Organisational structure

Summary
Description of the organisational structure of Fontys ICT .

Fontys ICT RACI
To learn more about how this page fits within RACI, see the domain Governance.

Fontys ICT's organisational structure serves the development of our dynamic community, the people who participate in it and the relationships we enter into with the world in which we work. The structure aims to optimise both space and demarcation, and to facilitate goal-orientation and connection. Consequently, the organisational structure is aimed at supporting the organisation's decisiveness and realising good connections in terms of both content and implementation through all layers of the organisation. In doing so, clarity is provided on responsibilities and corresponding mandates.

Fontys ICT's organisational structure (see Figure 1 below) is characterised by a (relatively) small leadership team (LT) which is responsible for the organisation's strategic course and development, and for strengthening our culture and identity. This leadership team ensures short lines of communication between different parts of the organisation. The leadership team is directly connected to a broad Extended Leadership team (XLT) in which all bodies are represented and which plays a crucial role in the decisive elaboration of the strategic course at tactical and operational level.

Figure 1
Organisational structure Fontys ICT.
In the figure, you will see abbreviations such as : HR, GOC (JDPC), P&F, JZ (Legal Affairs), KZ (Quality Assurance), ICoP, PLOU, PLOO, IMR (IPC).

The Leadership Team (LT) is composed of the Managing Director, Development Manager, Operations Manager, People Manager, Research Manager, Support Manager and the Institute Secretary. The members of the Leadership Team work intensively together, but also have individual responsibilities and authority.

The managers carry out their responsibilities in cooperation with the bodies for which they are responsible. See table 1.

Table 1
Overview of Leadership Team members and cooperation with the bodies for which they are responsible.

The division of responsibilities and how they are anchored with the bodies within the Fontys ICT organisation is described in the so-called RACI.
RACI is an acronym for:

• Responsible: the person(s) doing the work. Accountable: the person who is responsible.
• Accountable: the person who is authorised (ultimately) responsible. If it matters, he/she must be able to make the final judgment.
• Consulting: the person who is consulted beforehand. This is two-way communication. This person (co)directs the outcome and he/she is consulted prior to decisions or actions.
• Informed: the person who is informed afterwards about decisions taken, progress and results achieved, etc. This is one-way communication.

Table 2 shows for which RACI domains the LT members are ultimately responsible (accountable).

Table 2
Overview members Leadership Team and the RACI domains and business functions with corresponding accountabilities.
N.B. For a complete overview of all domains and (sub)business functions, see the Overview Table & Filter on the RACI website.

The six-monthly LT work plan elaborates the concrete LT goals for the short and medium term.

The Extended Leadership Team (also referred to as XLT) consists of:

• members of the Leadership Team
• Programme Managers (CE's);
• Operations Managers (UM's);
• People Managers (PM's);
• Professors;
• Quality Consultant (from portfolio);
• Marcom Team Manager (from portfolio);
• Executive secretary.

The Extended Leadership Team focuses in particular on the translation from the strategic to the tactical level. To this end, the members of the Extended Leadership Team work,from their bodies (People Managers), Programme Managers, Lectors, Operations Managers and Support, intensively with (teams of) lecturers, researchers, developers, PLOUs, Education Specialists, Student+ and all Support colleagues.

In addition to the basic structure described above, our colleagues function in many teams, groups and projects that can be role-, job- and team-transcending. Projects can arise from Fontys ICT's Strategic Plan, but can also be set up at tactical or operational level. The duration of projects depends on the scope of the project and its impact on Fontys ICT and its environment.
Groups can fulfil a temporary, but also a structural role within Fontys ICT. Examples include:

• Assessment Committee;
• Internship coordination;
• Graduation coordination;
• Etc.