Responsibility
Ability to clearly define the roles and accountabilities to individuals or teams in an organizational environment. Responsibilities should be in line with company goals and joined with the authority to carry these out successfully. In addition to completing duties as assigned, responsibility usually includes proactively identifying and mitigating risks, such as job duplication and fraud potential, through effective documentation, oversight procedures, and communication. It serves as the foundation of organizational effectiveness, directing resource allocation, performance evaluation, and decision-making while encouraging flexibility and ongoing development in the service of strategic objectives. Responsibilities of individuals, teams and units, when mapped onto the entire organization, produce the organizational structure as an output.
Close terminology
Accountability – The need to take ownership of one's deeds, choices, and performance; this frequently entails answerability and responsibilities for results.
Duty – An ethical or legal requirement to carry out a specific duty or function, usually resulting from a person's standing or connection within an organization.
Obligation – An obligatory pledge or duty to carry out particular tasks, frequently resulting from contracts, agreements, or moral obligations.
Authority – Usually bestowed by a higher authority, the capacity or right to decide, act, and enforce regulations within a certain area of duty.
Stewardship – With an emphasis on accountability and long-term sustainability, stewardship is the conscientious management and supervision of resources, assets, or interests entrusted to one's care.
Trustworthiness – The quality of being reliable, dependable, and deserving of confidence in fulfilling obligations and acting with integrity, fostering trust among stakeholders.
Tools
Responsibilities are usually established by a formal regulation or documented individual decisions and can be depicted in form of organizational chart. Such a chart outlines the overall structure and provides a framework for assigning responsibilities it will also be expected to provide basis for other tools, often digital, like responsibility RACI matrix (Responsible, Accountable, Consulted, Informed) or the organisation’s processes description set.
Role
Each department, division, unit etc. needs a clear mandate, set of responsibilities and authority level aligned with the organization's objectives. It will often be based on functional areas or business units. Specific roles within each entity are covered by detailed job descriptions for each position. Job descriptions should outline the responsibilities, duties, authority levels, and reporting relationships associated with each role.
Segregation of Duties (SoD)
Separating responsibilities among different individuals or departments to prevent conflicts of interest, errors, or fraud. In classical example, an accountant who approves a transaction cannot be the same person who processes it. In IT, a manager responsible for an activity registered as a database, cannot be its administrator, etc.
Scope
Determines the kinds of action that one can be held responsible for. It usually is described by list of tasks and relation to other individuals or organisations.
Competence
Individuals with a deep understanding of their subject matter possess the necessary skills and knowledge to perform their tasks competently. This expertise enables them to make informed decisions, solve problems effectively, and execute their responsibilities with confidence and precision.
INs and OUTs (section under development)
coming in
going out
Controls to review
regulation, documentation, reports