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Glossary | A-E | F-N | O-S | T-Z | Accountability—a situation where an individual can be called to ac-count for his/her actions by another individual or body authorized both to do so and to give recognition to the individual for those actions. See managerial accountability. Alignment of Functions: The process of getting the right functions at the right level. "Archimedes' Principle" of Organization: Any MAH will move to a level which coincides with the level of applied capability of the chief executive. Association: A body made up of individual members come together for a common purpose: there are non-voluntary associations, such as nations whose citizens do not have free choice of membership; and there are voluntary associations, such as companies, trade unions, and clubs, in which the individuals have chosen to become members. Authority — the power vested in a person by virtue of role to expend resources: financial, material, technical and human. Bi-Conditional —a relationship in logic in which q can occur if-and-only-if occurs. Business Unit: A profit-and-loss account unit within a corporation. Business units are optimally at Str-V, but may be at Str-VII, Str-VI, Str-IV or Str-III. Business Unit Functions Model: The functions to be found separated out at Str-IVin a full-scale Str-V business unit; namely, product development, procurement, production, delivery, marketing and selling; resources enhancement; business programming, human resourcing, and production technology specialist staff functions; and financial, physical and human resources sustainment functions. Capability(CPC) — a person's highest current level of mental complexity. It determines the maximum level at which someone could work at the present time, given the opportunity to do so and provided that the work is of value to him/her, and given the opportunity to acquire the necessary skilled knowledge. This is the level of work that people aspire to have and feel satisfied if they can get. When people have work at their CPC, they feel they have an opportunity for the full expression of their potential. Coaching —regular discussions between a manager and an immediate subordinate in which the manager helps the subordinate to increase his/her skilled knowledge so that the subordinate is able to hand lean increasing amount of the full range of work available in the subordinate's role. Complexity —determined by the number of factors, the rate of change of those factors and the ease of identification of the factors in a situation. Complexity of Mental Processing(CMP) — the complexity of mental activity a person uses in carrying out work. There are four types of mental processing. Conditional —a relationship in logic in which if p occurs then q will occur. Coordinative:A is accountable for ensuring that B1,B2,B3.. .engaged in multi-organization projects or proposals are in sync, and if not satisfied can call meeting of B1,B2,B3. . . and persuade them to change. If not satisfied with outcome, must take matter to own manager. Cross-Functional Working Relationships: Accountabilities and authorities obtained between the work-related roles not in the same vertical managerial line. Current Applied Capability(CAC) — the capability someone has to do a certain kind of work in a specific role at a given level at the present time. It is a function of his/her complexity of mental processing(CMP), how much s/he values the work of the role (V), his/her skilled use of knowledge for the tasks in the role (K/S), and the absence of pathological temperamental characteristics (minus T).We can think of this as CAC=f CMP • V. K/S • (-T) Current Potential Decision — the making of a choice with the commitment of resources. Equilibration—the balancing by managers of the standards being used by their immediate subordinate managers in appraising and directing their own immediate subordinates. Equitable Pay Differentials — differences in payment between work at different levels that are experienced by the incumbents as fair and just. Future Potential Capability(FPC) — the maximum level at which a person will be capable of working at some time in the future, say at 5, 10, or 15 years from now. Gearing (for talentpool)—the process whereby the MoR and immediate subordinate managers check their judgments with each other regarding the levels of current potential capability of individuals in the next two layers down. Knowledge(K)— consists of facts, including procedures, that have been articulated and can be reproduced. Level of Work (LoW) in Role —the weight of responsibility felt in roles as a result of the complexity of the work in the role. The level of work in any role can be measured by the time-span of discretion of the tasks in that role. Manager —a person in a role which carries managerial accountability and authority. Managerial Accountability —the accountability managers have for their own personal effectiveness; the output of their subordinates; exercising effective managerial leadership of their subordinates; building and sustaining an effective team of subordinates. Managerial Authority —the power vested in a person by virtue of role to expend resources: financial, material, technical and human Managerial Hierarchies —organizations used for employing people to get work done. They are employment systems organized into account-ability hierarchies of manager and subordinate roles. Manager-once-Removed (MoR) —the manager of a subordinate's immediate manager is that subordinate's manager-once-removed. Maturation —a process in which a given aspect of a person is biologically innate and grows in a regular way to a predictable end state, so long as the individual does not encounter any severely limiting environ-mental conditions, especially in infancy. Measurement — the quantification of a property of an entity by means of an objective measuring instrument. Mental Mode —the highest level of mental processing to which an individual will finally mature. Mental Processing —the use of a particular mental process for handling information in order to do work. The four methods of processing information are: Declarative; Cumulative; Serial; Parallel. Mentoring — a periodic discussion by a manager-once-removed (MoR)to help a subordinate-once-removed (SoR) to understand his/herpotential and how that potential might be developed to achieve as fulla career growth in the organization as possible. Order of Information Complexity —the four types of mental processing have been found to recur at higher and higher orders of complexity of the information that is being processed, giving a recursive hierarchy of levels of mental complexity. Organizational Structure —a system of role relationships—of positions people hold in working together that establish the boundaries within which people relate to each other. Performance—The results achieved by an individual or department. Personal Effectiveness— The level of effectiveness of an individual in producing outputs under prevailing conditions as judged by that individual's immediate manager. Remuneration—The total compensation granted to an employee in exchange for work and comprising all forms of payment including money and the financial equivalent of non-monetary payments. Requisite Organization —the pattern of connections which ought to exist between roles if the system is to work efficiently and to operate as required by the nature of the work to be done and the nature of human nature. Role — a position within an organization. Role Complexity —the complexity in a role as measured by time-span. Role Relationships —connections between roles in a social system that define working relationships between individuals who occupy those roles in terms of accountability, authority and content. Skill (S) — an ability, learned through experience and practice, to carryout a given procedure without having to pay attention, i.e. what a person has learned to do without thinking through the steps involved. Social System — a network of roles and role relationships. Stratum (plural Strata)— organizational layers in a managerial hierarchy. The work in a given stratum is characterized by a specific range of complexity. Subordinate: A person for whose output a manager is held accountable. Subordinate-once-Removed(SoR)— the subordinate of a manager's immediate subordinate is that manager's subordinate-once-removed. Talent Pool Development (TPD) —a system for the development of a population of employees who have a distribution of current and future potential capability to discharge the company's current and future human resourcing requirements. The system includes talent pool mapping, selection, recruitment, mentoring, lateral transfers and other methods of individual career development Task — an assignment to produce a specified output. The specifications include Quantity (Q) and Quality (Q), a targeted completion Time(T), allocated Resources (R) and within prescribed limits of policies,Jaques &Cason Task procedures, rules and regulations. A task is a"what by when" or aQQT/R.Task Complexity —the complexity of information that has to be handled in carrying out a task. No measure of task complexity has yetbeen developed. Temperament(T)— the tendency a person has to behave in given ways. Temperament gives the emotional color to personal interactions. Minus T (-T) refers to temperamental qualities in an individual that are dysfunctional in the sense of preventing that individual from carrying out the work required. Time-Horizon —a method of quantifying an individual's potential capability, in terms of the longest time-span s/he could handle at a given point in their maturation process. Time-Span of Discretion (T/S) — The targeted completion time of the longest task or task sequence in a role. Time-span measures level of work (complexity) in a role Discretion(T/S)— the targeted completion time of the longest task or task sequence in a role. Time-span measures level of work in a role. Values (V) — those things to which an individual will give priority or wants to do. Values are vectors which direct our actions. Values and Commitment(V/C): Those things to which an individual will give priority or wants to do. Values are vectors which direct our actions. How much we value a role determines our commitment to work in it. Work — the exercise of judgment and discretion in making decisions in carrying out goal directed activities.
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