1. Class 10: Administrative practice overview UTA SSW, SOCW 5306: Generalist Macro Practice Professor Dick Schoech Copyright 2004 (permission required before use) Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale options

2. Summary of Classes 1-10 s Generalist macro practice history, change process, roles, levels of intervention, theories, values, perspectives s The community as client s Conditions as problems/opportunities, assessing conditions s Intervening in social conditions s The organization as client (differences, theory) 10. 1Nov04. Administrative practice overview 11. 8Nov04: Assessing organizations 12. 15Nov04. Supervising 13. 22Nov04: Leading in organizations and communities §

3. Schematic of influences on design

4. Influences on Program Design s Internal (from inside the agency) –Structure (focus today) –Tasks (today & class 13) –Goals (concern next week) –Technology (next week) –People (class 12) s External (from agency environment) –Sociocultural (discuss class 14) –Political forces –Economic forces –Technological forces §

5. Influence Discussed Today s Structure (discuss in this section) –Structure is the arrangement of staff and committees –Structure is stable, hard to change, and is heavily influenced by purpose §

6. Ways to View Structure  Large  Small organization (think of examples) s One location  Many locations--networked s Centralized authority & power  Decentralized authority/power s Participatory management  Authoritarian: no involvement of workers s Individual work/problem solving  Team approach to work/pblm solving s Well defined rules and procedures  Informal rules and procedures s Many communication channels  Few communication channels s High interaction between workers  Low interaction between workers s Single administrative hierarchy  Professional & admin hierarchy §

7. Structure via Organizational Chart s Chart shows hierarchy/levels –Board & subcommittees of boards –Staff committees & task forces –Executives –Administrators –Supervisors –Workers s Chart shows authority relationships § (see course pack, p. 80)

8. Types of Organizational Structures s Hierarchy (TDPRS) –6-8 workers per supervisor, best when you can define what people do & accountability is demanded s Matrix (United Ways) –Workers report to functional & product boss, e.g., case manager & director of mental health s Project management (NASA) –Flat, many groups, flexible, highly skilled workers, s Network (manage care provider or case management) –Linked, many teams, contracts, partnerships, virtual offices, telecommuting, telecommunications § See Course Pack reading

9. Influences on Structure Favors Bureaucracy s Goal = accountability s Task = well defined s People = low prof s Tech = low tech s Env = High political s One source funds s Stable environments Favors flatter structures s Goal = effectiveness s Task = ill-defined s People = high prof s Tech = high tech s Env = low political s Many sources of funds s Changing environments

10. Working with Boards/Committees s Board must control paid staff s Executives must staff board s Diversity is critical (via turnover) s Training is necessary s Rewarded boards by positive press, meaningful work, and sense of helping § See Tropman book on working with boards

11. Discussion s Question and answer session