1. Task Groups & Teams Applying Organizational Theory
SOWK 4007 Community/ Macro Theory & Practice
Winter 2016
Session 7

2. Course Objectives
#2 Demonstrate knowledge of organizational change models and the applicability of those models to social work practice and the person and environment and generalist practice perspective
#3 Identify the mechanisms of social group work required for macro practice including work in task groups, meetings and teams

3. Agenda for Session 7 Second part of class First part of class
Framework for understanding organizations
Organizations: definitions and functions
First part of class
DISC Profile overview
Group time:
DISC Activity

4. Organizational Culture and Processes: Leadership, Climate, Communication, Conflict

6. Organizations are Systems
Input Throughput Output

7. Definition: Culture
A set of norms, values, assumptions that are part of organizational life
“The way we do things around here”

8. Shared beliefs, values and assumptions
Norms
Rituals, stories, symbols
Language
“ a property of the collective organizational system”
Think of a metaphor for your agency

9. Cultural Context
Organizations, like other social institutions are shaped by the greater culture
Culture develops through social interaction
We can shape culture

10. Style and Culture Leadership sets the stage for culture
Blake and Mouton described four organizational cultures based on management style
The Managerial Grid

11. Paternalistic Culture High Performance Culture Performance Management
Organizational Culture as Leadership style
Strong Emphasis
Paternalistic Culture
High Performance Culture
People Management
Laissez Faire Culture
Autocratic Culture
Weak Emphasis
Strong Emphasis
Weak Emphasis
Performance Management

12. Concern for People and Concern for Production
Paternalistic -Country Club Management
Comfortable, friendly environment that has a high concern for people and low concern for production
Autocratic: Authority-Obedience
Efficiency rules; keep people interference to a minimum; low concern for people and high concern for task

13. Laissez Faire: Impoverished Management
Exertion of minimal effort; low concern for people or productivity
High Performance: Team Management
Work is accomplished through commitment of staff; common tasks – high concern for people and task

14. Organizational Climate
A perception of the work environment
Influenced by organizational culture
Psychological climate: how an employee’s well being is affected by the environment

15. Organizational Processes
How people in organizations interact within the boundaries of the organization and community
Communication
Decision Making
Conflict

16. Communication
Basic Communication Process

17. Types

18. Organizational Conflict
All organizations have conflict

19. Conflict
Styles of Dealing with Conflict

20. Being a Change Agent
Understanding organizations and communities as an important context for change
Lead through relationship and knowledge