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Administrator Matrix - Degrees and Factors

HROG Section:
Document Title:
Administrator Matrix - Degrees and Factors
Initial Date Posted:
Sept. 1, 1997
Board Approval:
Applies To:
Administrative Employees
District Human Resources
Related TASB Policy:
Last Date Revised:





Definition: Measures the range and impact of decisions regularly made, from implementation of those made at higher levels to those requiring adaptation of the organization to new circumstances independently.
Degree I: Defined with choices among alternatives which may affect the manner and/or speed of the task but there is typically only one correct way to carry out the operation.
  • limits are set by the operation.
  • data can be numerous.
  • data is clear and understandable.
  • alternatives may include: speed, manner, tools, equipment, steps in operation, prioritization and personal preference for organizing & processing.
  • appropriate response can be learned on the job. 

Degree II: Operational, in that choices can be made as to what and how the operations are completed.

  • limits are set by the specific process.
  • data are numerous and available.
  • reasoning is required in selecting the practical course of action.
  • choices may fall in areas such as:  specified vs. acceptable standard, alternatives for technical practice.

Degree III: Requires the determination of particular process(es) for doing work. May also include designing the process itself. Does not require the actual process to be performed by the individual.

  • limits are set by:  professional standards, technology & resources, program objectives, regulations established by a higher authority.
  • data are complicated.
  • requires analysis for determination of alternatives.
    may require:  application of theory, application of models, application of professional standards, application of precedents.

Degree IV: Interpretative, in that there is a choice in determining the tactical plans to achieve the objectives established by a higher management level.

  • choices may include:  process establishment, budget development, deployment of staff.
  • establishes a pattern for future action.
  • may require system invention.
  • may require change of current systems and their guidelines for application specific to the location or district-wide.
  • may require thorough and deliberate analysis in largely unknown areas.
  • may involve novel/unique situations. 

Degree V: Programmatic, as defined by the mission of the district, college or division/operating unit, as opposed to a piece of the program (i.e., planning, evaluation, etc.).

  • formulates or adjusts programs.
  • specifies objectives.
  • allocates human and fiscal resources.
  • reviews prior work and plans future actions.
  • prepares proposals for long-term policy and estimates resources required.
  • governed by general directives, overall goals and objectives, and allocated resources.
  • requires integration of widely varying plans.
  • requires decision-making in uncertain situations.
  • The only level of decision making which is all goals, major programs and resource limits. 


Definition: Measures the nature and need for analysis and judgment. Allows consideration of available guidelines, written and verbal procedures, policies, regulations, references, precedents, practice, methods and techniques.
Degree I: Prescribed with established standard guidelines to cover work situations and necessary options.

  • actions are limited by learned guidelines with little deviation allowed.
  • alternatives are clearly right or wrong at each step.

Degree II: Patterned, wherein information is studies to determine meaning and develop a practical solution.

  • guidelines exist in most situations.
  • judgment is required to locate and select appropriate guidelines for the circumstances presented.
  • alternatives are available in most all steps but decisions are relatively easy among the alternatives for situational reasons.

Degree III: Formulative, in that the relevance and importance of theories, concepts and principles must be considered in order to tailor and apply in varying situations.

  • may require tactical planning and judgment.
  • guidelines exist but are inadequate to cover all possible situations.
  • judgment and resourcefulness are important tools in developing solutions.
  • may require experience and abilities in emergency actions.

Degree IV: Strategic actions in the development and implantation of guidelines to implement program(s) on the college or district basis are required.

  • guidelines may not exist.
  • requires interpretation and judgment in consideration of appropriate action and the resulting consequences.

Degree V: Unprecedented, in the origination of models, methods, concepts and theories which are new to the professional field or where no standard prototype exists in the location or the District.

  • guidelines do not exist.
  • judgment and resourcefulness are key to the development and success.

Definition: Measures the purpose of regular work contacts with others without regard to method. Does not include supervision given or received.
Degree I: Exchange and collection of information. Requires the relay and receipt of facts, perceptions, opinions, etc. for the purposes of problem-solving, error-detection, and customer service.
Degree II: Requires abilities to interview and investigate for the purposes of:

  • detecting problems.
  • discovering information.
    exposing problems, violations or failures with intent to solve.
  • guide and influence the positive actions required.

Degree III: Requires skills in clarifying requirement, intent or motive. Requires abilities to educate and persuade using reasoning and logic developed from experience.
Degree IV: Negotiates as official representative. Regularly pursues the support and cooperation of a variety of internal and external constituents.

  • negotiates in areas with fiscal and/or other specific forums.
  • provides no enforcement but is functionally accountable for the results.

Degree V: Arbitrates to resolve differences with the intent of furthering the organization's mission and goals. Authorizes actions that directly determine district policy, college rules and regulations.


Definition: Measures the direct field of influence the work results have on the organization. This is the direct accountability for the quantity and quality of the work product of others by indicating what is to be done, when, and how.
Staff authority describes those rare positions that are required to function as a pacesetter in their profession through delegation or responsibility by management. This is not a recognition of longevity or singular department resource but an acknowledgment that such responsibility is a key part of the work assignment.

In general, a minimum of two, full-time employees is required at the second degree and three full-time positions is required at the third degree, and up.
Degree I: An individual contributor who has no supervisory accountability.

  • explains work processes and trains others.
  • serves as a resource or guide by advising others on how to use processes within a system.
  • serves as a member of a collaborative problem-solving team.

Degree II: A work leader who is at least partially accountable for the work product of others, including timeliness, correctness and soundness.

  • provides direct control over positions.
  • assigns tasks, monitors work flow.
  • checks product, schedules work.
  • signs timesheets, leave requests and performs evaluations.
    From a staff authority perspective:  influence is through direct impact within a location or District function, expert on the application of a program or system within the District.

Degree III: A unit or department supervisor who is accountable, including signature authority, for actions and decisions impacting the pay, status, and continued employment of a variety of assigned individuals - supervisors and employees.

  • acts as secondary review of documentation related to corrective and disciplinary actions, performance evaluations, informal grievances.
  • authorizes the initiation of a hiring process through normal channels.
  • From a staff authority perspective:  influence is through direct impact beyond the immediate operating unit or across the District functions. 

Degree IV: A manager who is accountable for multiple units through the direct supervision of at least two other supervisory positions.

  • represents an entire area or expertise at the location or in the District.
  • has the authority to make decisions on the allocation and re-allocation of dollars and other resources among assigned areas to meet changing needs.

From a staff authority perspective:  influence is through direct impact, recognized as a regional, national, or international expert.

Degree V: A manager with complex accountability for multiple units with direct supervision of at least two other administrators with supervisory responsibilities.

  • regularly interprets and/or makes policy decisions which impact broad and complex areas within a college or for a key District-wide function.
  • regularly acts directly and/or on the behalf of a President/Provost, Vice Chancellor or the Chancellor.



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