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In business and project management, a responsibility assignment matrix [1] (RAM), also known as RACI matrix [2] (/ ˈ r eɪ s i /; responsible, accountable, consulted, and informed) [3] [4] or linear responsibility chart [5] (LRC), is a model that describes the participation by various roles in completing tasks or deliverables [4] for a project or business process.
Participation in work decisions: Characterized as formal, long-term and direct participation. The content in this dimension focuses on work, e.g. task distribution, organizational methods of the task. Consultative participation: Same to the previous one except it has lower level of influence in decision-making.
A shared commitment to agreed common aims develops among the parties as they work together to clarify issues, formulate strategies, and develop action plans. For example, the Interagency Working Group on Youth Programs is a group of twelve federal agencies within the executive branch of the U.S. government, and is responsible for promoting ...
Critical-interpretive – views culture through a network of shared meanings as well as through power struggles created by competing meanings. Rosauer observed organizational culture to be emergent – an incalculable state that results from the combination of various ingredients.
The role is very typical in information benchmarking and design consulting (see examples of actual design practices in the subsequent section below). The Process/People consultant assists in searching for solutions with methods that facilitate and raise creativity of the client company so that they will be able to implement solutions themselves.
Mechanisms for public participation include action planning workshops, citizens' jury, consensus conferences, and task forces. [ 1 ] Public empowerment is where the decision-making authority is placed majorly, if not solely, on the public in which they are provided with enough information from the sponsor and collectively come to a formal decision.
Consensus decision-making is a group decision-making process in which participants work together to develop proposals for actions that achieve a broad acceptance. Consensus is reached when everyone in the group (or almost everyone; see stand aside) assents to a decision; even if some do not fully agree to or support all aspects of it.
Organizational scientists have also developed many nuanced definitions of organizational commitment, and numerous scales to measure them. Exemplary of this work is Meyer and Allen's model of commitment, which was developed to integrate numerous definitions of commitment that had been proliferated in the literature.