Traditional Approaches to Organizational Structure

1. Traditional Approaches to Organizational Structure Lecture III SOWO 804 – Organizational and Community Behavior

2. Traditional Response to “Katrina” • Direct Practice and Macro Practice responses – helping people on an individual and community level • Role of Cultural Competence? • Should Organizations Change with the Times? If yes, When, How? • Can past Organizational responses suffice if rooted in successful social work practices?

3. What is an Organization? • A Holistic View • Organizations are Holistic • Organizations are Ecological • Organizations are Organic • Organizations are People-Based (Holistic Model, n.d.)

4. An Organization’s Mission • The Threefold Mission • Develop and Implement all the Parts • Connect the Parts — Cause and Effect Relationships Understood • Coach the People (Holistic Model, n.d.)

5. Mission, Vision and Values (Holistic Model, n.d.)

6. The Four Organizational Forms Explicate Order vs. Implicate Order • Explicate Order • It manifest structure associated with power, hierarchy of task, and roles • Implicate Order • These organizations are defined by: social associations, empathetic/creative interrelationships, feeling fields, metaphors and symbols • Models • Community Building Model • T-group Model • Other Environments that function with Implicate Order: • Creative Environments • Expressive Arts • Improvisational Jazz • Pedagogy of the Oppressed (P. Friere) - Model of Education (Dinkelaker, 1997)

7. 4 Types of Organizations • Bureaucratic • Matrix (Research and Development) • Familial Organization • Organic Adaptive (Dinkelaker, 1997)

8. Organizational Structure and Design • Organizational Structure– describes the organization’s framework as expressed by its degree of complexity, formalization, and centralization • Complexity – How is the Work Divided? • Formalization - The “Rules of Employee Behavior” • Centralization – Who at the TOP is Making Decisions? • Decentralization – Is Decision Making Occurring In Lower Levels of the Organization? (Organization Structure, n.d.)

9. Organizational Structure and Design(Cont’d) Organizational Design • Six Elements • Work specialization • Departmentalization • Chain of command • Span of control • Centralization/Decentralization • Formalization • Classical View vs. Contemporary View • Unity of Command • Authority and Responsibility • Span of Control (Organization Structure, n.d.)

10. Organizational Structure and Design (cont’d) • Horizontal Dimensions • Division of Labor • Departmentalization • Functional • Product • Customer • Geographic • Process (Organization Structure, n.d.)

11. Importance of Environment • Environment Greatly Influences How Organizations Form, Structure, and Function C People Systems and Rules Culture Community Goals Objectives The Agency Work Structure Technology (Clifton, 1980)

12. Organizations’ Response to Environmental Influences were Especially Evident During the 20th Century Importance of Environment (cont’d) • Early 1900’s – Largest Single Group = Farmers, Second Group = Live-In Servants • Industrial Revolution – Farmers and Live-In Servants move to the cities, but remained impoverished. • By 1950 – Labor Unions made Industrial Workers Middle Class Citizens • By 1990 – Labor Unions in Retreat • “No Class in History has ever risen faster than the blue-collar worker. And no class in history has ever fallen faster.” • Now – The Rise of a Knowledge Society. (Drucker, 1994)

13. Importance of Environment (cont’d) • Environmental Influences on the 21st Century Organization • Email • Voicemail • Facsimile Machines • Teleconferencing • Electronic Data Interchanges • Intranets • Telecommuting • Virtual Workplaces (Organization Structure, n.d.)

14. GroupActivity • Power-Oriented Agencies (The White House) • Centralized Power - Power is held either by a select number of key individuals or by one person. • The organization's success or failure is determined by the central power source. • This ‘Power Source’ must be willing to take risks in an effort to increase the agency's success. • Role-Oriented Agencies (DSS) • Emphasize is on Role Relationships. • Members work under the principles of logic, rationality, and caution. • The roles of the individual members are clearly defined in policies. • The focus of these agencies is on the organization rather than the individuals who make up the organization. • Task-Oriented Agencies (Boeing Aircraft) • Emphasizes getting the job done by bringing together resources and people. • The team concept makes this type of agency very adaptive. Groups are formed for specific purposes. • Group members have a high degree of control over their own work. • Performance is determined by team results. • People-Oriented Agencies (Human Resources Consulting Firm) • Described as “Single-cell organisms living in the same solution but remaining independent of one another.” • A group of people who have banded together to enhance their individual self-interest. • Resources and facilities are only shared when benefiting the needs of each individual member. • There is not the typical manager or administrator of this type of agency. (Clifton, 1980)

15. Activity Directions • Choose one of your organizations to discuss • Identify what type of agency is described • Draw a Figure to demonstrate how this agency functions • Identify 3 strengths of the agency • Identify 3 barriers of the agency

16. A Quote to Remember “Directors, coordinators, and staff members of small community-based, social-service agencies are realizing, in increasing numbers, that it is they themselves who make their programs effective. There will always be external constraints and obstacles, but the people who make up an agency must look inward for the definition of rights, privileges, roles, and responsibilities.” Kent Higgins (Clifton, 1980)

17. References Cliton, Robert L, Dahms, Alan M. (1980) Grassroots Administration, A handbook for Staff and Directors of Small Community-Based Social Agencies. Illinois: Waveland Press, Inc. Dinkelaker, A. (1997) The New Frontier in Democratic Theory and Practice: Organizational Forms that Simultaneously Optimize Autonomy & Community. Retrieved September 8, 2003, from http://quadrant4.org/thesis/chapter2.html Drucker, P.F. (11/1994) The Age of Social Transformation. Retrieved September 8, 2003 from The Atlantic Monthly website: http://www.theatlantic.com/politics/ecbig/soctrans.htm A Holistic Model for Organizational Management. (n.d.) Retrieved September 8, 2003 from http://socialent.aztech-cs.com/resources/articles/holistic/ Organization Structure and Design. (n.d.) Retrieved September 8, 2003 from http://faculty.unitarklj1.edu.my/homepage/CoursewareWeb/bmb1013/LECTURE_NOTES?MODULE%20IV/sec1.htm