1. Group Work If we recognize how individuals work together within a group situation we can play to people’s strengths, overcome weaknesses and deal with conflict within the group as it arises.

2. Does everyone in the group really agree with one another all the time or is it in reality a case of there being one person or a small section of the group who dominate by either bullying or by using emotional blackmail? The types of people who sulk if they don't get their own way or try to make other people who don't agree with them look stupid, are often the ones who have the most attention in a group.

3. Any group of people who come together for the first time to work together as a group will undergo roughly the same experiences as they form their 'group' and then work toward their end goal. This process has been identified as having five distinct stages known as:

4. FormingForming StormingStorming NormingNorming PerformingPerforming AdjourningAdjourning

5. Starting Up A Community Group - Getting People To Work Well Together

6. Forming- is simply the act of getting the group together in the first place!

7. Storming - recognizes that after the honeymoon stage of first getting together and wanting to please each other there will develop a more 'real' stage with heated discussions and people disagreeing on how best to achieve the groups aims. Into this may well also be added an element of individuals trying to take control over or dominate the group. Others will simply be trying to establish their 'role' within the group.

8. It will be at this stage that that people will come to realize that the initial 'honeymoon period' of what they thought was group solidarity and everyone working together is at an end. There will most always be friction at this stage in the group’s development. It is normal and healthy and doesn't automatically mean the group is going to fragment and fall apart. It is part of a good leader to recognize this for the group and give encouragement.

9. Norming - following the period of conflict that is 'storming' a common agreement over who does what and how things are done will begin to emerge. Often such decisions are reached unconsciously within the group, it is simply accepted who does what and how they do it. Sometimes this can be speeded along with a rule making exercise. The focus should be on rules that promote reaching group goals.

10. Performing - after the period of stress and strain that is storming and norming things will now start to happen and you can all begin the serious business of working together to achieve your goals.

11. Adjourning - you have all now achieved the job you set out to do and have decided to break up and go your separate ways but before you do finally break up it is an excellent idea to get together one final time and celebrate the group’s achievement. This provides a platform for formal recognition and by doing so it will encourage group members into getting involved with new projects further on down the line.

12. Identifying who should run the group

13. The persons who had the original idea of forming the group in the first place and then brought everyone together are not the most suited to actually running the group. This may be because although they are brilliant at seeing the 'bigger picture' they lack the tact and diplomacy required for being a leader or alternatively they are weak at seeing the merit in other peoples opinions or ideas or simply they won't take a back seat when required and allow others to exploit their skills and expertise. Persuading such people that they are not the people most suited to 'lead' can be very difficult, but if the group is to be successful it simply must be done.

14. The storming and norming phase of the group’s development should allow an opportunity to assess each others strengths and weaknesses and for the group to form a joint decision on who will 'lead.' An alternative to selecting a 'fixed' leader might be to agree to 'moving the chair around' with everyone being given the opportunity to take a turn chairing meetings and thereby 'leading' - this is also a good way of developing everybody's skills and of preventing the group being 'hijacked' by an individual or small number of people within the group.

15. Avoid becoming closed off from the outside world. Avoid group think. Groups that have been working together well for a period of time can become very inward looking. When this happens it can become very difficult for potential new members to break in and become accepted by the group - this is a very bad thing! New members will bring new ideas and new potential ways of resolving problems and stumbling blocks - we all run out of new ideas eventually and new members are vital to keep the momentum of groups going. Consider the Kennedy administration’s focus on including dissenting views.

16. Team Building Once a group has established itself, effectively it becomes a team - this occurs when the strengths (and weaknesses) of individual group members has been recognized and they have been given or assumed a role within the team (that hopefully will play to their natural strengths.)

17. Often in such situations no one is responsible for allocating particular roles or responsibilities to people but there develops an acceptance amongst the group that certain people are better at certain things! This process will have happened during the storming and norming phase whether it was recognized or not.

18. It is often the case in smaller groups that there will be more 'jobs' or roles than people to perform them and it is perfectly normal for group members to undertake more than one role - the key thing to remember is don't let group members become overloaded with jobs or responsibility - the route to success is to share the workload over the whole group.

19. Again, much research has been carried out into teams and the roles or functions that individual group members can be required to fill. It is also worth noting that a particular role might stay with a group member or pass between group members at different times in the projects development.

20. For a team to work well together and for everything to get done that needs to be done, on time (and properly finished off) team members will have to take on the following roles - don't worry about the names that have been given to these 'roles' the important thing is what the people doing them are good at.

21. Identifying potential roles within teams The various roles team members may take on are...

22. Plant -a peculiar title for the group member who sees the 'bigger picture', this will be the person or people who can see all of the issues involved and can find new ways of tackling obstacles.

23. Resourcer - this person (or people) will be those who create and develop external contacts for the group to use - these people are often those good at discovering how other groups facing similar problems have overcome them. These people are often also good negotiators for the group.

24. Coordinator - this will be someone who recognizes the strengths of the others within the group, puts them to work and encourages them to take on suitable roles

25. Shaper - someone who tends to keep the whole group focused on the task in hand and keeps people from wandering off in other directions away from the main goal - this will also be a person who can identify priorities and set achievable objectives for the group to reach

26. Evaluator -seen by the group as a 'voice of reason' this will be the person able to evaluate new ideas and proposals, identifying any pitfalls and problems in them before they are reached

27. Team Workers - those people in the group who create the 'team spirit' - they tend to jump in and help out wherever necessary when others are struggling. They have the ability to take other peoples ideas and turn them into reality.

28. Implementer - can take the ideas and concepts and figure out how to actually make them work in practice.

29. CompleterFinisher - these will be group members who keep an eye on the detail of what still needs to be done and make sure that all the loose ends are finished off and not left half done.

30. Specialist - group specialists are literally the members who will tackle the specialized areas of the project - often taking on and dealing with technical issues and legal matters.

31. When we work together we adopt one, or some of these roles whether we realize it or not. Whatever we have chosen to come together to do - be it to set up a local fishing club, netball team or just to organize a big party for friends we will adopt some of these roles.

32. In the development of a community pressure group achieving your goals will be far easier if you have an understanding of how people 'tick' and how they can work together more effectively.

33. It is vital to identify the strengths and recognize the weaknesses of your group members - that way you can work to everyone's strengths.

34. Welcome new members Be inclusive not exclusive.Be inclusive not exclusive. Don't use lots of jargon at meetings - this bewilders and will put off new people straight away.Don't use lots of jargon at meetings - this bewilders and will put off new people straight away. Try to identify new member’s strengths and give them a part to play that uses those strengths.Try to identify new member’s strengths and give them a part to play that uses those strengths.

35. Identify your goals Creating a mission statement will help the group focus and create common goals and targets as well as establishing an agreed way of achieving those goals.

36. Share the load Allow everyone to take on some of the responsibility and workload. This will avoid some team members feeling frustrated and put upon and at the same time prevent others feeling unfulfilled and excluded.Allow everyone to take on some of the responsibility and workload. This will avoid some team members feeling frustrated and put upon and at the same time prevent others feeling unfulfilled and excluded.

37. If one person wants to control and dominate all the time try introducing a 'floating' or 'revolving' chair at meetings - this will give everyone who wants to a chance of taking the lead.If one person wants to control and dominate all the time try introducing a 'floating' or 'revolving' chair at meetings - this will give everyone who wants to a chance of taking the lead.

38. Another way of avoiding such a problem long term might be to have elected 'officers' e,g, Chair, Secretary and Treasurer who have to be re- elected every year with the previous position holder being excluded from being re-elected for 2 to 3 years after holding office (but this will not be practical in many small groups or those with only short term goals).Another way of avoiding such a problem long term might be to have elected 'officers' e,g, Chair, Secretary and Treasurer who have to be re- elected every year with the previous position holder being excluded from being re-elected for 2 to 3 years after holding office (but this will not be practical in many small groups or those with only short term goals).

39. Tell people what you are doing. Regularly update both everyone in the group and the outside world about how you are progressing.Regularly update both everyone in the group and the outside world about how you are progressing.

40. Leaflets and newsletters are cheap effective tools for informing both your members and the community of what you are doing - and are a good way of seeking new recruits to the groupLeaflets and newsletters are cheap effective tools for informing both your members and the community of what you are doing - and are a good way of seeking new recruits to the group

41. Formalizing the group In order to be able to be really recognized in order to attract or be eligible for potential funding you will need to be able to demonstrate your group is both run democratically and is open to the whole community.

42. You will therefore have to formalize a committee to steer the group. Such a committee will need to have a minimum of 3 identified positions with recognized responsibilities. These are: The Chair -to run meetings and ensure the group is on course.

43. The Secretary - to prepare minutes and agendas for meetings and be responsible for ensuring the membership and the wider world are informed of what the group is doing and planning.

44. The Treasurer - takes responsibility for the group’s finances and for maintaining the records of income and expenditure.

45. In order to be able to keep track of who is responsible for doing what and when the group should draw up a Constitution. This document at a minimum should outline: How the group is organized.How the group is organized. Who is responsible for what?Who is responsible for what? How committee members are selected and made accountable.How committee members are selected and made accountable.

46. The minimum information such a Constitution would therefore contain would be: The name of the groupThe name of the group The aims of the group (effectively a Mission Statement)The aims of the group (effectively a Mission Statement)

47. Who is eligible to join the group?Who is eligible to join the group? An Equal Opportunities statementAn Equal Opportunities statement The General Rules the group has agreed to and the procedure required to alter or amend these rules and regulationsThe General Rules the group has agreed to and the procedure required to alter or amend these rules and regulations

48. Details for an Annual General MeetingDetails for an Annual General Meeting An outline of financial recording and accountabilityAn outline of financial recording and accountability Quorum details - (details of the minimum number of people attending a group meeting for it to be considered 'legal' and binding on all members)Quorum details - (details of the minimum number of people attending a group meeting for it to be considered 'legal' and binding on all members)

49. The procedure in place for shutting down and winding up the group and its activities (including how any group assets will be disposed of)The procedure in place for shutting down and winding up the group and its activities (including how any group assets will be disposed of)

50. Trying to establish and maintain any group activity is not easy. There will always be people who have different or opposing ideas to our own, but the trick really is to see that these people are a potential asset to us and not a liability. None of us has the answers to every question, obstacle, or event, but others with different life experiences to our own may well possess such answers. Don't be afraid to draw on such wisdom and put it to good use.

51. Likewise, not everyone is good at detail work whilst others struggle to see the overall picture - make use of what people are good at and if you can help it don't pigeonhole them into jobs they are not suited to. Community Group work is mostly undertaken on a voluntary basis and group members who feel comfortable in their role are far more likely to stick around for awhile.

52. Whatever stage you are at in forming or running your group take heart - by reading this guide you are willing to acknowledge there might be other different (and possibly better ways) of doing things - by recognizing this, half your battle is already won. From portions of: http://www.scips.org.uk/group9.html

53. Historical perspectives on communities

54. The concept of community -ecological entity, social organization, moral or spiritual phenomena, psychological preposition Social systems framework for understanding communities Elements of rural community analysis DemographyEcologyHistoryCulture

55. Rural community subsystems – economic, religion, government, education, health and welfare Model and Methodology for community study Choosing a community to study How do you enter a community Sources of community data

56. What does community mean in this text? It is the social networks of lesbians and is more than just a description of the population of people who describe themselves as lesbian. Consider in the context of sexual orientation, that people are not just either/or. Lesbian may describe someone who is exclusively involved with same sex or it may describe someone who is rarely involved. Generally it is the person’s view of who they are.

57. It is a continuing collectivity of individuals who share some significant activity and who, out of a history of continuing interaction based on that activity, begin to generate a sense of a bounded group possessing special norms. A group identity based on sexual preference. subcultural values, which are basically feminist in origin. It is a continuing collectivity of individuals who share some significant activity and who, out of a history of continuing interaction based on that activity, begin to generate a sense of a bounded group possessing special norms. A group identity based on sexual preference. subcultural values, which are basically feminist in origin. It is not a place or geographic entity. it is a set of ties and relationships. shared values, institutional base (where one can congregate and what facilities might offer support) It is not a place or geographic entity. it is a set of ties and relationships. shared values, institutional base (where one can congregate and what facilities might offer support)

58. What happens when one loses a culture? What if you don’t fit in the majority world? What if you are ashamed of the backward nature of your family of origin? What does family or origin mean to you? What happens when one loses a culture? What if you don’t fit in the majority world? What if you are ashamed of the backward nature of your family of origin? What does family or origin mean to you?

59. Government is our friend. Government is our friend. What is it? It is the way that groups of people organize society to be civil. Without government, chaos reigns, the strongest survives, it is a way to ensure unity of purpose, collective problem solving (water, electricity, protection, art, history, music) without rules of some sort, one loses the ability to predict or plan for the future. Even the smallest group will form rules that will govern behaviors and shape society. What is it? It is the way that groups of people organize society to be civil. Without government, chaos reigns, the strongest survives, it is a way to ensure unity of purpose, collective problem solving (water, electricity, protection, art, history, music) without rules of some sort, one loses the ability to predict or plan for the future. Even the smallest group will form rules that will govern behaviors and shape society.

60. We all believe in it. We all believe in it. We believe it must be effective We believe it must be effective Problems in government are usually systemic not personnel oriented. Problems in government are usually systemic not personnel oriented.

61. Government should take a new look at the way it does its business and move away from traditional polarized thoughts such as liberal vs. conservative. Government should take a new look at the way it does its business and move away from traditional polarized thoughts such as liberal vs. conservative. We believe in equity and equal opportunity for all citizens. We believe in equity and equal opportunity for all citizens.

62. Confidence in government and public service is at a low in America. Beginning in the late 1970’s there was a tax payer’s revolt. It came on the heels of the 4000 dollar hammer, welfare queens, and a litany of other excesses in government that resulted in a degradation of the public servant and governmental entities. The general move of the welfare state from providing for its citizenry to making everyone pay for services, became the key issue in deciding public policy. This thinking of ‘holding people accountable’ for services led ultimately to the dismantling of the welfare state. The five year lifetime limit for public assistance drew a line in the sand for public responsibility for the poor. ‘we will help you a little but we will make it difficult to receive assistance and it will come with enormous strings attached that will ensure you get out of the welfare trap or you will be on you own. This suspicion is a reflection of how many view government. That it is a necessary evil and that less is better. Confidence in government and public service is at a low in America. Beginning in the late 1970’s there was a tax payer’s revolt. It came on the heels of the 4000 dollar hammer, welfare queens, and a litany of other excesses in government that resulted in a degradation of the public servant and governmental entities. The general move of the welfare state from providing for its citizenry to making everyone pay for services, became the key issue in deciding public policy. This thinking of ‘holding people accountable’ for services led ultimately to the dismantling of the welfare state. The five year lifetime limit for public assistance drew a line in the sand for public responsibility for the poor. ‘we will help you a little but we will make it difficult to receive assistance and it will come with enormous strings attached that will ensure you get out of the welfare trap or you will be on you own. This suspicion is a reflection of how many view government. That it is a necessary evil and that less is better.

63. Macro organizational issues Macro organizational issues Environmental determination of organizations Environmental determination of organizations Organizations as structures to implement social policy Organizations as structures to implement social policy The roles and goals of organizations within communities The roles and goals of organizations within communities

64. In reinventing government, the school district in Harlem had just about given up, when Anthony Alvarado and some teachers developed an alternative school for the more incorrigible. Each of the new schools demanded the students wear uniforms, were very non traditional and each school had its own focus. Each school allowed its teachers a good deal of latitude in presenting classes. Then they let the parents and students choose the schools they wanted to attend. In reinventing government, the school district in Harlem had just about given up, when Anthony Alvarado and some teachers developed an alternative school for the more incorrigible. Each of the new schools demanded the students wear uniforms, were very non traditional and each school had its own focus. Each school allowed its teachers a good deal of latitude in presenting classes. Then they let the parents and students choose the schools they wanted to attend. This provided input from the parents and students on what they believed to be important. Schools that were not well attended were closed or the faculty changed. This competitiveness within the public school campuses was a new way to look at the provision of public service. It had been, take it or leave it, but now a competitive edge was at each campus, in each teacher’s lesson plans, and the teachers rose to the occasion and reported being charged up by the competition. This provided input from the parents and students on what they believed to be important. Schools that were not well attended were closed or the faculty changed. This competitiveness within the public school campuses was a new way to look at the provision of public service. It had been, take it or leave it, but now a competitive edge was at each campus, in each teacher’s lesson plans, and the teachers rose to the occasion and reported being charged up by the competition.

65. Getting rid of the $4000 hammer in the military and developing rules that make sense is another way of inventing government or allowing an entrepreneurial spirit to permeate one’s approach to service. Getting rid of the $4000 hammer in the military and developing rules that make sense is another way of inventing government or allowing an entrepreneurial spirit to permeate one’s approach to service.

66. Bureaucracy used to have a good reputation. In early America, in the late 1800’s government was run on a large scale much like boss hog ran his county or judge Roy Bean ran Pecos County, dispensing favors for votes and lucrative contracts let by the government to friends and family. The move to formalize a management system that got around the political bosses, eliminated cronyism, nepotism, and party favors, was a key to creating good government. Bureaucracy used to have a good reputation. In early America, in the late 1800’s government was run on a large scale much like boss hog ran his county or judge Roy Bean ran Pecos County, dispensing favors for votes and lucrative contracts let by the government to friends and family. The move to formalize a management system that got around the political bosses, eliminated cronyism, nepotism, and party favors, was a key to creating good government.

67. Despite its detractors, well run government saved America during the depression. Though some blame the democrats for creating the welfare state, it pulled the country out of a devastating depression, and is directly responsible for a good deal of the wealth of today. Things such a dental care, public health, public education, public higher education, good water systems, all came out of the New Deal, Public Works Projects and other governmental programs that began in the 1930’s under FDR. These were very brave ideas at the time and fit a spirit of entrepreneurship. Despite its detractors, well run government saved America during the depression. Though some blame the democrats for creating the welfare state, it pulled the country out of a devastating depression, and is directly responsible for a good deal of the wealth of today. Things such a dental care, public health, public education, public higher education, good water systems, all came out of the New Deal, Public Works Projects and other governmental programs that began in the 1930’s under FDR. These were very brave ideas at the time and fit a spirit of entrepreneurship.

68. Profit, nonprofit and private not for profit organizations Profit, nonprofit and private not for profit organizations Business has fundamental differences with governmental parameters. At the heart of business is profit while service is at the heart of government. Business gets is revenue from profits or sales, while government gets it from taxes. The priority for a government work is to not make a mistake that gets him noticed. For the business man it is to make a profit, regardless of how many mistakes he makes. The concept of risk is vastly different. Business has fundamental differences with governmental parameters. At the heart of business is profit while service is at the heart of government. Business gets is revenue from profits or sales, while government gets it from taxes. The priority for a government work is to not make a mistake that gets him noticed. For the business man it is to make a profit, regardless of how many mistakes he makes. The concept of risk is vastly different.

69. Privatization of human service organizations Privatization of human service organizations

70. This has been a push for the past several decades. One thought is that privatization puts money directly into the local economy through private providers and that this should always be viewed as the preferred function of government. The counter to this is that when private providers are used that there is a presumption that profit is being made in the delivery of services to the public and that his can lead to price gouging or conflict of interest. (ie. That the private provider would tend to maximize those services that provided the provider with the highest profit, further the provision of services by a provider would more likely tend to meet the bid specs vs the true need in a dynamic society, locking the system in place long after the need had changed or been eliminated.) A counter argument can be made for government in this area. This has been a push for the past several decades. One thought is that privatization puts money directly into the local economy through private providers and that this should always be viewed as the preferred function of government. The counter to this is that when private providers are used that there is a presumption that profit is being made in the delivery of services to the public and that his can lead to price gouging or conflict of interest. (ie. That the private provider would tend to maximize those services that provided the provider with the highest profit, further the provision of services by a provider would more likely tend to meet the bid specs vs the true need in a dynamic society, locking the system in place long after the need had changed or been eliminated.) A counter argument can be made for government in this area.

71. For instance we still have an agency who ensures that we keep national helium reserves dating back to the days of the dirigibles or blimps incase the government ever decides to float a fleet of them again. One argument for privatization is the idea that private business can alter or retool more quickly in its provision of services than government and that their motivation to change can be more readily affected, that they will tend to be more aware of the needs of the customer. It is rare private business that does not take pains to ensure that its product is what the customer wants. The watch word for the 1990’s was viewing the recipient of services as a customer and react accordingly. Some compromise is clearly needed. We want the best of good business operating with the understanding of good government of the particular needs of the populace. For instance we still have an agency who ensures that we keep national helium reserves dating back to the days of the dirigibles or blimps incase the government ever decides to float a fleet of them again. One argument for privatization is the idea that private business can alter or retool more quickly in its provision of services than government and that their motivation to change can be more readily affected, that they will tend to be more aware of the needs of the customer. It is rare private business that does not take pains to ensure that its product is what the customer wants. The watch word for the 1990’s was viewing the recipient of services as a customer and react accordingly. Some compromise is clearly needed. We want the best of good business operating with the understanding of good government of the particular needs of the populace.

72. Alternatives to standard service delivery: Alternatives to standard service delivery: Traditional functions: Traditional functions: Creating legal rules and sanctions Creating legal rules and sanctions Regulation or deregulation Regulation or deregulation Monitoring and investigation Monitoring and investigation Licensing Licensing Tax policy Tax policy Grants Grants Subsidies Subsidies Loans Loans Loan Guarantees Loan Guarantees Contracting Contracting

73. Innovative: Innovative: Franchising Franchising Public-private partnerships Public-private partnerships Pubic=Public partnerships Pubic=Public partnerships Quasi-public corporations Quasi-public corporations Public enterprise Public enterprise Procurement Procurement Insurance Insurance Rewards Rewards Changing public investment policy Changing public investment policy Technical Assistance Technical Assistance Information Information Referral Referral Volunteers Volunteers Vouchers Vouchers Impact fees Impact fees Catalyzing nongovernmental efforts Catalyzing nongovernmental efforts Convening nongovernmental leaders Convening nongovernmental leaders Jawboning or public forums Jawboning or public forums

74. Avant-Garde: Avant-Garde: Seed money Seed money Euity investments Euity investments Voluntary associations Voluntary associations Coporductoin or self-help Coporductoin or self-help Quid Pro Quos Quid Pro Quos Demand management Demand management Sale, exchange, or use of property Sale, exchange, or use of property Restructuring the market Restructuring the market

75. Is your organization open to new ideas from all levels, or must ideas come up through the chain. Can one part of an organization meet with another and share ideas or enter a joint venture or try out a new idea together. Vertical organizations have a top down chart. Information travels down from boss to boss to boss and information travels up the same way. In a horizontal organization there is a presumption that every one knows their respective jobs and is competent and motivated to do it, so the typical management structure is much less needed. Much as a chief of staff at a hospital. Yes the chief manages, but he does not attempt to tell the doctors under him what to do, the management is more directed to coordination of ideas and methods, not enforcing methods. Some jobs are more open to this sort of management. The argument is that all jobs would benefit from more of the horizontal approach as the vertical arrangements tend to smother creativity. Is your organization open to new ideas from all levels, or must ideas come up through the chain. Can one part of an organization meet with another and share ideas or enter a joint venture or try out a new idea together. Vertical organizations have a top down chart. Information travels down from boss to boss to boss and information travels up the same way. In a horizontal organization there is a presumption that every one knows their respective jobs and is competent and motivated to do it, so the typical management structure is much less needed. Much as a chief of staff at a hospital. Yes the chief manages, but he does not attempt to tell the doctors under him what to do, the management is more directed to coordination of ideas and methods, not enforcing methods. Some jobs are more open to this sort of management. The argument is that all jobs would benefit from more of the horizontal approach as the vertical arrangements tend to smother creativity.

76. Agency study methodology Agency study methodology Total Quality management processes Total Quality management processes Quality circles Quality circles Bottom up assessment, customer sensitivity. Bottom up assessment, customer sensitivity.

77. Organization: Organization: :social units deliberately constructed and reconstructed to seek specific goals. :social units deliberately constructed and reconstructed to seek specific goals. : an organization is a collection of people engaged in specialized and interdependent activity to accomplish a goal or mission. : an organization is a collection of people engaged in specialized and interdependent activity to accomplish a goal or mission. : as systems of continuous, purposive, goal- oriented activity involving two or more people. : as systems of continuous, purposive, goal- oriented activity involving two or more people. Note that any group can be considered an organization. In this context the key is ‘together toward a goal’, a goal directed group. This could be a Seal Team from Rainbow Six, a garden club, a Sunday School class. Note that any group can be considered an organization. In this context the key is ‘together toward a goal’, a goal directed group. This could be a Seal Team from Rainbow Six, a garden club, a Sunday School class.

78. Important are the rules that the group sets for itself and how it elects to make decisions. In systems theory we have seen how the system can be greater than its parts, or a system can develop a life of its own. The organization theory holds the same for the organization of group. There are many instances in human history that reflect this. The ice age mastodon hunters were able to bring down an animal hundreds of times their size through an organized approach, doing something a single person could never do. Imagine for a minute why this might be possible. Important are the rules that the group sets for itself and how it elects to make decisions. In systems theory we have seen how the system can be greater than its parts, or a system can develop a life of its own. The organization theory holds the same for the organization of group. There are many instances in human history that reflect this. The ice age mastodon hunters were able to bring down an animal hundreds of times their size through an organized approach, doing something a single person could never do. Imagine for a minute why this might be possible.

79. Consider a troup of 100 spear wielding people attacking a mastodon one at a time with no organization. 100 flattened corpes left, 1 mildly bored mastodon. With organization (read clan of the cave bear), a few brave and quick hunter can amplify the strength and catch the animal in areas of vulnerability. How did this occur? Did a wise iceman suddenly see how it might be done? Anthropologists suggest that this behavior came to the ice age people from viewing the wolf packs. Fossil and cave paintings reflect the reverence for wolves. They dressed in their skins and performed ritualized dances in honor of the wolf. It would much less of a jump for a poorly organized troup to learn from observing a wolf pack bringing down a large bison or elk and from there make tentative attempts with larger animals by mimicking the same strategies. Consider a troup of 100 spear wielding people attacking a mastodon one at a time with no organization. 100 flattened corpes left, 1 mildly bored mastodon. With organization (read clan of the cave bear), a few brave and quick hunter can amplify the strength and catch the animal in areas of vulnerability. How did this occur? Did a wise iceman suddenly see how it might be done? Anthropologists suggest that this behavior came to the ice age people from viewing the wolf packs. Fossil and cave paintings reflect the reverence for wolves. They dressed in their skins and performed ritualized dances in honor of the wolf. It would much less of a jump for a poorly organized troup to learn from observing a wolf pack bringing down a large bison or elk and from there make tentative attempts with larger animals by mimicking the same strategies.

80. Are we then a modern pack of wolves and have this in our heritage? The definition of an organization goal fits this model: the desired or intended ends or results to be achieved by an organization or as a ‘desired state of affairs which the organization attempts to realized,’ can be well viewed through the eyes of the wolf pack, the ice men’s tribe, the Seal team, the workers in a unit, the community group, the union members, Sunday school class, or the Optimist club. Each form from shared goals and are the most effective when they share a vision that contributes to the overall survival and maintenance of the organization. Are we then a modern pack of wolves and have this in our heritage? The definition of an organization goal fits this model: the desired or intended ends or results to be achieved by an organization or as a ‘desired state of affairs which the organization attempts to realized,’ can be well viewed through the eyes of the wolf pack, the ice men’s tribe, the Seal team, the workers in a unit, the community group, the union members, Sunday school class, or the Optimist club. Each form from shared goals and are the most effective when they share a vision that contributes to the overall survival and maintenance of the organization.

81. Social care goals are those directed to changing the environment in order for people to improve the quality of their lives and reach maximum potential. Social care goals are those directed to changing the environment in order for people to improve the quality of their lives and reach maximum potential.

82. Social control relates to control of other who might interfere with their own goals or the goals of others. Social control relates to control of other who might interfere with their own goals or the goals of others. Rehabilitation are those directed toward changing individuals so they will have improved quality of life and better opportunity to reach their fullest potential. Rehabilitation are those directed toward changing individuals so they will have improved quality of life and better opportunity to reach their fullest potential.

83. Goal Displacement is when a new goal contradicts an existing one. Goal Displacement is when a new goal contradicts an existing one. Goal succession is when one goal is replaced by another, such as when a drunk challenges someone to step out side and when the other stands, reveals that he is 6’8” and weighs 250 with no neck and his goal alters to finding a back door to slip out quietly. Goal succession is when one goal is replaced by another, such as when a drunk challenges someone to step out side and when the other stands, reveals that he is 6’8” and weighs 250 with no neck and his goal alters to finding a back door to slip out quietly.

84. Scientific or classical management theory: Frederick Taylor, an engineer, cir 1895, put forth this model for organizational management. Frederick Taylor, an engineer, cir 1895, put forth this model for organizational management. Efficiency Efficiency Effectiveness Effectiveness

85. Science of work Science of work Scientific selection and training of staff Scientific selection and training of staff Management’s work with staff in implementation Management’s work with staff in implementation Management’s planning and development of procedural rules for staff to follow Management’s planning and development of procedural rules for staff to follow

86. Bureaucracy: Classic model of organizations put forth by Max Weber (1864-1920) Classic model of organizations put forth by Max Weber (1864-1920) It can be synonymous with organization. It can be synonymous with organization. stable and officially stated structure of authority, an organizational chart. stable and officially stated structure of authority, an organizational chart. a hierarchy clearly defines who is over whom a hierarchy clearly defines who is over whom a record of transactions, regulations, and policies kept over time a record of transactions, regulations, and policies kept over time specialized training for management specialized training for management official duties take precedence official duties take precedence follows stable rules follows stable rules career oriented approach to work career oriented approach to work management is apart from owners management is apart from owners management has authority to delegate resources management has authority to delegate resources

87. Why does it now have a negative stereotype? During the late 1940’s and through the 1950’s in America there was much more exposure to heavy industry than ever before for most of American’s. During the building of heavy industry for WWII there was a tremendous growth in companies. Small machine shops that had ten to 20 workers suddenly faced staffing major production lines of hundreds and even thousand’s of employees. This required a tremendous shift in the development of rules and policies that felt to be necessary in the maintenance of large production lines and large numbers of staff. With the downsizing that came following the end of the war and even more following the end of the Korean conflict, these massive bureaucracies were viewed from the smaller, newer companies that took the place of the larger more well established company. Why does it now have a negative stereotype? During the late 1940’s and through the 1950’s in America there was much more exposure to heavy industry than ever before for most of American’s. During the building of heavy industry for WWII there was a tremendous growth in companies. Small machine shops that had ten to 20 workers suddenly faced staffing major production lines of hundreds and even thousand’s of employees. This required a tremendous shift in the development of rules and policies that felt to be necessary in the maintenance of large production lines and large numbers of staff. With the downsizing that came following the end of the war and even more following the end of the Korean conflict, these massive bureaucracies were viewed from the smaller, newer companies that took the place of the larger more well established company.

88. Also, the new business climate was much different. Instead of building more of what was being built, new ideas resulted in new inventions and new wealth (the 1950’s were a time of great prosperity, due in part to the energy of men returning from the war who came back trained, used to a certain life style, exposed to new ideas, and the GI bill). With new wealth came demand for goods, both new and old. People wanted new cars with new and better options, new refrigerators, newly designed radios, recording processes, television, color television, etc. all required a different sort of company, one that could adjust to a new product, envision a new product based on it’s need, get the new product into production and into the market quickly. Companies had to be able to completely retool in a matter of months or even weeks, a task that used to take years if not end the life of most companies. Also, the new business climate was much different. Instead of building more of what was being built, new ideas resulted in new inventions and new wealth (the 1950’s were a time of great prosperity, due in part to the energy of men returning from the war who came back trained, used to a certain life style, exposed to new ideas, and the GI bill). With new wealth came demand for goods, both new and old. People wanted new cars with new and better options, new refrigerators, newly designed radios, recording processes, television, color television, etc. all required a different sort of company, one that could adjust to a new product, envision a new product based on it’s need, get the new product into production and into the market quickly. Companies had to be able to completely retool in a matter of months or even weeks, a task that used to take years if not end the life of most companies.

89. This requires a much more flexible approach to management and some of the regulations became to be seen in a negative light, as standing in the way of progress. The Old guard was often let go as they had difficulty letting loose of the tight strands of red tape that held the old organization (and their positions in it in place. This requires a much more flexible approach to management and some of the regulations became to be seen in a negative light, as standing in the way of progress. The Old guard was often let go as they had difficulty letting loose of the tight strands of red tape that held the old organization (and their positions in it in place.

90. This set the stage for human relations theory of organizational management. The old operated on the notion of X or Y theory. The management viewed production staff as only interested in tangible rewards or punishments in terms of how they would respond to management. This was called X theory of management. At the other end of the spectrum was the career management person who was felt to be in his place due to company loyalty and a shared vision. This reflected the Y theory, that someone does something for more intrinsic rewards instead of extrinsic rewards. This set the stage for human relations theory of organizational management. The old operated on the notion of X or Y theory. The management viewed production staff as only interested in tangible rewards or punishments in terms of how they would respond to management. This was called X theory of management. At the other end of the spectrum was the career management person who was felt to be in his place due to company loyalty and a shared vision. This reflected the Y theory, that someone does something for more intrinsic rewards instead of extrinsic rewards.

91. X: inherent dislike for work; must be forced or threatened directly with job loss or pay loss; inherent preference for being directed and shuns responsibility. Security critical X: inherent dislike for work; must be forced or threatened directly with job loss or pay loss; inherent preference for being directed and shuns responsibility. Security critical (better fits with the classical approach) (better fits with the classical approach)

92. Y: expects to work as a part of life goals; self directed to objectives to which they are commited; self actualization is highest goal; wants responsibility; untapped creativity pool; untapped potential in everyone. Y: expects to work as a part of life goals; self directed to objectives to which they are commited; self actualization is highest goal; wants responsibility; untapped creativity pool; untapped potential in everyone. (better fits with the human relations approach) (better fits with the human relations approach)

93. Due much to the increase in production and the critical needs the war effort placed on management and owners, the field was hungry for increasing the level of information about management. The Hawthorne Studies, by Elton Mayo showed that any attention provided to workers increased their output (they tried various levels of lighting and work increased under all conditions as long as the workers were aware that an experiment was underway) It became called the Hawthorne Effect. Also noted was the tendency for the group to set normative work expectations for the group, apart from management. Due much to the increase in production and the critical needs the war effort placed on management and owners, the field was hungry for increasing the level of information about management. The Hawthorne Studies, by Elton Mayo showed that any attention provided to workers increased their output (they tried various levels of lighting and work increased under all conditions as long as the workers were aware that an experiment was underway) It became called the Hawthorne Effect. Also noted was the tendency for the group to set normative work expectations for the group, apart from management.

94. This surprised management theorist and began a focus more on some of the more esoteric and heretofore undiscussed issues such as the effect of group dynamics, small group behaviors, what makes a good leader, how decisions are made, routes of communication, and ways of sharing goals. This surprised management theorist and began a focus more on some of the more esoteric and heretofore undiscussed issues such as the effect of group dynamics, small group behaviors, what makes a good leader, how decisions are made, routes of communication, and ways of sharing goals.

95. As open systems an organization would have the following characteristics: importation of energy importation of energy throughput: use energy to produce goods or provide services throughput: use energy to produce goods or provide services output output systems as cycles of events: Self replicating systems as cycles of events: Self replicating negative entropy: something to fight chaos negative entropy: something to fight chaos information input, negative feedback and the coding process: evaluation process information input, negative feedback and the coding process: evaluation process steady state and dynamic homeostasis: a movable balance established by organizations taking in energy and information, using it, then exporting it in return for needed resources in a functional way. A dynamic movable balance. steady state and dynamic homeostasis: a movable balance established by organizations taking in energy and information, using it, then exporting it in return for needed resources in a functional way. A dynamic movable balance. differentiation :to greater complexity and greater specialization of function differentiation :to greater complexity and greater specialization of function equfinality : the attainment of goals via different paths equfinality : the attainment of goals via different paths

96. Contingency theory: that organization always make decisions on incomplete information and that every decision is made in the context of all other issues. Sounds a good deal like the ‘person-in- the-situation’ theory. Decision making is always made with incomplete information. Monday morning quarter backing is not a decision. It is too late. The great managers are often viewed in awe as near fortune tellers. “how did they know this would work?” Contingency theory: that organization always make decisions on incomplete information and that every decision is made in the context of all other issues. Sounds a good deal like the ‘person-in- the-situation’ theory. Decision making is always made with incomplete information. Monday morning quarter backing is not a decision. It is too late. The great managers are often viewed in awe as near fortune tellers. “how did they know this would work?”

97. “ They had to have known something we didn’t know.” Often from a distance managers are viewed highly critically in that their decisions may not be what the production worker would have made in part due to the necessity of the manager to forecast what will be needed a month to a year in advance on a production line or in a decision that might impact the environment in which production or service occurs. “ They had to have known something we didn’t know.” Often from a distance managers are viewed highly critically in that their decisions may not be what the production worker would have made in part due to the necessity of the manager to forecast what will be needed a month to a year in advance on a production line or in a decision that might impact the environment in which production or service occurs.

98. Negatives aspects of Theory X or the classical management approach. Negatives aspects of Theory X or the classical management approach. Negative aspects of Theory Y or the Human Relations Perspective. Negative aspects of Theory Y or the Human Relations Perspective. Positive? Positive?

99. Organizational Culture: How things are done around here? The real organizational chart. Who has the dirt? Who wields the real power? How are decisions really made? Who is the fair haired who have their ideas listened to more seriously? Organizational Culture: How things are done around here? The real organizational chart. Who has the dirt? Who wields the real power? How are decisions really made? Who is the fair haired who have their ideas listened to more seriously?

100. Oligarchy: decisions controlled by a few. A failing of organizations is that they almost always eventually see their maintenance as becoming a primary goal vs the original goal that created the organization. Perhaps this is part of human nature. The self interest of the rulers prohibit major change, especially any change that does not benefit or especially change that puts their roles and lines of information at risk. Avoid change or disenstion at all costs, avoid making waves, those that do are not reinforced or rewarded. Oligarchy: decisions controlled by a few. A failing of organizations is that they almost always eventually see their maintenance as becoming a primary goal vs the original goal that created the organization. Perhaps this is part of human nature. The self interest of the rulers prohibit major change, especially any change that does not benefit or especially change that puts their roles and lines of information at risk. Avoid change or disenstion at all costs, avoid making waves, those that do are not reinforced or rewarded.

101. Consensus organizations: any enterprise in which control resets ultimately and overwhelmingly with the members-employees-owners, regardless of the particular legal framework through which it is achieved. We’re all in this together approach. All for one, one for all. Where would this idea work best? Who is in charge? Consensus organizations: any enterprise in which control resets ultimately and overwhelmingly with the members-employees-owners, regardless of the particular legal framework through which it is achieved. We’re all in this together approach. All for one, one for all. Where would this idea work best? Who is in charge?

102. Consensus: I believe that you understand my point of view I believe that you understand my point of view I believe that I understand your point of view. I believe that I understand your point of view. Whether or not I prefer this decision, I will support it, because it was arrived at in an open and fair manner. Whether or not I prefer this decision, I will support it, because it was arrived at in an open and fair manner. TQM TQM focus on the consumer of the organization’s services focus on the consumer of the organization’s services involvement of everyone in the organization in pursuit of quality involvement of everyone in the organization in pursuit of quality a heafvy empasis on temwork a heafvy empasis on temwork encouragement of all employees to think agbou tand pursue quality whtint he organization encouragement of all employees to think agbou tand pursue quality whtint he organization mistakes are not to be covered up but ar to be used as learning experiences opportunities mistakes are not to be covered up but ar to be used as learning experiences opportunities workers are encouraged ot work out problems solvable at their level and not to pass them along to the next level workers are encouraged ot work out problems solvable at their level and not to pass them along to the next level everyone is on the quality team and everyone is responsible and encouraged to pursue quality everyone is on the quality team and everyone is responsible and encouraged to pursue quality

103. As open systems an organization would have the following characteristics: importation of energy importation of energy throughput: use energy to produce goods or provide services throughput: use energy to produce goods or provide services output output systems as cycles of events: Self replicating systems as cycles of events: Self replicating negative entropy: something to fight chaos negative entropy: something to fight chaos information input, negative feedback and the coding process: evaluation process information input, negative feedback and the coding process: evaluation process steady state and dynamic homeostasis: a movable balance established by organizations taking in energy and information, using it, then exporting it in return for needed resources in a functional way. A dynamic movable balance. steady state and dynamic homeostasis: a movable balance established by organizations taking in energy and information, using it, then exporting it in return for needed resources in a functional way. A dynamic movable balance. differentiation :to greater complexity and greater specialization of function differentiation :to greater complexity and greater specialization of function equfinality : the attainment of goals via different paths equfinality : the attainment of goals via different paths

104. Japanese Social Welfare: flexible job descriptions flexible job descriptions use of nemawashi information decision making process use of nemawashi information decision making process

105. Nemawashi ( 根回し ) in Japanese culture is an informal process of quietly laying the foundation for some proposed change or project, by talking to the people concerned, gathering support and feedback, and so forth. It is considered an important element in any major change, before any formal steps are taken, and successful nemawashi enables changes to be carried out with the consent of all sides. Nemawashi ( 根回し ) in Japanese culture is an informal process of quietly laying the foundation for some proposed change or project, by talking to the people concerned, gathering support and feedback, and so forth. It is considered an important element in any major change, before any formal steps are taken, and successful nemawashi enables changes to be carried out with the consent of all sides.JapanesecultureJapaneseculture Nemawashi literally translates as "going around the roots", from 根 (ne, root) and 回す (mawasu, to go around [something]). Its original meaning was literal: digging around the roots of a tree, to prepare it for a transplant. Nemawashi literally translates as "going around the roots", from 根 (ne, root) and 回す (mawasu, to go around [something]). Its original meaning was literal: digging around the roots of a tree, to prepare it for a transplant. 根 Nemawashi is often cited as an example of a Japanese word which is difficult to translate effectively, because it is tied so closely to Japanese culture itself, although it is often translated as 'laying the groundwork.' Nemawashi is often cited as an example of a Japanese word which is difficult to translate effectively, because it is tied so closely to Japanese culture itself, although it is often translated as 'laying the groundwork.'Japanese cultureJapanese culture

106. the ring decision making process the ring decision making process promotion of the wa: unity Japanese Wa ( 倭 ? "Japan, Japanese", from Chinese Wō 倭 ), is the oldest recorded name of Japan. Chinese, Korean, and Japanese scribes regularly wrote Wa or Yamato "Japan" with this Chinese character until the 8th century, when the Japanese found fault with the belittling character for Wō 倭 "Japan" and replaced Wa 倭 with Wa 和 "harmony; peace". promotion of the wa: unity Japanese Wa ( 倭 ? "Japan, Japanese", from Chinese Wō 倭 ), is the oldest recorded name of Japan. Chinese, Korean, and Japanese scribes regularly wrote Wa or Yamato "Japan" with this Chinese character until the 8th century, when the Japanese found fault with the belittling character for Wō 倭 "Japan" and replaced Wa 倭 with Wa 和 "harmony; peace".Japanese ?Chinesename of JapanYamatoChinese characterJapanese ?Chinesename of JapanYamatoChinese character Job reassignment and rotation: Job reassignment and rotation: extensive training; job is for life extensive training; job is for life total quality control or total quality management or quality circles total quality control or total quality management or quality circles

107. Pluralistic work place: Why Pluralistic work place: Why

108. Disabilities/obligation or barrier? John: Misfit1720-deviant Misfit1720-deviant Idiot1850-boarding school to lessen deviancy, new labels Idiot1850-boarding school to lessen deviancy, new labels Idiot1881- farm Idiot1881- farm Idiot1890-asylum Idiot1890-asylum Retardate1920-state-run institutions Retardate1920-state-run institutions Developmental disability1970-intermediate care facility Developmental disability1970-intermediate care facility Individual with a developmental disorder1980- alternate placement in group homes/apartments Individual with a developmental disorder1980- alternate placement in group homes/apartments Consumer/neighbor/diversity1990-community based supported living, option of choice Consumer/neighbor/diversity1990-community based supported living, option of choice

109. Micro organizational issues – traditional and alternative paradigms Issues:Motivation Leadership Leadership Power Power Culture/climate Culture/climate Decision-making Decision-making Communication Communication Employee evaluation/reward systems Employee evaluation/reward systems Employee satisfaction Employee satisfaction Quality management Quality management Consumer complaints Consumer complaints Staff conflict Staff conflict Sexual harassment Sexual harassment Diversity issues Diversity issues Values and ethics Values and ethics Rural issues Rural issues Supervision/staff development Supervision/staff development

110. Motivation What motivates people to work? Most human services studies in this area place money as third or fourth on the list of things that motivate the most. The most often repeated desired reward is recognition/appreciation of creative effort and recognition of character. Give examples of character recognition. Effective Rewards for workers can include specific comments about their work and their abilities or character. Formal recognition also has its place. In small groups my saying some one is doing a great job, if I do not know the job, falls hallow and shallow. I must know something about the person’s job for me to comment on how good it is. How could you praise without knowing how a job is done? You could look at the results or at the comparative work in other areas. Or you could work with the person in having them establish goals and cheer with them when they are met. What motivates people to work? Most human services studies in this area place money as third or fourth on the list of things that motivate the most. The most often repeated desired reward is recognition/appreciation of creative effort and recognition of character. Give examples of character recognition. Effective Rewards for workers can include specific comments about their work and their abilities or character. Formal recognition also has its place. In small groups my saying some one is doing a great job, if I do not know the job, falls hallow and shallow. I must know something about the person’s job for me to comment on how good it is. How could you praise without knowing how a job is done? You could look at the results or at the comparative work in other areas. Or you could work with the person in having them establish goals and cheer with them when they are met.

111. Leadership This is related to the concept of supervision an motivation. The effective leader must both develop and impart a vision for what the group is about. This vision becomes the kernel of what the unit will view and measure their work against. In a best world the shared vision becomes the very best supervisor in that all staff can begin to self supervise, using self assessment in determining whether or not their work is near the mark. The effective leader shows respect regardless of gender, race, etc. and makes this a critical part of modeling. Care to show that the leader cares for the group collectively and individually. The reason most given for burnout is related to the feeling that one has lost control of his environment and has limited or no input into his situation. This leads to powerlessness and feelings of burnout and impotence. This is related to the concept of supervision an motivation. The effective leader must both develop and impart a vision for what the group is about. This vision becomes the kernel of what the unit will view and measure their work against. In a best world the shared vision becomes the very best supervisor in that all staff can begin to self supervise, using self assessment in determining whether or not their work is near the mark. The effective leader shows respect regardless of gender, race, etc. and makes this a critical part of modeling. Care to show that the leader cares for the group collectively and individually. The reason most given for burnout is related to the feeling that one has lost control of his environment and has limited or no input into his situation. This leads to powerlessness and feelings of burnout and impotence.

112. Power Personal power, Personal power, Ascribed power Ascribed power Assumed power Assumed power

113. Culture/climate Our culture defines to some degree how we feel about our work an our play. What defines the work day? 9-5 / 5 days a week with 2 week Also discuss more about the treatment the comparison group will receive, the number of visits, time spent, etc. as you have done with the experimental groups a year vacation. In Israel a month or more is common. In Europe the feeling is the same. Vacations are considered an important part of life. Timeliness is also considered differently from culture to culture. Our culture defines to some degree how we feel about our work an our play. What defines the work day? 9-5 / 5 days a week with 2 week Also discuss more about the treatment the comparison group will receive, the number of visits, time spent, etc. as you have done with the experimental groups a year vacation. In Israel a month or more is common. In Europe the feeling is the same. Vacations are considered an important part of life. Timeliness is also considered differently from culture to culture.

114. Decision making Democratic, leaderships, committees, matrix. Stake holders, Delphi concept Democratic, leaderships, committees, matrix. Stake holders, Delphi concept

115. Communication Open/closed Open/closed One way One way Email/memos Email/memos Committee work Committee work Employee evaluation/reward systems Employee evaluation/reward systems How often and what shape should it take How often and what shape should it take Merit systems Merit systems Employee satisfaction Employee satisfaction What generates this the most? Monetary rewards. No. more likely control over ones job environment, and a shared part of te agencies purpose and outcome. What generates this the most? Monetary rewards. No. more likely control over ones job environment, and a shared part of te agencies purpose and outcome. Quality management Quality management TQM Quality circles. Feedback. The bowling with curtain concept. TQM Quality circles. Feedback. The bowling with curtain concept.