Authority management concepts
Authority in management is the formal or legitimate authority specified in a charter gives a project manager the authority to act in the name of the sponsoring executive or on behalf on the organizationThere are different types here:
• Coercive authority : refers to motivating staff by punishment and is predicated on fear of losing status, positions, bonuses or jobs.
• Expert authority : is earned if the team respects one's skills as a project manager or subject-matter expert.
• Referent authority : refers to the ability to influence others through charisma, personality, and charm.
• Reward authority : refers to positive reinforcement and the ability to award something of value.
Authority control
In library and information science, authority control is the practice of creating and maintaining headings for bibliographic material in a catalog. Authority control fulfills two important functions. First, it enables catalogers to disambiguate items with similar or identical headings. For example, two authors who happen to have published under the same name can be distinguished from each other by adding middle initials, birth and/or death (or flourished, if these are unknown) dates, or a descriptive epithet to the heading of one (or both) authors. Second, authority control is used by catalogers to collocate materials that logically belong together, although they present themselves differently. For example, authority records are used to establish uniform titles, which can collocate all versions of a given work together even when they are issued under different titles.
Although theoretically, any piece of information on a given book is amenable to authority control, catalogers typically focus on authors and titles. Subject headings fulfill a function similar to authority records, although they are usually considered separately.
Authority records
The most common way of enforcing authority control in a bibliographic catalog is to set up a separate index of authority records, which relates to and governs the headings used in the main catalog. This separate index is often referred to as an "authority file." It contains an indexable record of all decisions made by catalogers in a given library (or -- as is increasingly the case -- cataloguing consortium), which catalogers consult when making, or revising, decisions about headings.
It is to be remembered that the function of authority files is essentially organizational, rather than informational. That is to say, they (ideally) contain a sufficient amount of information to establish a given author or title as unique, while excluding information that, while perhaps interesting to a reader, does not contribute to this goal.
Although practices certainly vary internationally, in the English-speaking world, it is generally the case that a valid authority record must contain:
• A heading
• Any cross references
• Statement(s) of justification
Heading refers to the form of name (or title) that the cataloguer has chosen as the authorized form.
Cross references are other forms of the name (or title) that might appear in the catalog. There are two types of cross-references: see references, which reference forms of the name (or title) that have been deprecated in favor of the authorized form; and see also references, which point to other forms of the name (or title) that are authorized. See also references are most commonly used to point to earlier or later forms of a name (or title).
Statement(s) of justification: In addition to providing a heading and applicable references, a valid authority record should also contain a reference to whatever sources of information the cataloguer used to determine both the authorized and any deprecated forms of the name. This is usually done by citing the title and publication date of the source, the location of the name (or title) on that source, and the form in which it appears on that source.
An example authority record, for author Flann O'Brien, taken from the United States Library of Congress authorities files, is reproduced below. (The original record has been abbreviated somewhat for clarity
This example contains all the elements of a valid authority record: the first heading is the form of the name that the Library of Congress has chosen to be authoritative. In theory, every record in the catalog that represents a work by this author should have this form of the name as its author heading. What follow immediately below is a set of see references. These forms of the author's name will appear in the catalog, but only as transcriptions, not as headings. If a user queries the catalog under one of these variant forms of the author's name, she would receive the response: "See O’Brien, Flann, 1911-1966." (See also references, which point from one authorized heading to another authorized heading, are exceedingly rare for personal name authority records, although they often appear in name authority records for corporate bodies.) The final four entries in this record constitute the justification for this particular form of the name: it appeared in this form on the 1939 edition of the author's novel At Swim-Two-Birds, whereas the author's other noms de plume appeared on later publications.
Access control
The act of choosing a single authorized heading to represent all forms of a name is often difficult, sometimes arbitrary and on occasion politically sensitive. An alternative is the idea of access control, where variant forms of a name are related without the endorsement of one particular form. See Linda Barnhart's Access Control Records: Prospects and Challenges from the 1996 OCLC conference 'Authority Control in the 21st Century'.
Authoritarianism
Authoritarianism describes a form of government characterized by an emphasis on the authority of state in a republic or union. It is a political system controlled by typically non-elected rulers who usually permit some degree of individual freedom.[1] [
Characteristics
Theodore M. Vestal of Oklahoma State University–Stillwater has written that authoritarianism is characterized by:
• "Highly concentrated and centralized power structures," in which political power is generated and maintained by a "repressive system that excludes potential challengers" and uses political parties and mass organizations to "mobilize people around the goals of the government";[3]
• The following principles:
1) rule of men, not rule of law;
2) rigged elections;
3) all important political decisions made by unelected officials behind closed doors;
4) a bureaucracy operated quite independently of rules, the supervision of elected officials, or concerns of the constituencies they purportedly serve;
5) the informal and unregulated exercise of political power;
• Leadership that is "self-appointed and even if elected cannot be displaced by citizens' free choice among competitors"
• No guarantee of civil liberties or tolerance for meaningful opposition;[3]
• Weakening of civil society: "No freedom to create a broad range of groups, organizations, and political parties to compete for power or question the decisions of rulers," with instead an "attempt to impose controls on virtually all elements of society";and
• Political stability maintained by "control over and support of the military to provide security to the system and control of society; 2) a pervasive bureaucracy staffed by the regime; 3) control of internal opposition and dissent; 4) creation of allegiance through various means of socialization."
Authoritarian political systems may be weakened through "inadequate performance to demands of the people." Vestal writes that the tendency to respond to challenges to authoritarianism through tighter control instead of adaptation is a significant weakness, and that this overly rigid approach fails to "adapt to changes or to accommodate growing demands on the part of the populace or even groups within the system." Because the legitimacy of the state is dependent on performance, authoritarian states that fail to adapt may collapse.
Authoritarianism is marked by "indefinite political tenure" of the ruler or ruling party (often in a single-party state) or other authority.[3] The transition from an authoritarian system to a democratic one is referred to as democratization.[3]
John Duckitt of the University of the Witwatersrand suggests a link between authoritarianism and collectivism, asserting that both are in opposition to individualism. Duckitt writes that both authoritarianism and collectivism submerge individual rights and goals to group goals, expectations and conformities.[5] Others argue that collectivism, properly defined, is based on consensus decision-making, the opposite of authoritarianism.
Authoritarianism and totalitarianism
Totalitarianism is generally considered to be an extreme version of authoritarianism. Building on the work of Yale political scientist Juan Linz, Paul C. Sondrol of the University of Colorado at Colorado Springs has examined the characteristics of authoritarian and totalitarian dictators and organized them in a chart:
Totalitarianism Authoritarianism
Charisma
High Low
Role conception Leader as function Leader as individual
Ends of power Public Private
Corruption
Low High
Official ideology
Yes No
Limited pluralism
No Yes
Legitimacy Yes No
Sondrol argues that the while both authoritarians and totalitarianism are forms of autocracy, they differ in "key dichotomies":
(1) Unlike their bland and generally unpopular authoritarian brethren, totalitarian dictators develop a charismatic 'mystique' and a mass-based, pseudo-democratic interdependence with their followers via the conscious manipulation of a prophetic image.
(2) Concomitant role conceptions differentiate totalitarians from authoritatians. Authoritarians view themselves as indvidual beings, largely content to control; and maintain the status quo. Totalitarian self-conceptions are largely teleological. The tyrant is less a person than an indispensable 'function' to guide and reshape the universe. (3) Consequently, the utilisation of power for personal aggrandizement is more evidence among authoritarians than totalitarians. Lacking the binding appeal of ideology, authoritarians support their rule by a mixture of instilling fear and granting rewards to loyal collaborators, engendering a kleptocracy
Thus, compared to totalitarian systems, authoritarian systems may also leave a larger sphere for private life, lack a guiding ideology, tolerate some pluralism in social organization, lack the power to mobilize the whole population in pursuit of national goals, and exercise their power within relatively predictable limits.
Authoritarianism and democracy
While normally considered to be in opposition to one another, it is possible for democracies to be authoritarian. An illiberal democracy (or procedural democracy) is distinguished from liberal democracy (or substantive democracy) in that illiberal democracies lack some democratic features, such as the rule of law, an independent judiciary, a further distinction was that liberal democracies rarely made war with one another. More recent research has extended the theory and finds that democracies have few Militarized Interstate Disputes causing less battle deaths with one another, and that democracies have few civil wars.
• Poor liberal democracies tend to have better education, longer life expectancy, lower infant mortality, access to drinking water, and better health care than poor dictatorships. This is not due to higher levels of foreign assistance or spending a larger percentage of GDP on health and education. Instead, the available resources are more likely to be managed better.
• Studies suggest that several health indicators (life expectancy and infant and maternal mortality) has a stronger and more significant association with liberal democracy than they have with GDP per capita, size of the public sector, or income inequality.
• In the post-Communist nations, after an initial decline, those most democratic have achieved the greatest gains in life expectancy. Although it must be noted that most were also the most developed states from the ex USSR before its end.
• A prominent economist, Amartya Sen, has theorized that no functioning democracy has ever suffered a large scale famine.[12] This includes democracies that have not been very prosperous historically, like India, which had its last great famine in 1943 and many other large scale famines before that in the late nineteenth century, all under British rule. However, some others ascribe the Bengal famine of 1943 to the effects of World War II[citation needed]. The government of India had been becoming progressively more democratic for years. Provincial government had been entirely so since the Government of India Act of 1935.
• Refugee crises almost always occur in nondemocracies. Looking at the volume of refugee flows for the last twenty years, the first eighty-seven cases occurred in autocracies.
• Research shows that the liberal democratic nations have much less democide or murder by government. However it should be noted that those were also moderately developed nations before applying liberal policies.[13] Similarly, they have less genocide and politicide.[14]
• Liberal democracies are more often associated with a higher average self-reported happiness in a nation.
• Research by the World Bank suggests that political institutions are extremely important in determining the prevalence of corruption: democracy, parliamentary systems, political stability, and freedom of the press are all associated with lower corruption.[16] Freedom of information legislation is important for accountability and transparency. The Indian Right to Information Act "has already engendered mass movements in the country that is bringing the lethargic, often corrupt bureaucracy to its knees and changing power equations completely."
• In the last forty-five years, the African countries poor democracies have grown their economies more rapidly than nondemocracies of the same continent.
• Of the eighty worst financial catastrophes during the last four decades, only five were in democracies. Similarly, poor democracies are half likely as nondemocracies to experience a 10 percent decline in GDP per capita over the course of a single year
• Several studies have concluded that terrorism is most common in nations with intermediate political freedom. The nations with the least terrorism are the most and least democratic nations.
Rational-legal authority
Rational-legal authority (also known as rational authority, legal authority, rational domination, legal domination, or bureaucratic authority) is a form of leadership in which the authority of an organization or a ruling regime is largely tied to legal rationality, legal legitimacy and bureaucracy. The majority of the modern states of the twentieth century are rational-legal authorities, according to those who use this form of classification
Rational-legal authority in sociology
In sociology, the concept of rational-legal domination comes from Max Weber's tripartite classification of authority (one of several classifications of government used by sociologists); the other two forms being traditional authority and charismatic authority. All of those three domination types represent an example of his ideal type concept. Weber noted that in history those ideal types of domination are always found in combinations.
In traditional authority, the legitimacy of the authority comes from tradition. Charismatic authority is legitimized by the personality and leadership qualities of the ruling individual. Finally, rational-legal authority derives its powers from the system of bureaucracy and legality.
Legal rationality and legitimacy
In the modern state, people (and legal practitioners) attribute legitimacy to a legal order insofar as its laws have been enacted (this concept of legal authority and its legitimacy should be understood in the light of arguments of natural law and legal positivism).
Weber defined legal order as a system where the rules are implemented and obeyed in the belief that they are legitimate because they conform with the statuses of a government that monopolizes their enactment and the legitimate use of physical force.
Emergence of the modern state
Weber wrote that the distinctively rational characteristics of the state emerged from the patrimonial and feudal struggle for power that can be found only in Occidental civilization. The prerequisites for the modern Western state are:
• monopolization by central authority of the means of domination and administration based on:
o centrally directed and permanent system of taxation
o centrally directed and permanent system of military force
• monopolization of legal enactments and the legitimate use of force by central authority
• organisation of a rationally oriented officialdom, whose exercise of administrative function is dependent upon the central authority
Weber argued that some of those attributes have existed in various time or places, but combined they have emerged only in Occidental civilization. The conditions that favoured this were
• emergence of legal rationality (various status groups in the Occident promoted that emergence)
• emergence of modern officialdom (bureaucracy), which required
o development of the money economy, where officials are compensated in money instead of kind (usually land grants)
o quantitative and qualitative expansion of administrative tasks
o expansion on officialdom due to its centralisation and increased efficiency over past alternative methods of administration.
Weber's belief that rational-legal authority did not exist in Imperial China has been heavily criticized, and does not have many supporters in the early 21st century.
Modern state
According to Max Weber, a modern state exists where a political community possesses the following
characteristics:
• an administrative and legal order that is subject to change by legislation
• an administrative apparatus that conducts official business in accordance with legislative regulation
• binding authority over all persons (citizens) and most actions taking place in the area of its jurisdiction
• the legitimation to use force within this area if coercion is permitted or prescribed by the legally constituted government
An important attribute of Weber's definition of a modern state was the fact that it is a bureaucracy.
The vast majority of the modern states from the 20th century onward fall under the rational-legal authority category.
Rational-legal leaders
Ideally, the majority of modern politicians represent this type of authority.
Officials must exercise their judgment and their skills, but their duty is to place these at the service of a higher authority; ultimately they are responsible only for the impartial execution of assigned tasks and must sacrifice their personal judgment if it runs counter to their official duties.
Weber distinguished between bureaucratic officials and political leaders.
Other qualities of officials of a legal-rational authority:
• They are personally free and appointed to their positions on the basis of conduct.
• They exercise the authority delegated to them in accordance with impersonal rules, and their loyalty is enlisted on behalf of the faithful execution of their official duties.
• Their appointment and job placement are dependent upon their technical qualifications.
• Their administrative work is a full-time occupation.
• Their work is rewarded by a regular salary and prospects of advancement in a lifetime career.
Politicians must demonstrate their capacity for independent action, for which they alone are responsible. Partisanship is important to them, they must reject the responsibility for public actions that conflict with their basic policy. They should have charismatic appeal to win elections under conditions of universal suffrage.
Traditional authority
Traditional authority (also known as traditional domination) is a form of leadership in which the authority of an organization or a ruling regime is largely tied to tradition or custom. The main reason for the given state of affairs is that it 'has always been that way'.
Traditional authority in Sociology
In sociology, the concept of traditional authority (domination) comes from Max Weber's tripartite classification of authority, the other two forms being charismatic authority and rational-legal authority. All of those three domination types represent an example of his ideal type concept. Weber noted that in history those ideal types of domination are always found in combinations.
In traditional authority, the legitimacy of the authority comes from tradition; in charismatic authority from the personality and leadership qualities of the individual; and in rational-legal authority from powers that are bureaucratically and legally attached to certain positions.
Patriarchs and their households
Weber derives the traditional domination from patriarchs and their households - in other words, from the ancient tradition of family (the authority of a master over his household). The master is designated in accordance with the rules of inheritance. He has no administrative staff nor any machinery to enforce his will by force alone; he depends on the willingness of the group members to respect his authority. Those members stand in personal relations to him. They obey him based on the belief that this is their duty sanctioned by immemorial tradition and on feeling of filial piety for the person of the master.
Patrimonalism
Patrimonal government can be described as an extension of the ruler's household where all of the governmental offices originate from the household administration of the ruler, and all the population is - in theory - personal dependents of the master. Their relations still are depended on the basis of paternal authority and filial dependence.
However, with the growth of the territory certain patriarchs controlled, the need for organised and more independent administrative staff and military force became greater as well. With forced increased decentralisation some individuals gain more rights (for example, the right to inheritance and marriage without the consent of the rulers, to be judged by independent courts instead of officials of the royal household, etc.).
Military force is one of the important instruments of a patrimonial rule. Weber distinguished five types of military organisations. In all of those cases the forces remain the personal instruments of the ruler (he is responsible for their equipment, maintenance and revenue).
Another instrument of a patrimonial rule is the patrimonial administration. The officials are usually the favourites of the ruler, appointed by him. The ruler treats all political administration as his personal affair, empowers them from case to case, assigns specific tasks, etc. It is very rare to discover any clear and constant system of hierarchy, power and responsibility in the deluge of official titles of most patrimonial administrations.
The officials treat their administrative work as a personal service based on their duty of obedience and respect to the master. Their rights are privileges granted and withdrawn by the ruler. They can treat subject population just as the ruler treats them, as long as they maintain the tradition and interests of the ruler.
One of the best examples of almost pure type of patrimonalism is Ancient Egypt, where the population was entirely dependent upon the coordinated control of the waterways (Nile River). This facilitated the creation of centralised government, and the lengthy period of time the men were free from work on the fields meant that population could and was extensively employed in forced-labor projects. When the royal household required it, any rights of any individual were waived and he was forced to perform the public duties. Thus the whole country was one vast patriarchal household of the pharaoh.
It is interesting to note that when land is given to military or officials for the performance of their duties, their independence increases and the power of the ruler weakens (consider the Mameluks and their rebellions, or the difference between Chinese Confucian literati who were never able to overthrow the power of the emperor and European knights who evolved into powerful aristocracy in many cases vastly limiting the power of the kings (especially in the Polish-Lithuanian Commonwealth)).
Patrimonial dominance has often prevailed in the Orient, where land remained in the control of the patrimonial ruler. However, in the Occident large estates have been out of the control of the ruler, and thus according to Weber this was one of the major reasons patrimonalism has been replaced by feudalism.
Feudalism
Feudalism when compared to patrimonalism, has one major similarity and several important differences.
The similarity is that both are based on tradition and have powerful rulers who grant rights in return for military and administrative services.
The differences are important for the subtler distinction:
•feudalism replaces the paternal relationship of patrimonalism by a contractually fixed fealty on the basis of knightly militarism.
•the patrimonial ruler's grants of authority of liturgical obligations of political subjects and the personal dependence of patrimonial official are replaced in feudalism by the contractual freedom, personal fealty and social and economic prominence on the part of the vassals.
Traditional leaders
Most of the representatives of any dynasty ruling for more than one generation (kings, emperors, sultans, etc.) would fall into that category. Thus majority monarchies and some autocracies, oligarchies and theocracies would be ruled by traditional leaders.
Often male head of a common family should be considered a traditional leader. This could also be the case in a family-owned business, if its director and other leader positions are chosen based on family ties and/or age
Management in all business and human organization activity is the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.
Because organisations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to 'manage' oneself, a pre-requisite to attempting to manage others
Management can also refer to the person or people who perform the act(s) of management.
The verb manage comes from the Italian maneggiare (to handle — especially tools), which in turn derives from the Latin manus (hand). The French word mesnagement (later ménagement) influenced the development in meaning of the English word management in the 17th and 18th centuries.
Some definitions of management are:
• Organisation and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives. Management is often included as a factor of production along with machines, materials, and money. According to the management guru Peter Drucker (1909–2005), the basic task of a management is twofold: marketing and innovation.
• Directors and managers who have the power and responsibility to make decisions to manage an enterprise. As a discipline, management comprises the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing the firm's resources to achieve the policy's objectives. The size of management can range from one person in a small firm to hundreds or thousands of managers in multinational companies. In large firms the board of directors formulates the policy which is implemented by the chief executive officer.
Theoretical scope
Mary Parker Follett (1868–1933), who wrote on the topic in the early twentieth century, defined management as "the art of getting things done through people". She also described management as philosophy.[2] One can also think of management functionally, as the action of measuring a quantity on a regular basis and of adjusting some initial plan; or as the actions taken to reach one's intended goal. This applies even in situations where planning does not take place. From this perspective, Frenchman Henri Fayol[3] considers management to consist of seven functions:
1. planning
2. organizing
3. leading
4. coordinating
5. controlling
6. staffing
7. motivating
Some people, however, find this definition, while useful, far too narrow. The phrase "management is what managers do" occurs widely, suggesting the difficulty of defining management, the shifting nature of definitions, and the connection of managerial practices with the existence of a managerial cadre or class.
One habit of thought regards management as equivalent to "business administration" and thus excludes management in places outside commerce, as for example in charities and in the public sector. More realistically, however, every organization must manage its work, people, processes, technology, etc. in order to maximize its effectiveness. Nonetheless, many people refer to university departments which teach management as "business schools." Some institutions (such as the Harvard Business School) use that name while others (such as the Yale School of Management) employ the more inclusive term "management."
English speakers may also use the term "management" or "the management" as a collective word describing the managers of an organization, for example of a corporation. Historically this use of the term was often contrasted with the term "Labor" referring to those being managed.
Nature of managerial work
In for-profit work, management has as its primary function the satisfaction of a range of stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers), and providing rewarding employment opportunities (for employees). In nonprofit management, add the importance of keeping the faith of donors. In most models of management/governance, shareholders vote for the board of directors, and the board then hires senior management. Some organizations have experimented with other methods (such as employee-voting models) of selecting or reviewing managers; but this occurs only very rarely.
In the public sector of countries constituted as representative democracies, voters elect politicians to public office. Such politicians hire many managers and administrators, and in some countries like the United States political appointees lose their jobs on the election of a new president/governor/mayor.
Historical development
Difficulties arise in tracing the history of management. Some see it (by definition) as a late modern (in the sense of late modernity) conceptualization. On those terms it cannot have a pre-modern history, only harbingers (such as stewards). Others, however, detect management-like-thought back to Sumerian traders and to the builders of the pyramids of ancient Egypt. Slave-owners through the centuries faced the problems of exploiting/motivating a dependent but sometimes unenthusiastic or recalcitrant workforce, but many pre-industrial enterprises, given their small scale, did not feel compelled to face the issues of management systematically. However, innovations such as the spread of Arabic numerals (5th to 15th centuries) and the codification of double-entry book-keeping (1494) provided tools for management assessment, planning and control.
Given the scale of most commercial operations and the lack of mechanized record-keeping and recording before the industrial revolution, it made sense for most owners of enterprises in those times to carry out management functions by and for themselves. But with growing size and complexity of organizations, the split between owners (individuals, industrial dynasties or groups of shareholders) and day-to-day managers (independent specialists in planning and control) gradually became more common.
A project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, architecture, computer networking, telecommunications or software development.
Many other fields in the production, design and service industries also have project managers.
Project management
Project Management is quite often the province and responsibility of an individual project manager. This individual seldom participates directly in the activities that produce the end result, but rather strives to maintain the progress and mutual interaction and tasks of various parties in such a way that reduces the risk of overall failure, maximizes benefits, and restricts costs.
Products and services
Any type of product or service — pharmaceuticals, building construction, vehicles, electronics, computer software, financial services, etc. — may have its implementation overseen by a project manager and its operations by a product manager.
Project tools
The tools, knowledge and techniques for managing projects are often unique to Project Management. For example: work breakdown structures, critical path analysis and earned value management. Understanding and applying the tools and techniques which are generally recognized as good practices are not sufficient alone for effective project management. Effective project management requires that the project manager understands and uses the knowledge and skills from at least four areas of expertise. Examples are PMBOK, Application Area Knowledge: standards and regulations set forth by ISO for project management, General Management Skills and Project Environment Management[1]
Project teams
When recruiting and building an effective team, the manager must consider not only the technical skills of each person, but also the critical roles and chemistry between workers. A project team has mainly three separate components: Project Manager, Core Team and Contracted Team.
Risk
Most of the project management issues that influence a project arise from risk, which in turn arises from uncertainty. The successful project manager focuses on this as his/her main concern and attempts to reduce risk significantly, often by adhering to a policy of open communication, ensuring that project participants can voice their opinions and concerns.
Types of project managers
Construction Project Manager
Construction project managers in the past were individuals, who worked in construction or supporting industries and were promoted to foreman. It was not until the late 20th century that construction and Construction management became distinct fields.
Until recently, the American construction industry lacked any level of standardization, with individual States determining the eligibility requirements within their jurisdiction. However, several Trade associations based in the United States have made strides in creating a commonly-accepted set of qualifications and tests to determine a project manager's competency.
• The Project Management Institute has made some headway into being a standardizing body with its creation of the Project Management Professional (PMP) designation.
• The Constructor Certification Commission of the American Institute of Constructors holds semiannual nationwide tests. Eight American Construction Management programs require that students take these exams before they may receive their Bachelor of Science in Construction Management degree, and 15 other Universities actively encourage their students to consider the exams.
• The Associated Colleges of Construction Education, and the Associated Schools of Construction have made considerable progress in developing national standards for construction education programs.-
The profession has recently grown to accommodate several dozen Construction Management Bachelor of Science programs.
The US Navy Construction Battalion, nicknamed the SeaBees, puts their command through strenuous training and certifications at every level. To become a Chief Petty Officer in the SeaBees is equivalent to a BS in Construction Management with the added benefit of several years of experience to their credit. See ACE accreditation.
Architectural Project Manager
Architectural project manager are project managers in the field of architecture. They have many of the same skills as their counterpart in the construction industry. An architect will often work closely with the construction project manager in the office of the General contractor (GC), and at the same time, coordinate the work of the design team and numerous consultants who contribute to a construction project, and manage communication with the client. The issues of budget, scheduling, and quality-control are the responsibility of the Project Manager in an architect's office.
Software Project Manager
A Software Project Manager has many of the same skills as their counterparts in other industries. Beyond the skills normally associated with traditional project management in industries such as construction and manufacturing, a software project manager will typically have an extensive background in software development. Many software project managers hold a degree in Computer Science, Information Technology or another related field and will typically have worked in the industry as a software engineer.
In traditional project management a heavyweight, predictive methodology such as the waterfall model is often employed, but software project managers must also be skilled in more lightweight, adaptive methodologies such as DSDM, SCRUM and XP. These project management methodologies are based on the uncertainty of developing a new software system and advocate smaller, incremental development cycles. These incremental or iterative cycles are timeboxed (constrained to a known period of time, typically from one to four weeks) and produce a working subset of the entire system deliverable at the end of each iteration. The increasing adoption of lightweight approaches is due largely to the fact that software requirements are very susceptible to change, and it is extremely difficult to illuminate all the potential requirements in a single project phase before the software development commences.
The software project manager is also expected to be familiar with the Software Development Life Cycle (SDLC). This may require in depth knowledge of requirements solicitation, application development, logical and physical database design and networking. This knowledge is typically the result of the aforementioned education and experience. There is not a widely accepted certification for software project managers, but many will hold the PMP designation offered by the Project Management Institute, PRINCE2 or an advanced degree in project management, such as a MSPM or other graduate degree in technology management.
Responsibilities
The specific responsibilities of the Project Manager vary depending on the industry, the company size, the company maturity, and the company culture. However, there are some responsibilities that are common to all Project Managers, noting[2]:
• Developing the project plan
• Managing the project stakeholders
• Managing the project team
• Managing the project risk
• Managing the project schedule
• Managing the project budget
• Managing the project conflicts
Event planning
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Event planning is the process of planning a festival, ceremony, competition, party, or convention.
Event planning includes budgeting, establishing dates and alternate dates, selecting and reserving the event site, acquiring permits, and coordinating transportation and parking.
Event planning also includes some or all of the following, depending on the event: developing a theme or motif for the event, arranging for speakers and alternate speakers, coordinating location support (such as electricity and other utilities), arranging decor, tables, chairs, tents, event support and security, catering, police, fire, portable toilets, parking, signage, emergency plans, health care professionals, and cleanup.
Event Planning is a relatively new career field. There is now training that helps one trying to break into the career field. There must be training for an event planner to handle all the pressure and work efficiently. This career deals with a lot of communication and organization aspects. There are many different names for an event planner such as a conference coordinator, a convention planner, a special event coordinator, and a meeting manager.
Steps to planning an event
The first step to planning an event is determining its purpose, whether it is for a wedding, company, birthday, festival, graduation or any other event requiring extensive planning. From this the event planner needs to choose entertainment, location, guest list, speakers, and content. The location for events is endless, but with event planning they would likely be held at hotels, convention centers, reception halls, or outdoors depending on the event. Once the location is set the coordinator/planner needs to prepare the event with staff, set up the entertainment, and keep contact with the client. After all this is set the event planner has all the smaller details to address like set up of the event such as food, drinks, music, guest list, budget, advertising and marketing, decorations, all this preparation is what is needed for an event to run smoothly.An event planner needs to be able to manage their time wisely for the event, and the length of preparation needed for each event so it is a success.
Working conditions
Event planners work is considered either stressful or energizing. This line of work is also considered fast paced and demanding. Planners face deadlines and communicating with multiple people at one time. Planners spend most of their time in offices, but when meeting with clients the work is usually on-site at the location where the event is taking place. Some physical activity is required such as carrying boxes of materials and decorations or supplies needed for the event. Also, long working hours can be a part of the job. The day the event is taking place could start as early as 5:00 a.m. and then work until midnight. Working on weekends is sometimes required, which is when many events take place
Publications and resources
Many business-to-business trade publications exist to help event planning and production professionals become educated about the issues and trends in their industry. Many are controlled circulation publications available at no cost to qualified event professionals. Qualification is based on multiple variables like job title, company type, industry segment or geographic region, and is at the publisher's discretion
Meeting and convention planner
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A meeting and convention planner supervises and coordinates the strategic, operational and logistical activities necessary for the production of events. The planner can be employed or hired ad hoc by corporations, associations, governments, and other organizations.[1][2]
Standardization issues
• Although the Occupational Information Network (O*NET), sponsored by the United States Department of Labor and Employment and Training Administration, identified this occupation as "meeting and convention planner," other titles are more commonly used. These titles include event planner, meeting planner, and meeting manager. In addition, a number of other titles specific to the categories of events produced are used, such as corporate planner and party planner.
• The banquet event order (BEO), a standard form used in the hospitality industry to document the requirements of an event as pertinent to the venue,[3] has presented numerous problems to meeting and convention planners due to the increasing complexity and scope of modern events. In response, Convention Industry Council developed the event specifications guide (ESG) that is currently replacing the BEO.[4]
• Additionally, the Convention Industry Council is spearheading The Accepted Practices Exchange (APEX). By bringing planners and suppliers together to create industry-wide accepted practices and a common terminology, the profession continues to enhance the professionalism of the meetings, conventions and exhibitions industry.
Certification
Planners can, but need not, be certified.
Programs
Certification Acronym Issuing Organization
Certified Association Executive CAE
American Society of Association Executives
Certified Destination Management Executive CDME
International Association of Convention and Visitors Bureaus
Certified in Exhibition Management CEM
International Association for Exhibition Management
Certified Event Rental Professional CERP
American Rental Association
Certified Festival Executive CFE
International Festivals and Events Association
Certified Hospitality Marketing Executive CHME
Hospitality Sales and Marketing Association International
Certified Incentive Travel Executive CITE
Society of Incentive and Travel Executives
Certified Meeting Professional CMP
Convention Industry Council
Global Certification in Meeting Management CMM
Meeting Professionals International
Certified Professional Catering Executive CPCE
National Association of Catering Executives
Certified Special Events Professional CSEP
International Special Events Society
Destination Management Certified Professional DMCP
Association of Destination Management Executives
Professional Bridal Consultant PBC
Association of Bridal Consultants
Professional Conference Organiser
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A Professional Conference Organiser or Professional Congress Organiser (PCO) is a company which specialises in the organisation and management of congresses, conferences, seminars and similar events.
Role of PCOs
PCOs work as consultants for academic and professional associations. They usually provide full service management for conferences including but not limited to conference design, registration, site and venue selection and booking, audiovisuals, IT support, logistics, leisure management, marketing, printing and web services, sourcing speakers, funding and sponsorship, financial management and budget control[1][2].
Other companies offer related services including travel agents and public relations companies. They tend to focus on limited areas such as destination management.
Meetings, Incentives, Conferencing, Exhibitions
Meetings, Incentives, Conferences, and Exhibitions. The acronym MICE is applied inconsistently with the “E” sometimes referring to events [1] and the “C” sometimes referring to conventions. MICE is used to refer to a particular type of tourism in which large groups, usually planned well in advance, are brought together for some particular purpose. Recently, there has been an industry trend towards using the term "Meetings Industry" to avoid confusion from the acronym.[2]
Most components of MICE are well understood, perhaps with the exception of incentives. Incentive tourism is usually undertaken as a type of employee reward by a company or institution for targets met or exceeded, or a job well done. Unlike the other types of MICE tourism, incentive tourism is usually conducted purely for entertainment, rather than professional or educational purposes.[3]
MICE tourism usually includes a well-planned agenda centered around a particular theme, such as a hobby, a profession, or an educational topic. Such tourism is a specialized area with its own trade shows (IMEX) and practices.[4] MICE events are normally bid on by specialized convention bureaus located in particular countries and cities and established for the purpose of bidding on MICE activities. This process of marketing and bidding is normally conducted well in advance of the actual event, often several years. MICE tourism is known for its extensive planning and demanding clientele.[5]
Event planning
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Jump to: navigation, search
Event planning is the process of planning a festival, ceremony, competition, party, or convention.
Event planning includes budgeting, establishing dates and alternate dates, selecting and reserving the event site, acquiring permits, and coordinating transportation and parking.
Event planning also includes some or all of the following, depending on the event: developing a theme or motif for the event, arranging for speakers and alternate speakers, coordinating location support (such as electricity and other utilities), arranging decor, tables, chairs, tents, event support and security, catering, police, fire, portable toilets, parking, signage, emergency plans, health care professionals, and cleanup.
Event Planning is a relatively new career field. There is now training that helps one trying to break into the career field. There must be training for an event planner to handle all the pressure and work efficiently. This career deals with a lot of communication and organization aspects. There are many different names for an event planner such as a conference coordinator, a convention planner, a special event coordinator, and a meeting manager
Corporate title
Publicly and privately held for-profit corporations confer corporate titles or business titles on company officials as a means of identifying their function in the organization. In addition, many non-profit organizations, educational institutions, partnerships, and sole proprietorships also confer corporate titles. The following is a list of common titles for corporate executives.
Variations
Note that there are considerable variations in the responsibilities of the titles.
Some companies have a Chairman and CEO, while the number two is the President and COO; other companies have a President and CEO but no official deputy.
Corporate titles are sometimes given more for prestige than out of any differentiation in job function. For example, at CIBC and BMO Financial Group, the position of Chief Operating Officer (COO) was created solely to facilitate the transition, as a means of grooming the future CEO before the current CEO retired. The division head (perhaps Executive Vice President or CEO of a division) is promoted to COO and takes over day-to-day and strategic planning, while the outgoing CEO is relegated to advisory duties. Once the new CEO formally takes power, the COO position is not replaced.[citation needed]
Executive Vice President is most frequently used to refer to a division head, however this position can also be known as Vice Chairman, or even President and CEO of the division, depending upon corporation structure, especially in the latter case when it is operated as a wholly-owned subsidiary instead of an internal division.
Corporate Titles
• Executive or Non-Executive Chairperson, Chairman or Chairman of the Board – presiding officer of the corporate Board of directors. The Chairman influences the board of directors, which in turn elects and removes the officers of a corporation and oversees the human, financial, environmental and technical operations of a corporation. The CEO may assume the role of Executive Chairman. Recently, though, many companies have separated the roles of Chairman and CEO, resulting in a non-executive chairman, in order to improve corporate governance.
• Chief accounting officer
• Chief administrative officer
• Chief Analytics Officer or CAO – high level corporate manager with overall responsibility for the analysis and interpretation of data relevant to a company's activities; generally reports to the CEO, or COO.
• Chief Audit Executive or CAE; high level 'independant' corporate executive with overall responsibility for the Internal audit.
• Chief Business Officer
• Chief Business Development Officer or CBDO.
• Chief Brand Officer or CBO – a relatively new executive level position at a corporation, company, organization, or agency, typically reporting directly to the CEO or board of directors. The CBO is responsible for a brand's image, experience, and promise, and propagating it throughout all aspects of the company. The brand officer oversees marketing, advertising, design, public relations and customer service departments. The brand equity of a company is seen as becoming increasingly dependent on the role of a CBO.
• Chief Communications Officer or CCO.
• Chief Compliance Officer - in charge of regulatory compliance, especially Sarbanes-Oxley.
• Chief Creative Officer
• Chief Credit Officer or CCO.
• Chief Customer Officer - responsible in customer-centric companies for the total relationship with an organization’s customers.
• Chief Data Officer or CDO
• Chief Engineering Officer - responsible for technology/product R & D and/or manufacturing in a technology company or to the responsible engineer in an engineering services company. This position is often separate from IT functions. This title is more common in technology companies that make product rather than software where the title CTO is more common.
• Chief Executive Officer or CEO (United States), Chief Executive or Managing director (United Kingdom, Commonwealth and some other English speaking countries) – The CEO of a corporation is the highest ranking management officer of a corporation and has final decisions over human, financial, environmental, technical operations of the corporation. The CEO is also a visionary, often leaving day-to-day operations to the President, COO or division heads. Other corporate officers such as the COO, CFO, CIO, and division heads report to the CEO. The CEO is also often the Chairman of the Board, especially in closely held corporations and also often in public corporations. Recently, though, many public companies have separated the roles of Chairman and CEO (This is long-standing normal practice under the British System), resulting in a non-executive chairman, in order to improve corporate governance. President and CEO is a popular combination if there is a non-executive chairman.
• Chief Financial Officer or CFO – high level corporate officer with oversight of corporate finances; reports to the CEO. May concurrently hold the title of Treasurer or oversee such a position; it must be noted that Finance deals with accounting and audits, while Treasurer deals with company funds.
• Chief Human Resources Officer or CHRO
• Chief Information Officer or CIO – high level corporate manager with overall responsibility for the company's information resources and processing environment; generally reports to the CEO or COO.
• Chief Information Security Officer or CISO.
• Chief Innovation Officer
• Chief Intellectual Property Officer or CIPO - responsible for the management of the IP assets and potential IP-related liabilities of the enterprise.
• Chief Investment Officer or CIO – high level corporate officer responsible for the assets of an investment vehicle or investment management company and/or responsible for the asset-liability management (ALM) of typical large financial institutions such as insurers, banks and/or pension funds; generally reports to the CEO or CFO.
• Chief Knowledge Officer or CKO – high level corporate officer responsible for ensuring that the organization maximizes the value it achieves through "knowledge".
• Chief Legal Officer or CLO, the CLO is traditionally referred to as the General Counsel, or GC;
• Chief Learning Officer or CLO, the CLO is commonly responsible for all Learning/Training Operations.
• Chief Marketing Officer or CMO.
• Chief Medical Officer or CMO; especially in a pharmaceutical company, the person responsible for scientific and medical excellence of the company's research, development and products.
• Chief Networking Officer or CNO – responsible for the social capital within the company and between the company and its partners
• Chief Operating Officer or COO – high level corporate officer with responsibility for the daily operation of the company; reports to the CEO. The COO often also carries the title of President, especially if the number one is the Chairman and CEO.
• Chief Performance Officer
• Chief Privacy Officer
• Chief Process Officer or CPO.
• Chief Procurement Officer or CPO.
• Chief Promotions Officer or CPO.
• Chief Risk Officer (Chief Risk Management Officer) or CRO. Common in financial institutions.
• Chief Science Officer responsible for research, development and new technologies.
• Chief Search Officer responsible for research, development and planning of brand search marketing.
• Chief Security Officer or CSO.
• Chief Strategy Officer (Chief Strategic Planning Officer) or CSO (CSPO).
• Chief Tax Officer or CTO – high level corporate officer responsible for the tax function (compliance, accounting and planning) within a company. The CTO may report to the CEO, CFO, general counsel or the internal audit function.
• Chief Technical Officer or CTO – (sometimes Chief Technology Officer) high level corporate officer responsible for the company's technical direction; in non-technology companies usually reports to the CIO but in technology companies, may report directly to the CEO.
• Chief visionary officer
• Chief International officer or CIO Responsible for development and implementation of overseas markets
• Chief eXperience Officer or CXO is the person who is responsible of quality of Customer Service experience in any organisation
• Financial Control Officer, FCO or FC, also Comptroller or Controller: supervises accounting and financial reporting within an organization.
• Director or Member of the Board of Directors - a high level official with a fiduciary responsibility of overseeing the operation of a corporation and elects or removes officers of a corporation; nominally, Directors, other than the Chairman are usually not considered to be employees of the company per se, although they may receive compensation, often including benefits; in publicly held companies. A Board of Directors is normally made up of members (Directors) who are a mixture of corporate officials who are also management employees of the company (inside directors) and persons who are not employed by the company in any capacity (outside directors or non-executive directors). In privately held companies, the Board of Directors often only consists of the statuatory corporate officials, and in sole proprietorships and partnerships, the board is entirely optional, and if it does exist, only operates in an advisory capacity to the owner or partners. Non-profit corporations are governed by a Board of Trustees instead of a Board of Directors
• Director - manager of managers within an organization who is often responsible for a major business function and often reports to a Vice President. Often used with name of a functional area; Finance Director, Director of Finance, Marketing Director, etc. Not to be confused with a Member of the Board of Directors who is also referred to as a Director. Alternatively, a manager of managers is often referred to as a senior manager or associate vice president, depending upon levels of management.
• President - legally recognized highest "titled" corporate officer outside of the CEO (who ranks highest). The President works directly for the Board of Directors and usually a member of the Board of Directors. The office of President can be limited by the Chairman/CEO to represent only one division within a corporation, such as the President of Sales. In the event there is no CEO, the President is the highest ranking officer but is not normally the Chairperson. There is much variation; often the CEO also holds the title of President, while a Chairman and CEO's deputy is often the President and COO. The President is often considered to be more focused upon daily operations compared to the CEO which is supposed to be the visionary.
• Secretary or Company secretary - legally recognized "titled" corporate officer who reports to the Board of Directors and is responsible for keeping the records of the Board and the company. This title is often concurrently held by the treasurer in a dual position called secretary-treasurer; both positions may be concurrently held by the CFO. Note, however, that the Secretary has a reporting line to the Board of Directors, regardless of any other reporting lines conferred by concurrent titles.
• Secretary-Treasurer - in many cases, the offices of Secretary and Treasurer are held by the same person. In this case, the position is commonly referred to by the combined title Secretary-Treasurer
• Treasurer - legally recognized corporate officer entrusted with the fiduciary responsibility of caring for company funds. Often this title is held concurrently with that of Secretary in a dual role called secretary-treasurer. It can also be held concurrently with the title of CFO or fall under the jurisdiction of one, though the CFO tends to oversee the Finance Department instead, which deals with accounting and audits, while the Treasurer deals directly with company funds. Note, however, that the Treasurer has a reporting line to the Board of Directors, regardless of any other reporting lines conferred by concurrent titles.
• Statutory agent
• Superintendent
• Supervisor
• Foreman
• General manager or GM
• Manager
• Owner (sometimes Proprietor or Sole Proprietor, for sole proprietorships)
• Partner
• Vice Chair or Vice Chairman - officer of the Board of Directors who stands in for the Chairman in his/her absence. An unrelated definition of Vice Chair describes an executive who is higher ranking or has more seniority than Executive Vice President. Sometimes, EVPs report to the Vice Chair who in turn reports directly to the CEO (so Vice Chairs in effect constitute an additional layer of management), other Vice Chairs have more responsibilities but are otherwise on an equal tier with EVPs. Executive vice chairman may not necessarily be on the board of directors.
• Vice President - Middle or upper manager in a corporation. Depending on the corporate structure Vice Presidents report to the President, who will in turn report to the Chief Officer of their respective division, who will then report to the CEO. They often appear in various hierarchical layers such as Executive Vice President, Senior Vice President, Associate Vice President, or Assistant Vice President, with EVP usually considered the highest. Many times, corporate officers such as the CFO, COO, CIO, CTO, Secretary, or Treasurer will concurrently hold Vice President titles, commonly EVP or SVP. Vice Presidents in small companies are also referred to as chiefs of a certain division, such as VP of Finance, or VP of Administration. These titles are the same as CFO and such titles. It is not necessary to have a Vice President in most corporations.
Other corporate employee classifications include:
• Exempt - Meaning that they're exempt from the FLSA. In a corporation, this generally applies to salaried professional staff, and executives, earning in excess of $23,660 annually.
• Non-exempt - Generally an employee paid by the hour who is entitled to a minimum wage, overtime pay at the rate of time and one-half the regular rate for all hours worked in excess of 40 hours per week, as well as other protections under child labor and equal pay laws.
Most modern corporations also have non-employee workers. These are usually 'temps' (temporary workers) or consultants who, depending on the project and their experience, might be brought on to lead a task for which the skill-set did not exist within the company, or in the case of a temp, in the vernacular sense, to perform busy-work or an otherwise low-skilled repetitive task for which an employee is deemed too valuable to perform. Non-employees generally are employed by outside agencies or firms, but perform their duties within a corporation or similar entity. They do not have the same benefits as employees of that company, such as pay-grades, health insurance, or sick days. Some high-skilled consultants, however, may garner some benefits such as a bonus, sick leave, or food and travel expenses, since they usually charge a high flat-fee for their services, or otherwise garner high hourly wages. An example of high-skilled consultants include lawyers and accountants who may not be employed by a corporation, but have their own firms or practices. Most temps, however, are compensated strictly for the hours they work, and are generally non-exempt.
LEVELS OF AUTHORITY
The following table sets out the limits of authority for signing most types of legal document, and the scope for those so authorised to delegate their powers. The footnotes on the first page are particularly important.
Where the Table makes no explicit provision, legal documents shall be signed by the following:
a. If the subject matter of the document is primarily financial or administrative in nature by the Rector, Deputy Rector, Director of Finance or College Secretary, or those to whom they may have explicitly delegated their powers, and subject always to such conditions as they may from time to time have imposed.
b. If the subject matter of the document is primarily academic in nature, by the Rector, Deputy Rector, Pro Rectors, Principals, or those to whom they may have explicitly delegated their powers, and subject always to such conditions as they may from time to time have imposed.
Serial
(a) Activity
(b) Value ( )
(c) Responsible Officer (d) Signatories for the College ( ) (e) Remarks
(f)
FINANCIAL APPROVALS
1 Procurement and tendering etc: requirement to adhere to competitive tendering process Head of Purchasing The appropriate support services director or HoD and the Head of Purchasing
(In the absence of the Head of Purchasing, the Director of Finance may act.) Process to be in accordance with Purchasing Regulation 13 and EU Regulations where appropriate
The appropriate support services director or HoD.
(In the absence of the Head of Purchasing, the Director of Finance may act.) Purchasing Department will undertake a formal tender process
May be delegated by the appropriate support services director or HoD At least 4 tenders must be invited, and reasons for the selection recorded on file
May be delegated by the appropriate support services director or HoD At least 4 tenders must be invited
May be delegated by the appropriate support services director or HoD At least two quotations must be obtained
Competitive quotations are not required
2 (a) Purchase contracts (including service level agreements, purchase or maintenance agreements for computer hardware, site licences for computer software, etc.);
(b) Orders for goods and services
(b) Payment authorisation forms where no purchase order has been issued; and
(c) Agreement to any significant variations to the College’s standard purchase terms and conditions. Director of Finance
Rector All transactions exceeding £250 in value must be approved by two people, at least one of whom must have signing authority indicated opposite.
Delegation of signing powers in relation to the monetary values shown in column c is not permitted
Wherever the terms of the purchase contract differ materially from the College’s standard, advice from the purchasing department must be sought and acted upon before the order is confirmed to the supplier. The Head of Purchasing will vet all contracts exceeding £150,000 in value.
Where the contract is a research sub-contract, its terms must be agreed by the appropriate Research Services Manager before the order is placed.
.
Rector
Chief Operating Officer
Director of Finance
Head of Financial Management,
College Secretary
Faculty Principals (may be delegated to FOOs acting jointly with FFOs)
Director of ICT
Director of Projects
Director of Facilities Management
Director of Commercial Services
Head of Department/ Division acting jointly with Faculty Finance Officer (or Finance Manager equivalent in support services ) [Faculty Operating Officers may serve in lieu of Faculty Finance officers]
Head of Department/ Division or a single nominated alternate for each Deparment/Division
Nominated Departmental/ Divisional Staff whose individual spending limits are determined by the HoD in agreement with Faculty Finance Officer and notified to the Finance Division
3 Signing of non-disclosure agreements in connection with acquisition of software Director of ICT Heads of ICT Section Relevant to each Head of Section’s own area.
4 Authorisation of purchase invoices after goods/services have been received in response to a purchase order Director of Finance Director of Finance
Head of Financial Management,
College Secretary May not be delegated further
FOOs,
Director of ICT
Director of Project Management,
Director of Facilities Management
Director of Commercial Services May not be delegated further
HoD and purchase order originator acting jointly HoD may delegate to a nominated departmental administrator or finance officer HoD may delegate to a nominated departmental administrator or finance officer
The purchase order originator within each department Passive sanction by means of an e-mail alerting the buyer that payment is due to be made by central Finance Division unless instructed otherwise
5 Authorisation of purchase invoices after goods/services received where no purchase order was issued Director of Finance Exactly as for purchase orders, Serial 2.
6 Cheque signing
Director of Finance
Two signatories from List A neither of which may be machine impressed Lists A and B are set out in Appendix 2 [For security reasons, these lists are not published outside the Management Board and the Finance Division.]
Cheque signing powers are personal and may not be delegated
Two signatories from List A or List B, neither of which may be machine impressed
Two signatories from List A or List B, one of which may be a machine-impressed facsimile signature
7 Sale/ disposal of College-owned physical assets other than parts of the College Estate ( ) Director of Finance Director of Finance Evidence of market valuation is required.
Faculty Principal
Head of Department
8 Sale or purchase of shares in quoted or unquoted companies which are Non-Core assets within the College Fund Chairman of the College Fund Board Chairman of the College Fund Board
CEO of the College Fund Board
9 Sale or purchase of shares in quoted or unquoted companies which are not within the College Fund Director of Finance Rector
Director of Finance May be delegated by Director of Finance subject to such limits and conditions as he may impose
10 Day-to-day treasury management Director of Finance Head of Treasury and Tax Subject to general investment criteria laid down by Council and Management Board. May be delegated by Director of Finance subject to such limits and conditions as he may impose, detailed in Treasury Management policy documents
11 Borrowing Director of Finance Council
Director of Finance
College Secretary subject to retrospective report to Council
12 Expense claims : approval of claims for the refund of expenses Director of Finance Line Managers Expense claims are to be authorised only by the claimant’s line manager. If the line manager is not available, the claim is to be authorised by the next higher person in the line management chain. See Expenses Policy for further details.
13 Equipment leases 3.18 Director of Finance Director of Finance
Head of Purchasing To be referred to the Head of Purchasing before negotiations with supplier are concluded.
May be delegated by Director of Finance, subject to such limits and conditions as he may think fit.
14 HESA FSR Return Director of Finance Director of Finance
College Secretary
Director of Policy & Planning
15 Write offs of bad debts
Director of Finance Rector
Chief Finance Officer
Director of Finance
Members of Finance staff nominated by the Director of Finance
PROJECT APPROVALS
16 Approval of capital projects
(other than in respect of non-core assets within the College Fund, which are covered by Ordinances F1 and F2, and the College Fund’s Financial Regulations) Director of Project Management Council
Rector If previously included in the Capital Investment Approval Plan and approved in principle by Council
Rector
Chief Operating Officer The Accountable Body is the Project Review Board
Chief Operating Officer Director of Finance or
College Secretary
Relevant Faculty Principal and Faculty Finance Officer
Relevant Support Services Director and a central Finance Manager
Accountable at Faculty or Support Services divisional level
RESEARCH AND RELATED CONTRACTS
17 Standard (non-negotiable) core grant terms and conditions (all funder groups) including:
• Standard Charity Grants Applications
• Standard Research Council Grant Applications
• Formal acceptance of standard Grants award terms
Director of the Research Office Rector,
Director of the Research Office
Director of Intellectual Property and Research Contract Management.
No further delegation is permissible Authorisation of standard grant applications and acceptance is limited to grants that fall within the core terms and conditions for each Research Council. Grants of a non-standard nature, or those that fall outside of the principles set out in Appendix C to ROP/02 (Bid Management, Faculty Approval and College Authorisation Limits) will need to be referred to the appropriate College officer, as detailed therein.
College authorisation will be given only after Faculty approval procedures as detailed in ROP/02 have been complied with.
Faculty Principals (who may delegate to nominated members of Faculty Research Services teams, whose names have previously been approved by the Research Office)
Director of Intellectual Property and Research Contract Management
18 Commercial Research Contracts
Collaborative Research Contracts
Director of the Research Office Rector,
Director of the Research Office,
Director of Intellectual Property and Research Contract Management.
No further delegation is permissible Authorisation of contracts is limited to those that fall within the limits detailed in appendix C to ROP/02
Contentious contracts or those that fall outside of the principles set out in Appendix C to ROP/02 (Bid Management, Faculty Approval and College Authorisation Limits) will need to be referred to the appropriate College officer, as detailed therein.
College authorisation will be given only after Faculty approval procedures as detailed in ROP/02 have been complied with.
Faculty Principals (who may delegate to nominated members of Faculty Research Services teams, whose names have previously been approved by the Research Office)
Director of Intellectual Property and Research Contract Management
19
Grants/ contracts outside of the preferred terms of trade Director of the Research Office Rector,
Director of the Research Office,
Director of Intellectual Property and Research Contract Management
No further delegation
20 Memorandum of Understanding (MOU) Director of Intellectual Property and Research Contract Management Director of Intellectual Property and Research Contract Management,
Faculty Principals (who may delegate to nominated members of Faculty Research Services teams, whose names have previously been approved by the Research Office),
Director of Business Development,
Director of the International Office MOUs of a contentious nature or those that fall outside the principles of Appendix C to ROP/02 should be referred to the appropriate College Officr, detailed therein.
21 Confidentiality agreements (CDAs) Director of Intellectual Property and Research Contract Management Director of Intellectual Property and Research Contract Management,
Faculty Principals (who may delegate to nominated members of Faculty Research Services teams, whose names have previously been approved by the Research Office),
Director of the Research Office,
Director of Business Development CDAs of a contentious nature or those that fall outside the principles of Appendix C to ROP/02 should be referred to the appropriate College Officr, detailed therein.
22
Material Transfer Agreements ( ) Director of Intellectual Property and Research Contract Management Faculty Principals (who may delegate to nominated members of Faculty Research Services teams, whose names have previously been approved by the Research Office)
MTAs-out are administered by the Faculty Research Services teams; MTAs-in are administered by the Research Office
23 Commission of the European Community (CEC) Research Grants Director of Intellectual Property and Research Contract Management Director of Intellectual Property and Research Contract Management,
Senior Negotiator (European Policy),
Senior Negotiator, Europe The CEC only recognise three authorised signatories per institution
24 CEC Consortium Agreements Director of Intellectual Property and Research Contract Management Director of Intellectual Property and Research Contract Management,
Senior Negotiator (European Policy),
Senior Negotiator, Europe
ACCEPTANCE OF DONATIONS
24 Acceptance of donations and bequests made with no restrictions:
a. Unrestricted donations and bequests of cash, stocks or shares or other monetary equivalents Rector Rector
Director of Development In consultation with the Chief Executive of the College Fund if to be invested in the College Fund, and the appropriate Faculty Principal or HoD
Director of Development
Faculty Principals Donations made direct to Faculties/ Departments/ Divisions are to be notified to the Director of Development
b. Unrestricted donations and bequests of physical assets, including items such as books and office/ laboratory equipment valued at less than £20K, but excluding buildings/ land
Rector Faculty Principal In consultation with the Director of Facilities Management in respect of potential resource usage (energy, etc.)
Head of the Department/ Division concerned Donations made direct to Faculties/ Departments/ Divisions are to be notified to the Director of Development
c. Donations of land and buildings Rector Rector
Director of Development In consultation with the Director of Property Management
25 Acceptance of donations and bequests made with restrictions:
a. Acceptance of donations and bequests which are made for the endowment of Prizes and Scholarships.
Rector
Rector
Pro Rector (Education)
Academic Registrar
Director of Development Formal acceptance from the Senate is required.
b. Acceptance and refusal of other donations and bequests made with restrictions 0 Rector
Director of Development
(No further delegation) Acceptance or refusal of donations and bequests made to a specific Faculty/ Department/ Division or College activity, e.g. the Library, to be made in
consultation with:
a. The relevant Faculty Principal or Head of Department / Division; and
b. CEO of the College Fund
Director of Development
Faculty Principals
26 Confidentiality undertakings relating to corporate sponsorships Director of Development
LAND AND BUILDINGS
27 Lettings of student residential property, College flats, conference facilities etc. Director of Commercial Services Director of Commercial Services
28 Overriding lease to Impact with annual supplement Chief Operating Officer Chief Operating Officer College Secretary
Director of Finance As a Director of Impact, the Director of [Property Management] should not sign on behalf of the College.
29 Leases / licenses to third parties of College owned / occupied space Impact Directors of Impact To include commercial, academic and residential use
The College leases space to Impact under the overriding lease in the previous Serial. Impact then sub-leases it to third parties. Such sub-leases should be signed by two Directors of Impact.
30 Leases / licenses to College of third parties’ owned / occupied space Chief Operating Officer Director of Property Management
31 Acquisition and sale/ disposal of real estate Director of Property Management Rector
Chief Operating Officer Requires prior approval by Council
Rector
Chief Operating Officer
College Secretary
Director of Property Management For projects approved in principle by the Council in the Capital Investment Plan.
For Non-Core assets within the College Fund, see the College Fund Financial Regulations
PERSONNEL MATTERS
32 Signing of Employment Contracts for professorial staff Director of Human Resources
Deputy Director of Human Resources (Organisational Development) Further delegation is permitted
33 Signing of Employment Contracts for non-professorial staff Head of HR Operations
HR Services Staff Further delegation is permitted
34 Agreement to provide any significant benefit-in-kind to an employee Director of Human Resources
Deputy HR Directors May not be delegated further.
Applies to any benefit other than season ticket or other loans up to £5k or routine re-imbursement of expenses in accordance with the College’s published Expenses Policy. This will include provision of larger loans to employees, shared equity, company cars, and rent-free or subsidised living accommodation.
35 Compromise and Severance Agreements Head of HR Operations
May be delegated to senior HR staff Such agreements to be made in consultation with the appropriate Faculty Principal / Head of Academic or Administrative Division
36 Sign off of College’s Staff HESA Return HR Information & Systems Manager
HR Information Officers
Director of Policy & Planning Director of Policy & Planning must approve the Return before it is sent
REGISTRY AND STUDENT MATTERS
37 Issuing of College Offer Letters Academic Registrar Senior Assistant Registrar (Admissions)
38 Applications to Student Loans Company and the HEFCE Hardship Fund Assistant Registrar (Student Finance)
39 Bursary/studentship award letters, and bursary payment forms May be delegated within Registry, and to academic departments
OTHER CONTRACTUAL MATTERS
40 Commissioning of Consultants and other external professional advisers
(i.e. non-employees) Rector Chief Operating Officer
Director of Finance
College Secretary
Faculty Principals
Heads of Department/ Division
May be delegated in accordance with paragraph 18 of Ordinance C1.
The Director of Finance is to be consulted where the total commitment under any Agreement will exceed £250k
See also purchase contracting rules and limits at serial 2.
Where the consultant or adviser is an individual, and the total amount payable in any single tax year exceeds £500, advice regarding the tax treatment of payments must be obtained from the Finance Division before the engagement commences (see Financial Regulation 9.33.)
41 (a) Strategic Alliances with other Higher Education Institutions
(b) Collaboration Agreements with other Academic Institutions Rector Rector
Pro Rector (Postgraduate and International Relations)
Pro Rector (Education)
Faculty Principals Approval on a case by case basis.
The Director of Finance to be consulted where there are College financial considerations.
Where a small-scale inter-institutional collaboration affects only a single department or division, the relevant faculty may delegate to the HoD
42 Bids to HEFCE and other central Government funding agencies Rector Rector
Chief Operating Officer
College Secretary
Director of Policy & Planning Including, for example, the RAE, HEFCE special initiatives, SRIF, etc.
References
1. ^ PMBOK Guide Third Edition 2004 p.12
2. ^ Berrie, Michele, Project Manager Responsibilities, PM Hut. Accessed 17. Oct 2009.
3. ^ Project Management Institute Family of Credentials
4. ^ "Definition of "MICE"". thefreedictionary.com. http://acronyms.thefreedictionary.com/MICE. Retrieved 2009-07-30.
5. ^ "Definition of "MICE"". International Congress & Convention Association. http://www.iccaworld.com/aeps/aeitem.cfm?aeid=29. Retrieved 2007-05-30.
6. ^ "Society of Incentive & Travel Executives". http://www.site-intl.org/. Retrieved 2007-05-30.
7. ^ "IMEX: The Worldwide Exhibition for Incentive Travel, Meetings and Events". http://www.imex-frankfurt.com/. Retrieved 2007-05-30.
8. ^ "Conclusions of the International Seminar on MICE Tourism and Business Tourism, Santiago, Chile, 25-26 May 2005". World Tourism Organization. http://www.unwto.org/regional/americas/Sem-Chile/conclusions-ing.pdf. Retrieved 2007-05-30.
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Texte: syed sajid
Tag der Veröffentlichung: 22.03.2010
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