Introduction to Social Work 246

1. Introduction to Social Work 246 Formal Organizations

2. Assignments • Assignment #1: Organizational Assessment using the empowerment model. • Assignment #3: Intervention Plan using the Problem-solving model to address a problem in your agency. The plan must include goals and objectives, a budget, and an evaluation plan

3. Reading Assignments • One textbook: Hardina, D., Middleton, J., Montana S., & Simpson, R. (2006). An empowering approach to managing social service organizations. New York: Springer.

4. All course material can be found on Dr. Hardina’s webpage http://zimmer.csufresno.edu/~donnah

5. Links to Field Practicum • Assignments 1& 2 should be completed if possible in your field agency – remember to include them in your amended learning contract. • You should use what you’ve learned in this class to complete other macro assignments (both management and policy) in practicum.

6. Methods for Delivery of Course Content • Lectures • Discussion • Guest Speakers • Practice related exercises – some exercises will be distributed in class – others are included in your textbook (case vignettes –see for example, Box 2.1 – Using theories to manage social service organizations, p. 37) • One film – Start-up.dot com

7. Course policies • Notify the instructor before absence in order to receive an excused absence. • Notify the instructor in advance if you need more time on an assignment • Treat all students and the instructor with respect. Everyone in this class has a right to his or her own opinion.

8. We study formal organizations because: • Almost all social workers are employed in organizations – even workers in private practice must establish some type of structure to do their work. • Often social workers must be knowledgeable about how large (bureaucratic) organizations work. These organizations have complex decision-making and supervisory structures. • Organizations have policies that can enhance or restrict what a social worker can do. • Social workers must comply with organizational policies in order to keep their jobs. • Increasingly social workers have been called upon to work collaboratively with other social workers, members of other professions, or people outside the organization. • Social workers must be knowledgeable about how service users enter and move through organizations.

9. Three of the most important reasons we study formal organizations • We need to understand how to advocate for service users within the organization. • We need to know how to change organizational policies that may be hurtful to both service users and organizational staff. • We may be promoted to a management position.

10. An organization can be defined as: A regular and ongoing set of structured activities involving a defined group of individuals (Austin, 2002, p. 15).

11. An organization can be: • Formal. According to Scott (1987), a formal organization is “one in which the social positions and the relationships among them have been explicitly specified and are defined independently of the personal characteristics of the participants occupying these positions” (p. 17). • Informal. An informal organization, on the other hand, is one in which the relationships among people in the system change over time due to their personal characteristics and their interactions with one another.

12. Often we think of a formal organization is one in that has a clear mission and goals, rules that specify behavior, a plan to recruit new members, and a predetermined decision-making structure. Informal organizations are those in which people come together out of a common interest or through a process of group interaction that might occur without a specific plan for recruitment of participants or for decision-making. For example, neighborhood networks of friends, relatives, and neighbors or a group of people who come together to clean-up a neighborhood park or collect food for the needy can constitute an informal organization.

13. Formal organizations that typically deliver social services include the following types: • Public (government) organizations. These organizations are usually considered bureaucracies. • Nonprofit organizations. These organizations are established to enhance the public welfare and receive a special tax status. They usually receive government and foundation funding to provide services. • For-profit organizations. These organizations are businesses owned by individuals or shareholders. Services usually are sold to individuals. In some instances, a for-profit can receive reimbursement from a government agency for providing services to low income people.

14. Other characteristics of Social Service Organizations Include: 1) Goals associated with service delivery are often vague. 2) Some types of service outcomes are difficult to measure. 3) Organizations do not always have appropriate mechanisms for measuring whether these outcomes have actually been achieved (Ginsberg, 2001; Hasenfeld, 1992) 4) Much of what is produced in social service delivery occurs as a consequence of the interaction between staff members and clientele.

15. Most Social Service Organizations are Hierarchies • Power is held by one or a few people. • Supervisors are responsible for the work of the people they supervise. • Supervisors often report to a designated Decision-maker. • Power is inherent in the decision-making structure. People at the top can use their positions and authority to make people work.

16. Organization Hierarchy

17. Questions for Class Discussion Who has the least power in social service organizations? How can organizations be changed so that the power of people with the least power can be increased?

18. Empowering Organizations • Provide opportunities for service users and staff to be involved in organizational decision-making, program development, and evaluation. • Reduce organization hierarchies and supervisory structure so that workers have more control over their work. • Encourage staff to advocate for service users and for changes in organizational policies. • Provide culturally appropriate and competent services. • Encourage professional development and team-building among staff. • Provide resources that facilitate the development of political power among service users. • Regard service users as partners rather than subordinates.

19. Reference Peterson, N., & Zimmerman, M. (2004). Beyond the individual: Toward a nomological network of organization empowerment. American Journal of Community Psychology, 34 (1-2), 129-145.