management, gaps in legal culture construction and other status quo.

Performance

Its specific performance is as follows：
1. Individual law firms hire a small number of lawyers, mainly centered on the establishment of law firms, and at most hire 1 to 3 full-time lawyers or several paralegals.
2. The qualifications of practicing lawyers in individual law firms generally meet the requirements of undergraduate degrees. But there are few or relatively few graduate degrees or above.
3. Individual law firms have existed established for a short period. And generally lack an outline of the medium- and long-term development plan of the law firm.
4. Most of the average annual income of individual law firms after their establishment stands limited to less than 500,000 yuan. Their economic income-generating strength stands relatively limited, and a stable income-generating model does not yet form.
5. The remuneration system of practicing lawyers in individual law firms is relatively chaotic, and remuneration calculates by commission, award, or coexistence. Individual law firms use an internal collection of annual fixed management fees to issue invoices on their behalf.
6. The main business scope and types of individual law firms mainly concentrate on the traditional lawyer business level. They lack the expansion of new business areas under the new economic conditions.
7. The internal management regulations of individual law firms are simplified and risk prevention is weak.
8. The construction of the legal culture of individual law firms is blank, lacking the cultural charm and brand sense of the law firm.
The existence of these problems

In addition, the current restrictions caused by regional economic conditions are generally directly related to the low political and social status of lawyers, fewer opportunities to participate in social management, poor channels, and the “three difficulties” of practicing law. The problem has not existed effectively alleviated, and the awareness of service urgently needs to improve.

The author believes that the more important thing is that the management of individual law firms is relatively simple and extensive. There are many internal problems and industry norms regarding the management of individual law firms. That have stood formulated in judicial administration stand also relatively weakened. Which has led to frequent violations of personal law firms, and even criminal disadvantages.

Today’s lawyers stand generally recognized as wealthy. But more important than money and material is to respect and gain the trust of society. To achieve this goal, lawyers must have good professional ethics, behavioral habits, and integrity higher than the general social group. From 2008 to the present, there have been more violations by individual law firms or lawyers in Taizhou City. The emergence of these situations is largely related to the lack of supervision of individual law firms. Next, Management defects of Personal Law Firms in Taizhou.

Development status of the individual law firms in Taizhou; Photo by Clarisse Meyer on Unsplash.
September 4, 2022