Strengthening Employee’s Responsibility to Enhance Governance of IT – COBIT RACI Chart Case Study

Definition and validation of a business it alignment method for enterprise governance improvement in the context of processes based organizations

This document discusses the art of delegation. It defines delegation as assigning responsibility for tasks to other people. Delegation has benefits like increased efficiency, productivity, employee development and improved trust. However, people often do not delegate due to ego, lack of time, or concerns about accountability. Effective delegation requires clearly defining goals, responsibilities, authority, and accountability. It also requires motivating, training, and holding employees accountable for their work. The document outlines a seven-step process for delegation, including determining goals, defining roles, providing authority and motivation, and establishing accountability and control. It concludes by discussing five degrees of delegation based on levels of approval and oversight required.

This document discusses building a responsibility model using modal logic concepts of accountability, capability, and commitment. It begins with a literature review of existing policy and access control models. The review finds that while concepts like rights, roles, and obligations are addressed, existing models do not fully cover all three responsibility concepts. The document then proposes a preliminary responsibility model and definitions for its components. It suggests a formalization of key concepts using deontic logic adapted from alethic logic. The goal is to provide a framework to define concepts, verify organizational structures, and detect policy issues.

This document discusses building a responsibility model using modal logic. It begins with a literature review of existing policy models and engineering methods related to concepts of accountability, capability and commitment. It identifies that while some concepts like rights and roles are commonly addressed, models do not fully cover all responsibility components. The document then proposes a preliminary responsibility model and defines the main concepts of capability, accountability and commitment. It suggests a formalization of these concepts using deontic logic to help analyze organizational structures and policies for consistency and problems.

This document provides an overview of leadership and supervisory concepts related to establishing authority in an employment relationship. It discusses: - The origins of duties and responsibilities in employment stemming from agency law principles from the 18th century onward. Agents owe principals duties of loyalty and care. - How authority, responsibility, and accountability are interrelated but distinct - authority provides power, responsibility indicates obligation, and accountability is answerability. - Factors like government rules, corporate policies, job descriptions, and budgets help determine the limits of a supervisor's authority. - Disciplinary action aims to correct behavior, prevent negative impacts, and should follow attempts at coaching and training when standards are not met or duties are not

Responsibility charting (RACI) is a technique used to clarify roles and responsibilities for activities and decisions within a process. It involves identifying the key activities and decisions, and then defining the participation of roles as either Responsible, Accountable, Consulted, or Informed. This provides clarity around individual responsibilities and accountability, reduces duplication of work, and improves communication and teamwork. The RACI process involves developing responsibility charts through workshops, documenting and communicating the charts, and follow up to ensure the defined roles are being followed. Benefits include increased productivity, reduced errors, streamlined structures, and better planning and training.

The document discusses management functions and the POSDCORB model. It defines POSDCORB as an acronym created by Luther Gulick comprising the main functions of management: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting. It then explains each function in the POSDCORB model and the different levels of management, including their typical responsibilities.

This document provides an overview of role and responsibility charting (RACI). It defines RACI as a technique for identifying process ambiguities and clarifying roles and responsibilities. The document outlines the basic assumptions around roles as conception, expectation, and behavior. It also describes the RACI process as a 5-step approach to systematically map out decisions, activities, roles and clarify responsibilities using the RACI codes of Responsible, Accountable, Consulted, and Informed. The goal is to ensure roles and expectations are clearly defined and aligned to improve process performance and accountability.

The document discusses empowerment, accountability, and responsiveness in occupational safety and health (OSH). It defines empowerment as giving employees freedom and authority, accountability as being responsible and answerable, and responsiveness as reacting quickly. It emphasizes clear lines of accountability in safety management and evaluating OSH committee effectiveness. An accountable safety system requires authorized behaviors, objective evaluation, and appropriate consequences.

This document outlines an agenda for a leadership bootcamp covering authority, duties, and disciplinary action. It defines key employment law concepts like agency relationships, actual and apparent authority, and duties of loyalty and care that agents owe their principals. The document explains that authority and responsibility arise from assigned duties, and accountability comes from accepting work. It stresses that disciplinary action should follow documented coaching attempts, and is intended to correct behavior rather than punish. The company disciplinary policy emphasizes using discipline as an opportunity for employees to learn.

This document provides an overview and agenda for a leadership bootcamp covering principles of authority, duties, and disciplinary action in the workplace. It discusses how authority is granted from a principal to an agent in an employment relationship, and the duties and responsibilities that agents take on. Reasons for disciplinary action include not meeting performance standards or policies. Disciplinary action should occur when coaching and training have been unsuccessful, resources are not being utilized, or corrective action is needed to prevent negative impacts on the organization. The intent, effect, and perception of policies help define when and how they should be applied and disciplinary actions carried out.

This document provides an overview of an employee leadership bootcamp that covers authority, duties, and disciplinary action. It discusses the concepts of agency relationships, principal and agent roles, and how duties create authority and responsibilities for employees. The document also examines when disciplinary action should occur, outlining that it is appropriate when job standards are not met despite coaching and training opportunities. Finally, it stresses the importance of documenting employee performance issues and training to justify any disciplinary measures.

I just want to share my report in EDM 211 Theories and Principle of Educational Management. Unfortunately, I wasn't able to cite my references for this slide. I hope this will help with your report. Thank you!

This toolkit provides an overview of the principles behind benefits realisation and some basic tools for use in projects. The toolkit also provide signposts to more sophisticated techniques that are available should a project require them. Benefits management aims to ensure that benefits that have been identified at the start of a project are realised and that any benefits that emerge as the project progresses are properly exploited. As many project benefits are not realised until after the project is closed it is important that appropriate structures are put in place to monitor benefits realisation post project. This toolkit was developed based on best practice at the University of Sheffield. The toolkit was published by the UCISA Project and Change Management Group in September 2016.

If only i can trust my police! sim an agent based audit solution of access right deployment through open network

If only i can trust my police! sim an agent based audit solution of access right deployment through open network

The document discusses accountability focused management and improving the effectiveness of objectives. It introduces key concepts like responsibility, accountability, and paradigms. It then outlines a process for building a shared vision, developing individual charters, identifying continuing vital activities, deriving objectives, and gauging impact. The process aims to shift from a responsibility paradigm to an accountability paradigm in management.

Multi-Agent System (MAS) monitoring solutions are designed for a plethora of usage topics. Existing approach mostly used cloned back-end architectures while front-end monitoring interface tends to constitute the real specificity of the solution. These interfaces are recurrently structured around three dimensions: access to informed knowledge, agent’s behavioural rules, and restitution of real-time states of specific system sector. In this paper, we propose prototyping a sector-agnostic MAS platform (Smart-X) which gathers in an integrated and independent platform all the functionalities required to monitor and to govern a wide range of sector specific environments. For illustration and validation purposes, the use of Smart-X is introduced and explained with a smart-mobility case study.