1. Organisational Theories Julie Baturynsky ;Ph 46201863

2. Introduction A dominant feature of human service organisation is the centrality of client – staff relations in determining service outcomes. The definition and measurement of service effectiveness is therefore indeterminate, ambiguous and multi –dimensional This makes social welfare administration complex

3. Issues In particular the issues relevant to community services are Turbulent environment Service delivery and management issues that are value laden To address the lack of clear and unambiguous end states and Manage staff and clients who cannot readily be controlled

4. Administrative Tasks and Organisational Theories Administrative Task Organisational Theory Goal AttainmentRational –legal, scientific management Management of peopleHuman relations, feminist perspective Proficiency and efficiencyContingency Adaption and mobilisation of resources Political economy

5. Administrative Tasks and Organisational Theories Administrative TasksOrganisational Theories Funding and survival Population economy Institutionalisation New Institutionalism Integration and social cohesion Culture, sense -making Knowledge, power and control Neo –Marxist, post modern, structuralism Social Change Critical theory, radical feminism

6. Goal Attainment/Rational approach The rational approach views the organisation as an efficient machine to attain certain goals (Morgan, 1997) Effectiveness –based program planning involves taking a program through a series of steps designed to produce a clear understanding of the problem to be addressed, to measure client problem type and severity at entry, to provide a relevant intervention, to measure client problem type and severity at exit (Kettner, Moroney and Martin 1990)

7. It includes goal setting, objectives and strategies Organising, identifying and arranging the work needed to carry out the plans Mobilizing the people to make the program work Planning the use of financial resources to reach the goals Supervising to enhance the skills and motivation of the service providers and Evaluating the accomplishment of the program (Lewis, Lewis and Souflee, 1991)

8. Criticisms of Model The organisation is conceptualised as a closed system with little attention to the broader social system in which it exists It fails to take into account the unique attributes of human service organisations, i.e the human factor It has also been argued that this model has provided the basis for the concentration of power in large organisations and hierarchical authority Is this model compatible with welfare values and ethics

9. Management of People/Human Relations/Feminist Assumes that behaviour is embedded in a web of social relations. How members relate to each other within and without the organisation will influence their motivation, patterns of work, productivity and self –identity That is when workers find meaning and satisfaction in their work, when they actively participate in management of the organisation and when leadership is person orientated

10. Four interelated areas 1.Job satisfaction ( work conditions, pay, job security, personal growth) 2.Human resource practice management ( teamwork, job enrichment, high level training) 3.Trust ( cooperative relation and teamwork ) and 4.Leadership (vision setter, motivator, analyser and task master )

11. Criticisms This perspective tends to view the organisation in isolation from its environment, and thereby diminishes the importance of external factors in shaping organisational dynamics It implies that changes in how people behave will have a great impact on organisational dynamics If strategise are applied to make workers”feel better” under very trying circumstances thus deflecting from important organisational barriers to effective service delivery, they can be counter productive to morale etc

12. Political Economy Theory Recognises the importance of environmental factors Views the organisation as a collectively that has multiple and complex goals, paramount among them survival and adaption to the environment The capacity of the organisation to survive and to provide services depends on its ability to mobilise power, legitimacy and economic resources eg money,personnel and clients ( Wamsley and Zald, 1976)

13. The high dependency on the external environment for legitimacy and resources makes them particularly susceptible to external influences Concerns with survival and adaption must be balanced with the goal of service effectiveness Managers assume several broad roles, policy advocate, negotiator of organisational linkages and manager of worker discretion And must employ various political strategies,ranging from controlling agendas to building network relations and managing impressions (Gummer,1990)

14. Limitations of Political economy perspective Understates the importance of values and cultural norms in the survival of the organisation By emphasising survival and adaption, less attention is given to the desired outcomes Overlooks industry wide or sector patterns and the dynamics that also shape the organisation for example a community mental health organisation have structural and operational features that apply across the mental health sector

15. Managerialism Refers to the belief that human service organisations can better meet their goals by allowing management to have more control over all aspects of an organisations functioning It has come to refer to the promotion of “ neo-liberal” practices within organisations such as competition, cost- benefit analysis, risk management and performance appraisal. The managerialist organisation is seen as being “ market – orientated” or “corporate” Characterised by business management principles being applied to human service organisations

16. Pros and Cons Professional staff often perceive this greater control by management as a threat to their autonomy and status And may result in greater routinisation in everyday practice Advocates argue it promotes efficiency, effectiveness and responsiveness to the needs of consumers Effective managers are seen to be able to manage any workplace regardless of its purpose, structure and nature of the work

17. Management and Leadership Leadership is about goal setting, values and the ‘big picture’ Management is about implementing For some the terms are interchangable http://ncoss.org.au/projects/msu/downloads/resources/information%20s heets/07_goodleadership_MSU.pdf?subject=Leadership http://ncoss.org.au/projects/msu/downloads/resources/information%20s heets/07_goodleadership_MSU.pdf?subject=Leadership

18. Effective Leadership As you will note from the previous reading a effective leader has a number of roles and the size of the organisation is a significant factor One is that the range of tasks requiring extensive knowledge and skills has to be carried out by a small number of people The following chart summarises the management issues relating to size and the resulting positives and negatives