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<br />Ub'_~T_~~C ~~.~~ <br /> <br />,0 <br /> <br />",", 4 <br /> <br />., . -- .'- <br />~}/A:[i~~~*~;. ," <br />\'.~'\.,~~I;a~.%;i;1~~#~ 0:.s~ <br /> <br />~ <br /> <br />'~- <br /> <br />OJ"..:....u..J-'..<.;..J <br /> <br />'-'-'''-'......... 'J.-Jv, '..,.'-"'"......~........ <br /> <br />FACfORSL'X -LATI11JDE <br /> <br />Consider the deg:"* to which decl!;iffilS are typically made. Re-.iew the amount of <br />ullcertainty invol:ed, now much the position requires the mcnmll'>..nt to seek alternatives <br />and impact,lln othen. <br />. - <br /> <br />1 <br /> <br />Reiponsible for minimal decision I!IJlking in work prodnct quality <br />or quantity; typically decisions are limited to mks or Ilctivitlcs <br />iJ!l as.stgned by othen. <br /> <br />2 <br /> <br />DechioD:;i are usually based on the basi:s of previous expt:rience, <br />prt.u:edu~ and establhbed prndice; may identify procedures, <br />teclUliqucs or routines in specttlc circumstance!!. <br /> <br />3 <br /> <br />Moderate re:;pom;ibllity for improvement and eonsistency <br />of work product; typical decilions may develop plans and <br />sch:ed1l1es to aecompli8h g<Ja1s, including how tn best we re:sonrces <br />for goals lIS meloped by otbers. <br /> <br />Departmental OJ" nnit ref!ponsibility; formulatefplam fofThe <br />department, including objecfu-esalili gOl!W;~jit,:' ftieps,!ons <br />affect the public, dieJlV! or others oritiJilliof,'f/3.r . . . " t;. . <br />dedsillll.'l are often DlllOO withlll uncerliilii'tYalid'.li\.Vbl'i'e,!l,;'c: . <br />tbe 1.1IWlluon of res.ources. <br /> <br />5 <br /> <br />Rem1l13 both internal and external to the organization are a <br />common part 0:1' this position; decisions generally aTe only <br />limited by orgaDhation policy, governing body approval <br />or financial eongtraints. Outcomes may uot he easily known. <br /> <br />,.............. v_" <br />