6.0 EXTERNAL RELATIONSHIPS AREA

 

6.1 EXTERNAL RELATIONSHIPS

 

DEFINITION:           

Information about external relationships connects a named organizational unit with:

            --  persons

            --  organizational units outside the organizational structure of the named unit

            --  events that have influenced or interacted with the named unit in ways not specifically relating to organizational characteristics as defined in other areas.

 

DISCUSSION:         

 

            >>Purpose:               

Information about external relationships documents the operational milieu or cultural context in which the organizational unit operates.

 

            >>Nature:                  

Assuming that the named oganiztional unit is a party to the relationship, the other components of external relationship information are:

            -- type of relationship

            -- name of the other party to the relationship

            -- dates associated with the relationship

 

Information about external relationshi

 

External relationships of the kind defined here arise spontaneously rather than as a result of the nature of organizations in general or types of organizations, or from specific characteristics of the named organization as described in other areas. Their ad hoc nature probably defies classification.

 

SOURCES:              

Information about external relationships comes from

 

USES:                       

External relashionhip information is used to

 

ACCESS:                 

Since external relationships seem to be unique with respect to any organizational unit and its operational milieu or cultural context, the type of relationship may not be significant as an access point. The name of the related person, organizational unit, or event, however, could be significant as an access point because it might lead to additional information about the named unit and or documentation of the named relationship.

 

TERMINOLOGY:

 

EXAMPLES:

 

INTERCHANGE:    

 

RELATIONSHIPS:  

 

PRACTICE:

 

ISSUES: