AAOM Handbook

Management Routines

The review adds an opportunity for the manager to help in identifying potential risks that have not otherwise been identified.

Calling a person to account is the task of the individual's manager, and is an interaction between two people - since only one person should be accountable for any single outcome or a task. Therefore an accountability review can be achieved via a one on one discussion. However, when we look at the set of performance outcomes at a single level of the organisation, and the tasks related to improving the stability or capability of these, what happens with the results or tasks of one individual will frequently have implications for their peers. It is also possible that the peers may be able to provide ideas or support to each other. Where this is the case, then completing the accountability review in a meeting of peers can ensure that there is communication, alignment and support across the group.

In a Requisite Organisation 2 the career development of an individual is the accountability of the manager two levels of the organisation structure above them (Manager Once Removed - MOR). This role is also accountable for the effectiveness of the leadership and coaching that the direct managers of those employees provide. Attending the Accountability Review is an opportunity for the MOR to assess the current and potential capability of the people whose career they should be developing, as well as the effectiveness of the manager of that group. The Accountability review should therefore be attended by the peers within an organisational level, the manager of the group, and the MOR - as illustrated in this diagram.

5.1.2 Purpose

To decide if a management intervention is required to support delivery of an individual's accountabilities.

5.1.3 Quantity

Each subordinate to the manager should account for; • Routine Accountabilities

o the stability of the measures for which they are directly accountable, o the capability of the measures for which they are directly accountable (at Level 3 and above), • Critical Tasks o the completion or progress of tasks to schedule, o the quality of the task outcomes, o the results/effects of tasks on routine accountabilities.

2 as described by Elliot Jacques.

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