traditional approaches to organizational structure lecture iii sowo 804 – organizational and...

Traditional Traditional Approaches to Approaches to Organizational Organizational

StructureStructure

Lecture IIILecture III

SOWO 804 – Organizational and Community BehaviorSOWO 804 – Organizational and Community Behavior

Traditional Response to Traditional Response to “Katrina”“Katrina”

• Direct Practice and Macro Practice responses – helping people on Direct Practice and Macro Practice responses – helping people on an individual and community levelan 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 Can past Organizational responses suffice if rooted in successful social work practices?social work practices?

What is an Organization?What is an Organization?

• A Holistic ViewA Holistic View

• Organizations are HolisticOrganizations are Holistic

• Organizations are EcologicalOrganizations are Ecological

• Organizations are OrganicOrganizations are Organic

• Organizations are People-BasedOrganizations are People-Based

(Holistic Model, n.d.)

An Organization’s MissionAn Organization’s Mission

• The Threefold MissionThe Threefold Mission

• Develop and Implement all the PartsDevelop and Implement all the Parts

• Connect the Parts — Cause and Effect Relationships Connect the Parts — Cause and Effect Relationships UnderstoodUnderstood

• Coach the PeopleCoach the People

(Holistic Model, n.d.)

Mission, Vision and ValuesMission, Vision and Values

(Holistic Model, n.d.)

The Four Organizational FormsThe Four Organizational Forms Explicate Order vs. Implicate OrderExplicate 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 These organizations are defined by: social associations, empathetic/creative

interrelationships, feeling fields, metaphors and symbolsinterrelationships, feeling fields, metaphors and symbols

• ModelsModels• Community Building ModelCommunity Building Model

• T-group ModelT-group Model

• Other Environments that function with Implicate OrderOther Environments that function with Implicate Order::

• Creative EnvironmentsCreative Environments

• Expressive Arts Expressive Arts

• Improvisational JazzImprovisational Jazz

• Pedagogy of the OppressedPedagogy of the Oppressed (P. Friere) - Model of Education (P. Friere) - Model of Education

(Dinkelaker, 1997)

4 Types of Organizations4 Types of Organizations

• BureaucraticBureaucratic

• Matrix (Research and Development)Matrix (Research and Development)

• Familial OrganizationFamilial Organization

• Organic AdaptiveOrganic Adaptive

(Dinkelaker, 1997)

Organizational Structure and DesignOrganizational Structure and Design

• Organizational StructureOrganizational Structure – – describes the organization’s describes the organization’s framework as expressed by its degree of complexity, framework as expressed by its degree of complexity, formalization, and centralizationformalization, and centralization

• ComplexityComplexity – How is the Work Divided? – How is the Work Divided?

• FormalizationFormalization - - The “Rules of Employee Behavior”The “Rules of Employee Behavior”

• Centralization Centralization – – Who at the TOP is Making Decisions?Who at the TOP is Making Decisions?

• DecentralizationDecentralization – – Is Decision Making Occurring In Lower Is Decision Making Occurring In Lower

Levels of the Organization?Levels of the Organization?

(Organization Structure, n.d.)

Organizational Structure and Organizational Structure and DesignDesign (Cont’d)(Cont’d)

Organizational DesignOrganizational Design• Six ElementsSix Elements

• Work specializationWork specialization

• DepartmentalizationDepartmentalization

• Chain of command Chain of command

• Span of controlSpan of control

• Centralization/DecentralizationCentralization/Decentralization

• FormalizationFormalization

• Classical View vs. Contemporary ViewClassical View vs. Contemporary View• Unity of CommandUnity of Command

• Authority and ResponsibilityAuthority and Responsibility

• Span of ControlSpan of Control

(Organization Structure, n.d.)

• Horizontal DimensionsHorizontal Dimensions• Division of LaborDivision of Labor

• DepartmentalizationDepartmentalization

• FunctionalFunctional

• ProductProduct

• CustomerCustomer

• GeographicGeographic

• ProcessProcess

Organizational Structure and Design (cont’d)Organizational Structure and Design (cont’d)

(Organization Structure, n.d.)

Importance of EnvironmentImportance of Environment

• Environment Greatly Influences How Organizations Form, Environment Greatly Influences How Organizations Form, Structure, and FunctionStructure, and Function

(Clifton, 1980)

CThe Agency

Peop

le

Systems and

Rules

Work Structure

CultureCommunit

y

GoalsObjective

s

Technology

19001900 19501950 20002000

Importance of Environment (cont’d)Importance of Environment (cont’d)

(Drucker, 1994)

Organizations’ Response to Environmental Influences were Especially Organizations’ Response to Environmental Influences were Especially Evident During the 20Evident During the 20thth Century 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 Industrial Revolution – Farmers and Live-In Servants move to the cities, but remained impoverished. 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 No Class in History has ever risen faster than the blue-collar worker. And no class in history has ever fallen faster.”history has ever fallen faster.”

• Now – The Rise of a Knowledge Society.Now – The Rise of a Knowledge Society.

Importance of Environment (cont’d)Importance of Environment (cont’d)

• Environmental Influences on the 21Environmental Influences on the 21stst Century Century OrganizationOrganization

• EmailEmail

• VoicemailVoicemail

• Facsimile MachinesFacsimile Machines

• TeleconferencingTeleconferencing

• Electronic Data InterchangesElectronic Data Interchanges

• IntranetsIntranets

• TelecommutingTelecommuting

• Virtual WorkplacesVirtual Workplaces(Organization Structure, n.d.)

• 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.

GroupGroup ActivityActivity

(Clifton, 1980)

Activity DirectionsActivity 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

A Quote to RememberA Quote to Remember

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

Kent HigginsKent Higgins

(Clifton, 1980)

ReferencesReferencesCliton, Robert L, Dahms, Alan M. (1980) Cliton, Robert L, Dahms, Alan M. (1980) Grassroots Administration, A handbook for Staff and Directors of Small Grassroots Administration, A handbook for Staff and Directors of Small

Community-Based Social AgenciesCommunity-Based Social Agencies. Illinois: Waveland Press, Inc.. Illinois: Waveland Press, Inc.

Dinkelaker, A. (1997) Dinkelaker, A. (1997) The New Frontier in Democratic Theory and Practice: Organizational Forms that The New Frontier in Democratic Theory and Practice: Organizational Forms that Simultaneously Optimize Autonomy & CommunitySimultaneously Optimize Autonomy & Community. Retrieved September 8, 2003, from . Retrieved September 8, 2003, from http://quadrant4.org/thesis/chapter2.htmlhttp://quadrant4.org/thesis/chapter2.html

Drucker, P.F. (11/1994) Drucker, P.F. (11/1994) The Age of Social TransformationThe Age of Social Transformation. Retrieved September 8, 2003 from The Atlantic . Retrieved September 8, 2003 from The Atlantic Monthly website: Monthly website: http://www.theatlantic.com/politics/ecbig/soctrans.htmhttp://www.theatlantic.com/politics/ecbig/soctrans.htm

A Holistic Model for Organizational ManagementA Holistic Model for Organizational Management. (n.d.) Retrieved September 8, 2003 from . (n.d.) Retrieved September 8, 2003 from http://socialent.aztech-cs.com/resources/articles/holistic/http://socialent.aztech-cs.com/resources/articles/holistic/

Organization Structure and DesignOrganization Structure and Design. (n.d.) Retrieved September 8, 2003 from . (n.d.) Retrieved September 8, 2003 from http://faculty.unitarklj1.edu.my/homepage/CoursewareWeb/bmb1013/LECTURE_NOTES?MODULE%20IV/shttp://faculty.unitarklj1.edu.my/homepage/CoursewareWeb/bmb1013/LECTURE_NOTES?MODULE%20IV/sec1.htmec1.htm