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<br />U.J..I _::J.' _;;]:10 <.I::1.:..J"t <br /> <br />'-. <br /> <br />. .:~_ ,c <br /> <br /> <br />~ <br /> <br />'~' <br /> <br />o..,:,'"+V""-'.J..~-' <br /> <br />.............HL. .........v., ...,.'-'>,-''-'.... ........ <br /> <br />FACTORSLX -LATITUDE <br /> <br />Consider the dew-ell to which decisions are typically made. Review the allWunt of <br />uncertainty invol;ed, !iQW much the position requires the illcumh"..nt to seek alternatives <br />and impact on others. <br /> <br />1 <br /> <br />Responsible for minimal dedsion making in work product qualiiy <br />or quantity; typicany decisions arc limited to tJisks or activities <br />as a8Bi:gned by others. <br /> <br />2 <br /> <br />Dedsions a rc usually based on the basis of previous eJl:pt:rienct:, <br />proeedur~ and established practice; may identify procedures, <br />tecl1uique9 or routines ,In specJtJc clrcumsmnceg. <br /> <br />3 <br /> <br />Moderate re;pans.ibllity for improvement and collllistency <br />of work product; typical decisions may develop plans and <br />scl1ed1l1es to accomplish goals, .including bow 1u best use resources <br />for goaIB as developed by others. <br /> <br />4 <br /> <br />Departmental or unit respon$ibility; formulates pl~nsfof-lhe <br />department., inclillling objecth-esaJ.Ilig~;~fi:~!Mi!eciiljn:ll8 <br />eff,:! the public, clients or others oti~il!~pf'tl;#,~i'e~:9\I~~\ <br />del'lSlQJlS are often made withln uneemmty' allrl biVo1!/'r" < ., <br />tbe 1I11~tjon of rCS1lurces. <br /> <br />5 <br /> <br />RemIt'! .both internal and, external to the organization are a <br />common pari of this po$ition; decision~ generally life only <br />limited by crganh:lition {)Qucy, governing body approval <br />or financial C1lmtramts. Outcome:< msy Dot be rosily known. <br /> <br />,..........'- "'- <br />