Organizational Charts and Job Titles

BeaBea

Involved In Discussions
#1
Hello There,

I am currently creating some processes and identifying process owners and responsibilities.

One area I have come across is personnel with multiple job functions, and I'm trying to ensure that these job titles or responsibilities are documented and mapped out properly.

For example; John Doe will have a title of 'Program Manager' and is documented on the Company 'Org Chart' as such... but he is also on the "Events Team" this is a sub group that was created to help manage and approve Marketing Tradeshows and Vendor/Customer Relations...

2nd Example; I have created an "ISO team" to be involved with internal auditing and process/ training reviews. This team may include a "Contract Specialist", "Program Manager", and "Executive Team Leader" ... but on paper (org chart) ISO is not mentioned as a 'job role'

So when mapping these individual job titles or responsibilities; will these 'sub groups' need to be documented in their job description or training files?

I am trying to understand- if the auditor asks about a particular area and I say "oh ya John Doe IS the process owner of that, he also manages contract views.. and side note, he approves marketing events, AND helps with internal auditing.... it almost sounds made up.

so I guess the question is whats the best way to organize and document these 'extra responsibilities' for an individual person?
...or does it not matter?
(I'm trying really hard not to over complicate, but I want to make sure i keep all my ducks in a row)

Thank you for your input :)
 
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Tagin

Trusted Information Resource
#2
To me, the teams (Events Team, ISO Team, etc.) need only be documented to the extent of their participation in the relevant processes, particularly with respect to Authorities and Responsibilities .

So, say, a Marketing process doc could include something like "Events Team has the authority to manage and approve tradeshows..." and a separate line stating "Events Team is comprised of a Program Manager, a XYZ Manager,...". Likewise, within the process details, you might have "Step 4) Events Team meets weekly to review pending tradeshows, blah, blah blah".
 

BeaBea

Involved In Discussions
#3
To me, the teams (Events Team, ISO Team, etc.) need only be documented to the extent of their participation in the relevant processes, particularly with respect to Authorities and Responsibilities .

So, say, a Marketing process doc could include something like "Events Team has the authority to manage and approve tradeshows..." and a separate line stating "Events Team is comprised of a Program Manager, a XYZ Manager,...". Likewise, within the process details, you might have "Step 4) Events Team meets weekly to review pending tradeshows, blah, blah blah".
I see! That makes sense! Thank you!
 

Pjservan

Involved In Discussions
#5
In a small business you will have persons fulfill multiple roles at any given point of time. Yet definition of roles and responsibilities is critical beyond ISO 9001. Like @Jim Wynne mentioned the use of titles is important for the definition or responsibility and authority using whatever documents you determined to use.
 

John Broomfield

Staff member
Super Moderator
#6
Why duplicate the defining of responsibilities and authorities within the documented parts of your management system? Duplication can be a real pain when keeping it up to date.

Your documented procedures (as deployment flowcharts) should already show who is responsible for each task within each process.

A neglected area often is authority or the power to make decisions. Powers usually delegated from managers to competent employees. Again your flowcharted procedures should show exactly who makes decisions to accept, approve or reject and decisions that flow from the analysis of data. Likewise with chairing and minuting meetings.

Some new Quality Managers used to draft a memo defining their authority for the signature of the CEO so they had the cross-functional authority necessary to fulfill their responsibilities. Or they arranged for their boss to clarify their authority in an all hands meeting soon after assuming the role (carefully recorded of course).
 

greatwhitebuffalo

Starting to get Involved
#7
We use an org chart and job descriptions. The org chart lists positions rather than people, I have two job descriptions (QMS coordinator / shipping manager) and I get evaluated against both descriptions separately. I designed the system this way so that if we grow larger and need to delegate responsibilities to new employees, we can simply assign them the job description and 'plug' them into the org chart.
 
#8
We are a small manufacturing company. We all wear many hats as well. For 9001:2015 we try to capture all of this in our concise QA manual.

1.We show our process interaction map for our key processes. That map lists the process owners by name.
2. We then simply listed our org chart (with names) It starts with CEO at top, then president, then supporting functions. You'll find all the process owners and key personnel listed here.
3. Job responsibilities for CEO, President and Directors are spelled out in the QA Manual. The typical "include but not limited to....."
4. Finally, our QA Manual references a controlled document titled "Job Responsibilities" Everyone on the org chart is included in this document. This is where I think you could list your John Doe (Program Manager, Events Team, Marketing) roles without muddying up your process interaction map or making your org chart overwhelming.

The key then is just to make sure that John and all of his colleagues are:
1. Aware if they are a process owner
2. Aware the documents exist and they are listed on them
3. Aware the document lists what their job is.
 

mmasiddiqui

Involved In Discussions
#9
Hello There,

I am currently creating some processes and identifying process owners and responsibilities.

One area I have come across is personnel with multiple job functions, and I'm trying to ensure that these job titles or responsibilities are documented and mapped out properly.

For example; John Doe will have a title of 'Program Manager' and is documented on the Company 'Org Chart' as such... but he is also on the "Events Team" this is a sub group that was created to help manage and approve Marketing Tradeshows and Vendor/Customer Relations...

2nd Example; I have created an "ISO team" to be involved with internal auditing and process/ training reviews. This team may include a "Contract Specialist", "Program Manager", and "Executive Team Leader" ... but on paper (org chart) ISO is not mentioned as a 'job role'

So when mapping these individual job titles or responsibilities; will these 'sub groups' need to be documented in their job description or training files?

I am trying to understand- if the auditor asks about a particular area and I say "oh ya John Doe IS the process owner of that, he also manages contract views.. and side note, he approves marketing events, AND helps with internal auditing.... it almost sounds made up.

so I guess the question is whats the best way to organize and document these 'extra responsibilities' for an individual person?
...or does it not matter?
(I'm trying really hard not to over complicate, but I want to make sure i keep all my ducks in a row)

Thank you for your input :)
It is a good idea to record the information that a specific role does. Incase you have a person leave the company, you will know what qualifications you need to fill that role.
 

BeaBea

Involved In Discussions
#10
We are a small manufacturing company. We all wear many hats as well. For 9001:2015 we try to capture all of this in our concise QA manual.

1.We show our process interaction map for our key processes. That map lists the process owners by name.
2. We then simply listed our org chart (with names) It starts with CEO at top, then president, then supporting functions. You'll find all the process owners and key personnel listed here.
3. Job responsibilities for CEO, President and Directors are spelled out in the QA Manual. The typical "include but not limited to....."
4. Finally, our QA Manual references a controlled document titled "Job Responsibilities" Everyone on the org chart is included in this document. This is where I think you could list your John Doe (Program Manager, Events Team, Marketing) roles without muddying up your process interaction map or making your org chart overwhelming.

The key then is just to make sure that John and all of his colleagues are:
1. Aware if they are a process owner
2. Aware the documents exist and they are listed on them
3. Aware the document lists what their job is.

This is great advice! Thank you so much!
 
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