Understanding Organizational Structures

• Organization defines work units and their relationships, setting up individuals and functions for productive relationships aimed at achieving common goals.

Importance of Cooperation

• Cooperation among employees is more important than the organizational structure itself.
• No matter how well-designed a structure is, goals cannot be achieved if people don't work well together.

Types of Organizational Structures

• Formal organizational structures are established by law with consciously coordinated activities found in policies and procedures.
• Informal organizations are established spontaneously and consist of rules, sentiments, traditions, and customs.

Organization Types

• Line organizations focus on working towards a primary service goal, with authority flowing from top to bottom.
• Line and staff organizations consist of line and staff units exerting authority towards their own subordinates.
• Committee organizations involve a group of people acting as a body to perform functional, staff, and line duties.
• Functional organizations concentrate on functions and activities in each unit, with a specialist supervising activities.

Formal Organization Types

• Includes line, functional, line and staff, and committee organization

Appraising Formal and Informal Structure

• Authority lines specify administrative and supervisory responsibilities, often in writing.
• Communication channels should flow harmoniously along authority lines.
• Power is the ability to move people to achieve a goal.

Models of Organization

• Bureaucratic models have one authority at the top, forming a pyramid-like command chain.
• Democratic organizations involve employees in decision-making and policy creation.
• Adhocracy is a modified structure blending bureaucratic and democratic elements.
• Collegial or professional team models organize professionals in a collaborative environment that values communication.

Organizational Charts

• Organizational charts are pictorial representations of a company's structure
• They show how work is divided and each person's responsibilities.
• Include vertical, horizontal, and circular variations

Plans vs. Organizing

• Plans define the organization's objectives.
• Organizing defines the work units and their relationships.

Principles of an Organization

• Work specialization or division of labor involves a separation of tasks for increased efficiency
• Unity of command dictates each employee should only report to one manager
• Span of control refers to the number of subordinates a supervisor can effectively manage
• Homogenous Assignment means work should be appropriately delegated

Principles of an Organization Continued

• Delegation of authority involves assigning responsibility and power to subordinates
• Hierarchical or scalar principles define a clear chain of command from top to bottom
• Line and staff principles differentiate between direct authority (line) and advisory roles (staff)
• Division of labor involves breaking down tasks into specialized jobs
• Short chain of command reduces communication barriers and improves efficiency
• Balance aims for equilibrium across various organizational elements

Staffing

• Staffing involves acquiring, developing, and maintaining a competent workforce to achieve organizational goals
• Effective recruitment, selection, and hiring are processes that usually follow agency personnel policy, including a job description
• A job description should include the position's responsibilities, duties, qualifications, and to whom the person is responsible.
• Recruitment can be done through advertising in newspapers, journals, websites, and contracts with schools.

Staffing Elements

• Once hired, placement assumes the applicant is right for the job.
• Orientation or induction training provides new employees with the necessary information about the agency including responsibility, objectives, organization, standard operating policies and procedures, rules

Training

• Training systematically develops the attitudes, knowledge, skills, and behavior patterns required for adequate job performance.
• Objectives include productivity, effectiveness, and qualification for a better job

Employee Improvement

• Morale boosters improve employee attitudes toward their job, coworkers, supervisors, and the firm.
• Performance appraisals systematically rate an employees characteristics, potential, and performance, in order to decide on promotions, training needs

Employee Career Progression

• Promotions advance a worker to a better position with more responsibilities, prestige, and salary, based on merit, performance, or seniority.
• Transfers move a worker to another position with similar responsibilities and salary, adjusting workloads or improving satisfaction.

Compensation

• Wage and salary administration ensures fair compensation for work.
• Wages and salary standards depend on the agency's financial condition, comparable wages, cost of living, and government regulations.

Employee Conduct

• Discipline enforces rules, regulations, and procedures, viewed as education rather than punishment.
• Employee benefits and services include health, retirement, recreational, and counseling services.

Employee Separation

• Turnover is the shift and replacement of personnel due to separation, retirement, death, or disability.
• Separation is the termination of employment, either voluntary (resignation) or involuntary (layoff or discharge).
• Retirement plans provide financial support for workers after their service, often based on years of service.

Staff Development

• Continual development of existing staff is an important aspect of personnel administration.
• Methods of staff development include lectures, case presentations, role-playing, self-development programs, and group actions.

Professional Development

• Self-development programs are self-study programs with printed materials to solve problems and provide answers
• Group actions are approaches such as sensitivity training to reveal thoughts and feelings.
• Retreats involve lectures, group discussion, film showing, and role playing away from the office.
• Marathons involve the whole staff being able to articulate their emotions.

Professional Development Support

• Computer games are sometimes used that simulate experience in solving social problems.
• Library facilities providing books, journals, tapes, and films related to social work practice should be available.
• Continuing professional education (CPE) can result in an advanced degree.
• Agencies can provide opportunities to exchange staff and faculty with schools of social work.