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with counterpart managers to resolve cross-organizational issues that cannot be resolved by the direct report

      

If necessary, escalate problems of cross-organizational working to the next level manager, such as the crossover manager

      

Ensure that their direct report’s performance on collaboration and conflict resolution is reviewed as part of his/ her performance review

      There are seven different types of Task Initiating Role Relationships, some of which may be combined into one specialist role. At one end of the continuum, collateral/collaborative authority, the authority level is low. It applies to working relationships between colleagues of the same manager working together. It is the basis of the accountabilities for all employees defined earlier in this chapter. Using this authority, each person has the authority to persuade each other to act in a way that facilitates their own work, while at the same time attempting to accommodate their colleague’s needs within the context set by their manager. At the other end of the continuum, prescribe authority, the authority is high. As such, a person can tell another person to stop doing something and they must stop. This authority is mostly used for safety specialist roles. The seven types of Task Initiating Role Relationships are summarized in the table on the following pages.

      This authority relates to direct reports of the same manager. It provides the team members with authority to persuade each other to act in a way that facilitates their own work, while at the same time attempting to accommodate their colleague’s needs within the context set by the manager.

      

When they disagree, they act as their manager would want them to, before escalating.

      

When they cannot reach agreement, they must escalate to their immediate manager who will either clarify the context and/or make a specific trade-off decision.

      Held accountable, by their manager, to provide expert unsolicited advice to identified roles to ensure that best practice is understood and considered for use. The advisor is accountable for the quality of the advice.

      

The recipient is accountable to consider the advice given. The recipient remains fully accountable for the decisions on what to do with the advice, and for the work outputs to which the advice relates.

      There are two parts to this relationship: the service getter and the service receiver. A person can ask another to provide services as authorized by their own manager and within the scope of the role of the service giver.

      

Service getters must have clearly specified what services they are authorized to get and from whom.

      

Service givers need to know what services they must provide and to whom.

      If the service giver cannot provide the needed service for whatever reason, the service getter must take the matter to his or her own manager.

      A person monitors to ensure compliance with policies, systems and standards relating to their area of expertise.

      

The monitor has the accountability and authority to be kept informed of the relevant activities of the role being monitored.

      

If the monitor judges that work outcomes are or could be non-compliant, monitors can instruct responders to delay to allow escalation to the responders’ immediatemanager(s).

      

Assists a line manager with programming work, by gathering and analyzing group/team resources (technical, and/or people and/or financial), developing group plans or budgets to assist the optimal use of resources.

      

Provides and explains plans and other tools to enable a group or team to work together effectively in a joint undertakings

      

Keeps group informed of progress in carrying out the tasks

      

Helps overcome setbacks

      

The group members’ own manager assigns the planned activities and/or redirections.

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