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# organizational structure roles and responsibilities

: Evt \longrightarrow {\mathcal{E}}\), \begin{aligned} \;[\![X:\underline{a}]\!] Negation of sequences constitutes a delicate matter. Our models should thus be rich enough to give a precise semantics to all these ingredients. Delegation introduces a dynamic within this attribution of tasks transferring tasks from agents to agents when the recipient of the transfer plays a somehow subordinated role within the organization. First, given a plan, each action component of the plan is linked to a role of the organization. The paper is structured according to the following outline. There is a need for harmonious relationship among persons at different positions. These activities, which we call organizational activities, consists in “managing the interdependencies between the activities” (Decker and Lesser 1995) of the group. The acknowledgment of such a gap calls for the distinction of yet another meaning of the notion of responsibility which we call blameworthiness. It brings together employees from different functional specialties and allows geographical division. (Causal responsibility) The causal responsibility of $$a_i \in Ag$$ for $$\phi$$ by performing α is defined as follows: Intuitively, a If the preconditions do not hold, then it is as if the action was never performed (this is the intuitive meaning of the “otherwise” clause). The result consists in a semantic framework based on dynamic logic in which all these concepts can be represented and in which various notions of responsibility find a formalization. Organizations, and therefore responsibilities, are analyzed from the point of view of the rules to which the organized group of agents is subjected. The structure provides the following roles: 1. [ \xi ]\!]} We call this set of events OrgEvt, i.e., organizational events. $$\pi$$ is a usual truth function $$\pi: Ass \times W \longrightarrow \{ 1, 0 \}$$. i These people share common goals and objectives. In fact, we consider such knowledge to follow from the role enactment itself: if an agent enacts a role it acquires knowledge about its tasks. In other words, the actions of delegating, informing, and monitoring, once executed by an agent, always determine the knowledge about their necessary effects which the agent expects. Span of control refers to the number of people a manager can directly supervise. The notion of responsibility displays different nuances all related with particular aspects of collective agency and, predominantly, obligation and knowledge. X 2}) = {a etc.). Definition: A matrix organizational structure is the arrangement of the personnel, i.e., the matrix leader, managers and employees, across the grid, such that a hybrid hierarchy is maintained. In: Dignum F, Dignum V, Koenig S, Kraus S, Singh MP, Woolridge M (eds) Proceedings of AAMAS’05. There should also be efforts to match organization structure with changing needs. n [ X: \alpha_{1} + \alpha_{2} ]\!] = & [\! Finally, the monitoring activity, concerning the recovery functionalities of the organization, is related with the control dimension. (Semantic constraints for At t… ]\), Rights and, $$O(Plan(Ag,\tau)) \wedge \neg [a_1: \alpha_1 ; \ldots ; a_{i}: \alpha_{i}] {\mathfrak{TaskR}}(a_i,\alpha_i)$$, $$O(Plan(Ag,\tau)) \rightarrow [a_1: \alpha_1 ; \ldots ; a_{i}: \alpha_{i}] \neg {\mathfrak{TaskR}}(a_i,\alpha_i))$$, $${\mathfrak{AccountR}}(a_i, V, \alpha) := {\mathfrak{Blame}}(a_i, V, \alpha) \wedge @_{start}{\mathfrak{TaskR}}(a_i,\alpha)$$, $$@_{\rm start}{\mathfrak{TaskR}}(a_i,\alpha)$$, \begin{aligned} & (@_{-1}@_{-1}(Power(r,s) \wedge rea(a,r) \wedge rea(b,s) \wedge K_a O(a: \beta) \\ & \wedge DO(a: delegate(b, \beta)) \wedge @_{-1}DO(b: \overline{\beta}) \wedge \neg[b: \beta] V) \\ & \rightarrow {\mathfrak{CausalR}}(b, V, \overline{\beta}) \end{aligned}, $$M, w_3 \models Power(r,s) \wedge rea(a,r) \wedge rea(b,s) \wedge K_a O(a: \beta)$$, $$M, w_2 \models DONE(a: delegate(b, \beta) \wedge O(b: \beta) \wedge \neg [b: \beta] V \wedge DO(b: \overline{\beta})$$, $$M, w_1 \models \neg @_{-1} ([b: \overline{\beta}]V \wedge \neg [b: \beta] V \wedge DO(b:\overline{\beta}))$$, \begin{aligned} &@_{-1}@_{-1}(Power(r,s) \wedge rea(a,r) \wedge rea(b,s) \wedge O(a: \beta) \\ &\wedge DO(a: delegate(b, \beta)) \wedge {\mathfrak{Blame}}(b, V, \overline\beta) \wedge \neg {\mathfrak{AccountR}}(b, V, \overline{\beta}) \end{aligned}, $$M, w \models \neg @_{\rm {start}}{\mathfrak{TaskR}}(b: \beta)$$, \begin{aligned} &@_{-1}(K_b DO(b: \overline \beta) \wedge K_b \neg[b: \beta] V \wedge O(b: \beta) \\ &\rightarrow {\mathfrak{CausalR}}(b, V, \beta); \end{aligned}, \begin{aligned} &(@_{-1}(K_b DO(b: \overline \beta) \wedge K_b \neg[b: \beta] V \wedge O(b: \beta)) \\ &\wedge @_{-1}@_{-1}(Coord(r,s) \wedge rea(a,r) \wedge rea(b,s) \\ &\wedge K_a @_{+1} O(b: \beta) \wedge DO(a: inform(b, O(b: \beta))))) \\ &\;\;\rightarrow {\mathfrak{Blame}}(b, V, \beta). A good organization structure should meet various needs and requirements of the enterprise. It is designed to serve specific motives. 1 Organizational Structure and roles 1. If a power relation holds between roles r and s, all delegation acts performed by an agent a enacting role r on agents enacting role s succeed in creating an obligation for these agents. Essentially, the semantics we propose formalizes the connection between the organizational structures of power, coordination and control and the organizational activities of delegation, information and monitor. On the other hand, if I was appointed to a task this does not imply that I have that task at the current state, because I have for instance already performed the required action. As shown in Grossi et al. A Organizational Chart showing Roles and Responsibilities. As we have seen they are dependent on the organizational structure of a group. $$a,b \in Ag$$, $$r,s \in AR$$ Gaining the right understanding of the amount and scope of assigned work 2. \end{aligned}, \begin{aligned} & \forall w_1, w_2: ((w_2 \in R(st,w_1) \Rightarrow M,w_2 \models V) \Rightarrow (\exists w_3: w_1 {\mathcal{K}}_i w_3 \\ & \& \ w_2 \in R(st, w_3))) \end{aligned}, $$\alpha_1 \bullet \cdots \bullet \alpha_n$$, $$1 \leq i \leq n\;\alpha_i \in {\mathcal{A}}$$, $$r_1: \alpha_1 \bullet \cdots \bullet r_n: \alpha_n$$, $$rea(a_1, r_1) \wedge \cdots \wedge rea(a_i, r_i) \wedge \cdots \wedge rea(a_n, r_n)$$, $$Plan(Ag, \tau) = \left\langle Plan(AR, \tau), Rea\right\rangle$$, $$a_1: \alpha_1 \bullet \cdots \bullet a_n: \alpha_n$$, $$1 \leq i \leq n \; \alpha_i \in {\mathcal{A}}$$, $$M, w \models [a_1: \alpha_1 \bullet \cdots \bullet a_n: \alpha_n] \tau$$, $$DO(a: inform(b,\phi)) \wedge \neg [a: inform(b,\phi)] \phi$$,  \begin{aligned} &DO(a: monitor(b,\alpha)) \wedge \neg [a: monitor(b,\alpha)] (K_a DONE(b: \alpha) \nonumber \\ & \vee (K_a \neg DONE(b: \alpha) \wedge K_a O(a: \alpha))) . 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