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 levelDirect Practice and Macro Practice responses – helping people on an individual and community level Role of Cultural Competence?Role of Cultural Competence? Should Organizations Change with the Times? If yes, When, How?Should Organizations Change with the Times? If yes, When, How? Can past Organizational responses suffice if rooted in successful social work practices?Can past Organizational responses suffice if rooted in successful social work practices?

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

4. An Organization’s Mission The Threefold MissionThe Threefold Mission Develop and Implement all the Parts Develop and Implement all the Parts Connect the Parts — Cause and Effect Relationships Understood Connect the Parts — Cause and Effect Relationships Understood Coach the People 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 OrderExplicate Order It manifest structure associated with power, hierarchy of task, and rolesIt manifest structure associated with power, hierarchy of task, and roles Implicate OrderImplicate Order These organizations are defined by: social associations, empathetic/creative interrelationships, feeling fields, metaphors and symbolsThese organizations are defined by: social associations, empathetic/creative interrelationships, feeling fields, metaphors and symbols ModelsModels Community Building Model Community Building Model T-group Model T-group Model Other Environments that function with Implicate Order :Other Environments that function with Implicate Order : Creative EnvironmentsCreative Environments Expressive ArtsExpressive Arts Improvisational JazzImprovisational Jazz Pedagogy of the Oppressed (P. Friere) - Model of EducationPedagogy of the Oppressed (P. Friere) - Model of Education (Dinkelaker, 1997)

7. 4 Types of Organizations BureaucraticBureaucratic Matrix (Research and Development)Matrix (Research and Development) Familial OrganizationFamilial Organization Organic AdaptiveOrganic Adaptive (Dinkelaker, 1997)

8. Organizational Structure and Design Organizational Structure – describes the organization’s framework as expressed by its degree of complexity, formalization, and centralizationOrganizational Structure – describes the organization’s framework as expressed by its degree of complexity, formalization, and centralization Complexity – How is the Work Divided? Complexity – How is the Work Divided? Formalization - The “Rules of Employee Behavior” Formalization - The “Rules of Employee Behavior” Centralization – Who at the TOP is Making Decisions? Centralization – Who at the TOP is Making Decisions? Decentralization – Is Decision Making Occurring In Lower Levels of the Organization? 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 ElementsSix Elements Work specialization Work specialization Departmentalization Departmentalization Chain of command Chain of command Span of control Span of control Centralization/Decentralization Centralization/Decentralization Formalization Formalization Classical View vs. Contemporary View Classical View vs. Contemporary View Unity of CommandUnity of Command Authority and ResponsibilityAuthority and Responsibility Span of ControlSpan of Control (Organization Structure, n.d.)

10. Horizontal Dimensions Horizontal Dimensions Division of LaborDivision of Labor Departmentalization Departmentalization FunctionalFunctional ProductProduct CustomerCustomer GeographicGeographic ProcessProcess Organizational Structure and Design (cont’d) (Organization Structure, n.d.)

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

12. 190019502000 Importance of Environment (cont’d) (Drucker, 1994) Organizations’ Response to Environmental Influences were Especially Evident During the 20 th Century Early 1900’s – Largest Single Group = Farmers, Second Group = Live-In ServantsEarly 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.Industrial Revolution – Farmers and Live-In Servants move to the cities, but remained impoverished. By 1950 – Labor Unions made Industrial Workers Middle Class CitizensBy 1950 – Labor Unions made Industrial Workers Middle Class Citizens By 1990 – Labor Unions in RetreatBy 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.”“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.Now – The Rise of a Knowledge Society.

13. Importance of Environment (cont’d) Environmental Influences on the 21 st Century OrganizationEnvironmental Influences on the 21 st Century Organization EmailEmail VoicemailVoicemail Facsimile MachinesFacsimile Machines TeleconferencingTeleconferencing Electronic Data InterchangesElectronic Data Interchanges IntranetsIntranets TelecommutingTelecommuting Virtual WorkplacesVirtual Workplaces (Organization Structure, n.d.)

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

15. Activity Directions Choose one of your organizations to discussChoose one of your organizations to discuss Identify what type of agency is describedIdentify what type of agency is described Draw a Figure to demonstrate how this agency functionsDraw a Figure to demonstrate how this agency functions Identify 3 strengths of the agencyIdentify 3 strengths of the agency Identify 3 barriers of the agencyIdentify 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 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 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/ http://socialent.aztech- cs.com/resources/articles/holistic/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/se c1.htm http://faculty.unitarklj1.edu.my/homepage/CoursewareWeb/bmb1013/LECTURE_NOTES?MODULE%20IV/se c1.htm http://faculty.unitarklj1.edu.my/homepage/CoursewareWeb/bmb1013/LECTURE_NOTES?MODULE%20IV/se c1.htm