Basics of the Levels

Nature of the Output: This refers to the type of goal that generates the weight of responsibility. The term «need» is used to cover both market signals/sectors and not-for-profit services of charities and governments.

Examples: Starting from a clear description of the work-responsibility expected, the issue of level may relate to a particular task, be essential in relation to a particular job (or post or role), and indicate size in relation to an organization (or part of one). Because terms are used in different ways and in diverse situations of varying complexity, regard examples as illustrative not absolute.

Time Scale: Tasks are work-goals with explicit time-deadlines for their completion. The time-scale refers to the upper and lower boundaries of these deadlines. Tasks also require explicit or implicit specifications of amount/quantity of output, quality standards and the resources to be used.

Titles: It is not possible to determine level of work from a title alone. Some titles do give an indication, but more information is required. So a CEO or CFO or other Chief post might be at any one of several levels.

WL-1: Prescribed Output

Responsibility for dealing with individual demands or requirements which, if legitimate, are to be taken at face value.

ClosedNature of the Output

Here, the end-product can be specified beforehand in concrete detail insofar as is significant. The specifications may be procedures that are learned during training, or they may be instructions provided by another person (a client, or a supervisor). The work involves a direct response to a series of concrete demands for action.

ClosedExamples

WL1 tasks do not include a responsibility (or freedom) to decide whether the output is actually needed e.g. governments often set up their bureaucracies with highly prescriptive control to maximize speed, minimize variability, remove bias, and reduce the corruption which could follow from engagement in an applicant's situation.

ClosedCreativity or Sub-human Work

ClosedTime Scale

Tasks are completed one after the other and each is focused on individually. Efforts to force a person to work faster than their normal pace leads to a loss of quality and unacceptable defects. The time-scale is commonly hours, days, or sometimes weeks. In a job, some tasks probably should last at least 1 day, and none are ever longer than 3 months.

ClosedTitles

The individual is often described as an operator, a clerk or a functionary. Groups of WL1 workers (room of typists, gang of road-workers, team of security staff, platoon of soldiers) may form teams. A leader within that team may be identified, perhaps with a title like «senior» or «leading hand». In the military, this is where «the men» or «the troops» are found, with corporal and sergeant as leadership titles within WL1.

WL-2: Situational Response

Responsibility for dealing with requirements or needs of individual cases or problems in pre-specified types of complex open-ended situations.

ClosedNature of the Output

Precise objectives and prompt decisions about the amount and type of response have to be determined. This entails assessing the needs of each particular case (i.e. unit in the workflow) or situation, and how it fits into the relevant context. The work involves gathering and organising information so as to perceive the «real» needs, as distinct from taking the presenting issue at face value. This is typical of professional practice.

In complicated situations, it is not possible to meet a staff member's request to be told what to do in every detail or for every contingency. The answer given to the worker is: "you will have to judge for yourself in the situation." That work is where the weight of responsibility lies. However, any WL2 response must be provided within a given framework (system/rules/procedures/methods) and in a given acceptable style i.e. given from higher levels.

ClosedExamples

ClosedTime Scale

Tasks are still concrete, but several or many may be handled simultaneously. Tasks may be short, especially if only a diagnosis is required. However, at least some last 3 months and others potentially as long as a year. Tasks, once specified, may require use of WL1 staff to assist or they may be delegated completely.

ClosedTitles

This is first-line management, sometimes called supervision. The manager is sometimes called a foreman, supervisor, administrator, officer, or front-line manager. In the military, this is where officer titles commence e.g. Lieutenant.

WL-3: Systematic Provision

Responsibility for dealing with the demand generated by flows of cases or problems of given types i.e. a service workload.

ClosedNature of the Output

Here, the work involves managing a system of available staff and specific facilities so as to efficiently handle presenting demand, taking into account higher level priorities and the inevitable fluctuations both in workload and staffing. Services must be maintained in the face of a changing flow of presenting needs or cases and unexpected disruptions. The work entails making the best use of concrete resources like space, time, and the actual people in post.

ClosedExamples

ClosedTime Scale

Tasks involve developing and introducing exact programs, methods, procedures and quality standards. Analysing the present situation, developing a new system, negotiating its introduction and ironing out teething problems leads to a typical time-scale of 1-2 years. In smaller outfits, the time taken might be shorter.

New methods and procedures must be considered, but they are taken from what is given and generally accepted. WL3 work typically does not include deciding to develop services not currently provided: although suggestions can be offered.

ClosedTitles

This is middle management, typically with job titles like: Principal, Head, Chief, Superintendent, Departmental Manager. In the military, titles include Captain, Major, Colonel, Commander.

WL-4: Comprehensive Provision

Responsibility for dealing with imbalances and gaps in a given range of services which meet the needs of a given social territory.

ClosedNature of the Output

Management of operations by matching long-term plans to available resources, and implementing within agreed and detailed budgets.

There is a constant concern for services that are not currently provided as well as those that are. However the services and needs referred to are of some conventional, given or agreed kind. The work involves:

► assessing needs in a given manner;
► planning, costing and negotiating new developments;
► undertaking any necessary restructuring of services and roles; and
► implementing changes using given management control methods.

As needs and contexts change, old services require re-design or abandonment and new services must be instituted. There is a loss of concrete detail in this work: rather than dealing with particular staff members, the focus is on the «staff establishment» and instead of item costs and specific budgets, the focus is on «budgetary control» and «mobilizing funds».

ClosedExamples

ClosedTime Scale

The time-scale for planning, implementing and evaluating a development that affects multiple services and covers a territory typically extends from 2 to 5 years. Such projects affect roles and activities of numerous occupations or disciplines in many parts of the organization: management is therefore general in nature (rather than specialist).

ClosedTitles

This is general management, typically with job titles like: Director, Vice-President, General Manager. In the military, this is where General is used in the army, Admiral in the navy, Commodore or Marshal in the air-force. The WL4-role in each case heads up a division or unit with multiple services and functions.

WL-5: Field Coverage

Responsibility for dealing with an operating entity that must meet the needs of some general but given kind throughout some given social territory using given conceptions of possible service.

ClosedNature of the Output

The work entails growing a multi-service operation by determining a strategy that implements given policies. It is necessary to structure the needs and services and to shape all developments in terms of priorities; and this entails overseeing the development and implementation of a range of programs. Strategies at this level need confirmation by a governing body.

ClosedExamples

ClosedTime Scale

Overseeing a range of programs that together deliver the enterprise's operational strategy leads to an extended time scale. The work may involve analysing environments and building inter-organizational and political relationships. The longest operational tasks may take up to 5-10 years to deliver e.g. building, buying or shutting down WL4-divisions.

ClosedTitles

This is a CEO of a Business Unit or Subsidiary, President, Group Head/Director in HQ of a function that has WL4-Directors in subsidiaries (e.g. human resources, planning).

WL-6: Multi-field Coverage

Responsibility for covering a cluster of discrete operating entities in the same territory or in multiple territories using given conceptions of needs and/or services.

ClosedNature of the Output

Here, the work entails developing and resourcing principles and frameworks in regard to given conceptions of needs or services. The realization of these policies must be monitored and evaluated. It is usually necessary to deal with coordination, competition and boundary issues affecting the different operating entities. To produce the reports and documents needed by the governing body &/or WL7-CEO, assistance from subordinates within HQ working at WL5 and WL4 is required.

ClosedExamples

ClosedTime Scale

Managers collate information from markets, from the industry, from politics, from relevant scientific arenas, as well as from the operating entities to inform new policy and strategy and to monitor existing policies and strategies. Managers no longer zoom down into lower operational levels to resolve their issues. They do not have concrete tasks, but their main conceptual tasks will have time-scales measured in years.

ClosedTitles

CEO who heads up a conglomerate of non-synergistic operating businesses. Chief Operating Officer or Group/Regional CEO (under a WL7-CEO). Group Director in HQ (e.g. Finance).

WL-7: Total Field Coverage

Responsibility for defining concretely or abstractly the nature of needs-to-be-met, services-to-be-provided, and problems-to-be-tackled in the total field of concern, including deciding what is to be regarded as «acceptable», «given» or «agreed» at any lower level.

ClosedNature of the Output

Here, there is a concern to create WL6 and WL5 entities (i.e. organizations or roles) so as to institutionalize conceptions of services, methods and styles. With input from WL6, overall priorities, strategies, policies and constraints for all lower levels are also set. Work requires judgements about political, economic, social and technological forces. A WL7 organization is not necessarily helpless in the face of these, it can exert a major force on its environment including governments.

ClosedExamples

ClosedTime Scale

The time-scale of specific tasks may be very brief or very long: but who is to set these and demand accountability? Governing bodies properly avoid involvement in tasks. Boards are typically focused on one or two big and often public achievements, usually measured in a few years but possibly up to 5-10 years. In any case, the responsibility here is about pursuing an abstract and integrated vision, and this involves establishing realizable values, rather than realizing them.

ClosedTitles 

CEO.

Logically and practically, there can be no higher context of work-responsibility than this.

Originally posted: 10-Jan-2014.