Transcript Slide 1

Group Work
If we recognize how individuals
work together within a group
situation we can play to people’s
strengths, overcome weaknesses
and deal with conflict within the
group as it arises.
Does everyone in the group really
agree with one another all the time or
is it in reality a case of there being one
person or a small section of the group
who dominate by either bullying or by
using emotional blackmail? The types
of people who sulk if they don't get
their own way or try to make other
people who don't agree with them look
stupid, are often the ones who have
the most attention in a group.
Any group of people who come
together for the first time to work
together as a group will undergo
roughly the same experiences as
they form their 'group' and then
work toward their end goal. This
process has been identified as
having five distinct stages known
as:
•
Forming
•
Storming
•
Norming
•
Performing
•
Adjourning
Starting Up A Community Group Getting People To Work Well
Together
Forming - is simply the act of
getting the group together in the
first place!
Storming
- recognizes that after the honeymoon
stage of first getting together and
wanting to please each other there will
develop a more 'real' stage with heated
discussions and people disagreeing on
how best to achieve the groups aims.
Into this may well also be added an
element of individuals trying to take
control over or dominate the group.
Others will simply be trying to establish
their 'role' within the group.
It will be at this stage that that people
will come to realize that the initial
'honeymoon period' of what they
thought was group solidarity and
everyone working together is at an
end. There will most always be friction
at this stage in the group’s
development. It is normal and healthy
and doesn't automatically mean the
group is going to fragment and fall
apart. It is part of a good leader to
recognize this for the group and give
encouragement.
Norming
- following the period of conflict that is
'storming' a common agreement over
who does what and how things are
done will begin to emerge. Often such
decisions are reached unconsciously
within the group, it is simply accepted
who does what and how they do it.
Sometimes this can be speeded along
with a rule making exercise. The focus
should be on rules that promote
reaching group goals.
Performing
- after the period of stress and
strain that is storming and
norming things will now start to
happen and you can all begin the
serious business of working
together to achieve your goals.
Adjourning
- you have all now achieved the job
you set out to do and have decided to
break up and go your separate ways
but before you do finally break up it is
an excellent idea to get together one
final time and celebrate the group’s
achievement. This provides a platform
for formal recognition and by doing so
it will encourage group members into
getting involved with new projects
further on down the line.
Identifying who should run the
group
The persons who had the original idea of
forming the group in the first place and then
brought everyone together are not the most
suited to actually running the group. This may
be because although they are brilliant at
seeing the 'bigger picture' they lack the tact
and diplomacy required for being a leader or
alternatively they are weak at seeing the merit
in other peoples opinions or ideas or simply
they won't take a back seat when required and
allow others to exploit their skills and
expertise. Persuading such people that they
are not the people most suited to 'lead' can be
very difficult, but if the group is to be
successful it simply must be done.
The storming and norming phase of the
group’s development should allow an
opportunity to assess each others strengths
and weaknesses and for the group to form a
joint decision on who will 'lead.'
An alternative to selecting a 'fixed' leader
might be to agree to 'moving the chair
around' with everyone being given the
opportunity to take a turn chairing meetings
and thereby 'leading' - this is also a good way
of developing everybody's skills and of
preventing the group being 'hijacked' by an
individual or small number of people within
the group.
Avoid becoming closed off from the outside
world. Avoid group think. Groups that have
been working together well for a period of
time can become very inward looking. When
this happens it can become very difficult for
potential new members to break in and
become accepted by the group - this is a very
bad thing! New members will bring new ideas
and new potential ways of resolving problems
and stumbling blocks - we all run out of new
ideas eventually and new members are vital
to keep the momentum of groups going.
Consider the Kennedy administration’s focus
on including dissenting views.
Team Building
Once a group has established itself,
effectively it becomes a team - this
occurs when the strengths (and
weaknesses) of individual group
members has been recognized and
they have been given or assumed a
role within the team (that hopefully will
play to their natural strengths.)
Often in such situations no one is
responsible for allocating
particular roles or responsibilities
to people but there develops an
acceptance amongst the group
that certain people are better at
certain things! This process will
have happened during the
storming and norming phase
whether it was recognized or not.
It is often the case in smaller groups
that there will be more 'jobs' or roles
than people to perform them and it is
perfectly normal for group members to
undertake more than one role - the key
thing to remember is don't let group
members become overloaded with jobs
or responsibility - the route to success
is to share the workload over the
whole group.
Again, much research has been
carried out into teams and the
roles or functions that individual
group members can be required
to fill. It is also worth noting that
a particular role might stay with a
group member or pass between
group members at different times
in the projects development.
For a team to work well together
and for everything to get done
that needs to be done, on time
(and properly finished off) team
members will have to take on the
following roles - don't worry about
the names that have been given
to these 'roles' the important
thing is what the people doing
them are good at.
Identifying potential roles within
teams
The various roles team members
may take on are...
Plant
-a peculiar title for the group
member who sees the 'bigger
picture', this will be the person or
people who can see all of the
issues involved and can find new
ways of tackling obstacles.
Resourcer
- this person (or people) will
be those who create and develop
external contacts for the group to
use - these people are often those
good at discovering how other
groups facing similar problems
have overcome them. These
people are often also good
negotiators for the group.
Coordinator
- this will be someone who
recognizes the strengths of the
others within the group, puts
them to work and encourages
them to take on suitable roles
Shaper
- someone who tends to keep the
whole group focused on the task
in hand and keeps people from
wandering off in other directions
away from the main goal - this
will also be a person who can
identify priorities and set
achievable objectives for the
group to reach
Evaluator
-seen by the group as a 'voice of
reason' this will be the person
able to evaluate new ideas and
proposals, identifying any pitfalls
and problems in them before they
are reached
Team Workers
- those people in the group
who create the 'team spirit' - they
tend to jump in and help out
wherever necessary when others
are struggling. They have the
ability to take other peoples ideas
and turn them into reality.
Implementer
- can take the ideas and concepts
and figure out how to actually
make them work in practice.
Completer
Finisher
- these will be group members
who keep an eye on the detail of
what still needs to be done and
make sure that all the loose ends
are finished off and not left half
done.
Specialist
- group specialists are literally the
members who will tackle the
specialized areas of the project often taking on and dealing with
technical issues and legal matters.
When we work together we adopt
one, or some of these roles
whether we realize it or not.
Whatever we have chosen to
come together to do - be it to set
up a local fishing club, netball
team or just to organize a big
party for friends we will adopt
some of these roles.
In the development of a
community pressure group
achieving your goals will be far
easier if you have an
understanding of how people 'tick'
and how they can work together
more effectively.
It is vital to identify the strengths
and recognize the weaknesses of
your group members - that way
you can work to everyone's
strengths.
Welcome new members
•
Be inclusive not exclusive.
•
Don't use lots of jargon at
meetings - this bewilders and will
put off new people straight away.
•
Try to identify new member’s
strengths and give them a part to
play that uses those strengths.
Identify your goals
Creating a mission statement will
help the group focus and create
common goals and targets as well
as establishing an agreed way of
achieving those goals.
Share the load
•
Allow everyone to take on
some of the responsibility and
workload. This will avoid some
team members feeling frustrated
and put upon and at the same
time prevent others feeling
unfulfilled and excluded.
•
If one person wants to
control and dominate all the time
try introducing a 'floating' or
'revolving' chair at meetings - this
will give everyone who wants to a
chance of taking the lead.
•
Another way of avoiding such a
problem long term might be to have
elected 'officers' e,g, Chair, Secretary
and Treasurer who have to be reelected every year with the previous
position holder being excluded from
being re-elected for 2 to 3 years after
holding office (but this will not be
practical in many small groups or those
with only short term goals).
Tell people what you are doing.
•
Regularly update both
everyone in the group and the
outside world about how you are
progressing.
•
Leaflets and newsletters are
cheap effective tools for informing
both your members and the
community of what you are doing
- and are a good way of seeking
new recruits to the group
Formalizing the group
In order to be able to be really
recognized in order to attract or
be eligible for potential funding
you will need to be able to
demonstrate your group is both
run democratically and is open to
the whole community.
You will therefore have to formalize a
committee to steer the group. Such a
committee will need to have a
minimum of 3 identified positions with
recognized responsibilities.
These are:
The Chair - to run meetings and ensure
the group is on course.
The Secretary to prepare minutes and agendas
for meetings and be responsible
for ensuring the membership and
the wider world are informed of
what the group is doing and
planning.
The Treasurer takes responsibility for the group’s
finances and for maintaining the
records of income and
expenditure.
In order to be able to keep track of
who is responsible for doing what and
when the group should draw up a
Constitution. This document at a
minimum should outline:
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How the group is organized.
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Who is responsible for what?
•
How committee members are
selected and made accountable.
The minimum information such a
Constitution would therefore
contain would be:
•
The name of the group
•
The aims of the group
(effectively a Mission Statement)
•
Who is eligible to join the
group?
•
An Equal Opportunities
statement
•
The General Rules the group
has agreed to and the procedure
required to alter or amend these
rules and regulations
•
Details for an Annual General
Meeting
•
An outline of financial
recording and accountability
•
Quorum details - (details of
the minimum number of people
attending a group meeting for it
to be considered 'legal' and
binding on all members)
•
The procedure in place for
shutting down and winding up the
group and its activities (including
how any group assets will be
disposed of)
Trying to establish and maintain any
group activity is not easy. There will
always be people who have different or
opposing ideas to our own, but the
trick really is to see that these people
are a potential asset to us and not a
liability. None of us has the answers to
every question, obstacle, or event, but
others with different life experiences to
our own may well possess such
answers. Don't be afraid to draw on
such wisdom and put it to good use.
Likewise, not everyone is good at detail
work whilst others struggle to see the
overall picture - make use of what
people are good at and if you can help
it don't pigeonhole them into jobs they
are not suited to. Community Group
work is mostly undertaken on a
voluntary basis and group members
who feel comfortable in their role are
far more likely to stick around for
awhile.
Whatever stage you are at in forming
or running your group take heart - by
reading this guide you are willing to
acknowledge there might be other
different (and possibly better ways) of
doing things - by recognizing this, half
your battle is already won.
From portions of:
http://www.scips.org.uk/group9.html
Historical perspectives on
communities
The concept of community
-ecological entity, social organization,
moral or spiritual phenomena,
psychological preposition
Social systems framework for
understanding communities
Elements of rural community analysis
Demography
Ecology
History
Culture
Rural community subsystems –
economic, religion, government,
education, health and welfare
Model and Methodology for
community study
Choosing a community to study
How do you enter a community
Sources of community data
What does community mean in this text? It
is the social networks of lesbians and is more
than just a description of the population of
people who describe themselves as lesbian.
Consider in the context of sexual orientation,
that people are not just either/or. Lesbian
may describe someone who is exclusively
involved with same sex or it may describe
someone who is rarely involved. Generally it
is the person’s view of who they are.
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It is a continuing collectivity of individuals who
share some significant activity and who , out of a
history of continuing interaction based on that
activity, begin to generate a sense of a bounded
group possessing special norms. A group identity
based on sexual preference. subcultural values,
which are basically feminist in origin.
It is not a place or geographic entity. it is a set of
ties and relationships. shared values, institutional
base (where one can congregate and what facilities
might offer support)
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What happens when one loses a
culture? What if you don’t fit in the
majority world? What if you are
ashamed of the backward nature of
your family of origin? What does
family or origin mean to you?
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Government is our friend.
What is it? It is the way that groups of people
organize society to be civil. Without government,
chaos reigns, the strongest survives, it is a way to
ensure unity of purpose, collective problem solving
(water, electricity, protection, art, history, music)
without rules of some sort, one loses the ability to
predict or plan for the future. Even the smallest
group will form rules that will govern behaviors and
shape society.
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We all believe in it.
We believe it must be effective
Problems in government are usually
systemic not personnel oriented.
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Government should take a new look at
the way it does its business and move
away from traditional polarized
thoughts such as liberal vs.
conservative.
We believe in equity and equal
opportunity for all citizens.
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Confidence in government and public service is at a low in
America. Beginning in the late 1970’s there was a tax
payer’s revolt. It came on the heels of the 4000 dollar
hammer, welfare queens, and a litany of other excesses in
government that resulted in a degradation of the public
servant and governmental entities. The general move of
the welfare state from providing for its citizenry to making
everyone pay for services, became the key issue in
deciding public policy. This thinking of ‘holding people
accountable’ for services led ultimately to the dismantling
of the welfare state. The five year lifetime limit for public
assistance drew a line in the sand for public responsibility
for the poor. ‘we will help you a little but we will make it
difficult to receive assistance and it will come with
enormous strings attached that will ensure you get out of
the welfare trap or you will be on you own. This
suspicion is a reflection of how many view government.
That it is a necessary evil and that less is better.
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Macro organizational issues
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Environmental determination of
organizations
Organizations as structures to
implement social policy
The roles and goals of organizations
within communities
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In reinventing government, the school district in Harlem had
just about given up, when Anthony Alvarado and some
teachers developed an alternative school for the more
incorrigible. Each of the new schools demanded the students
wear uniforms, were very non traditional and each school had
its own focus. Each school allowed its teachers a good deal of
latitude in presenting classes. Then they let the parents and
students choose the schools they wanted to attend.
This provided input from the parents and students on what
they believed to be important. Schools that were not well
attended were closed or the faculty changed. This
competitiveness within the public school campuses was a new
way to look at the provision of public service. It had been, take
it or leave it, but now a competitive edge was at each campus,
in each teacher’s lesson plans, and the teachers rose to the
occasion and reported being charged up by the competition.
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Getting rid of the $4000 hammer in
the military and developing rules that
make sense is another way of
inventing government or allowing an
entrepreneurial spirit to permeate
one’s approach to service.
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Bureaucracy used to have a good
reputation. In early America, in the late
1800’s government was run on a large scale
much like boss hog ran his county or judge
Roy Bean ran Pecos County, dispensing
favors for votes and lucrative contracts let
by the government to friends and family.
The move to formalize a management
system that got around the political bosses,
eliminated cronyism, nepotism, and party
favors, was a key to creating good
government.
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Despite its detractors, well run government
saved America during the depression.
Though some blame the democrats for
creating the welfare state, it pulled the
country out of a devastating depression,
and is directly responsible for a good deal of
the wealth of today. Things such a dental
care, public health, public education, public
higher education, good water systems, all
came out of the New Deal, Public Works
Projects and other governmental programs
that began in the 1930’s under FDR. These
were very brave ideas at the time and fit a
spirit of entrepreneurship.
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Profit, nonprofit and private not for profit
organizations
Business has fundamental differences with
governmental parameters. At the heart of
business is profit while service is at the
heart of government. Business gets is
revenue from profits or sales, while
government gets it from taxes. The priority
for a government work is to not make a
mistake that gets him noticed. For the
business man it is to make a profit,
regardless of how many mistakes he makes.
The concept of risk is vastly different.
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Privatization of human service
organizations
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This has been a push for the past several decades. One
thought is that privatization puts money directly into the
local economy through private providers and that this
should always be viewed as the preferred function of
government. The counter to this is that when private
providers are used that there is a presumption that profit
is being made in the delivery of services to the public
and that his can lead to price gouging or conflict of
interest. (ie. That the private provider would tend to
maximize those services that provided the provider with
the highest profit, further the provision of services by a
provider would more likely tend to meet the bid specs vs
the true need in a dynamic society, locking the system in
place long after the need had changed or been
eliminated.) A counter argument can be made for
government in this area.
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For instance we still have an agency who ensures that we
keep national helium reserves dating back to the days of
the dirigibles or blimps incase the government ever
decides to float a fleet of them again. One argument for
privatization is the idea that private business can alter or
retool more quickly in its provision of services than
government and that their motivation to change can be
more readily affected, that they will tend to be more
aware of the needs of the customer. It is rare private
business that does not take pains to ensure that its
product is what the customer wants. The watch word for
the 1990’s was viewing the recipient of services as a
customer and react accordingly. Some compromise is
clearly needed. We want the best of good business
operating with the understanding of good government of
the particular needs of the populace.
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Alternatives to standard service delivery:
Traditional functions:
Creating legal rules and sanctions
Regulation or deregulation
Monitoring and investigation
Licensing
Tax policy
Grants
Subsidies
Loans
Loan Guarantees
Contracting
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Innovative:
Franchising
Public-private partnerships
Pubic=Public partnerships
Quasi-public corporations
Public enterprise
Procurement
Insurance
Rewards
Changing public investment policy
Technical Assistance
Information
Referral
Volunteers
Vouchers
Impact fees
Catalyzing nongovernmental efforts
Convening nongovernmental leaders
Jawboning or public forums
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Avant-Garde:
Seed money
Euity investments
Voluntary associations
Coporductoin or self-help
Quid Pro Quos
Demand management
Sale, exchange, or use of property
Restructuring the market
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Is your organization open to new ideas from all levels, or
must ideas come up through the chain. Can one part of
an organization meet with another and share ideas or
enter a joint venture or try out a new idea together.
Vertical organizations have a top down chart. Information
travels down from boss to boss to boss and information
travels up the same way. In a horizontal organization
there is a presumption that every one knows their
respective jobs and is competent and motivated to do it,
so the typical management structure is much less needed.
Much as a chief of staff at a hospital. Yes the chief
manages, but he does not attempt to tell the doctors
under him what to do, the management is more directed
to coordination of ideas and methods, not enforcing
methods. Some jobs are more open to this sort of
management. The argument is that all jobs would benefit
from more of the horizontal approach as the vertical
arrangements tend to smother creativity.
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Agency study methodology
Total Quality management processes
Quality circles
Bottom up assessment, customer
sensitivity.
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Organization:
:social units deliberately constructed and
reconstructed to seek specific goals.
: an organization is a collection of people
engaged in specialized and interdependent
activity to accomplish a goal or mission.
: as systems of continuous, purposive, goaloriented activity involving two or more
people.
Note that any group can be considered an
organization. In this context the key is
‘together toward a goal’, a goal directed
group. This could be a Seal Team from
Rainbow Six, a garden club, a Sunday School
class.
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Important are the rules that the group
sets for itself and how it elects to make
decisions. In systems theory we have seen
how the system can be greater than its
parts, or a system can develop a life of its
own. The organization theory holds the
same for the organization of group. There
are many instances in human history that
reflect this. The ice age mastodon hunters
were able to bring down an animal
hundreds of times their size through an
organized approach, doing something a
single person could never do. Imagine for
a minute why this might be possible.
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Consider a troup of 100 spear wielding people
attacking a mastodon one at a time with no
organization. 100 flattened corpes left, 1 mildly
bored mastodon. With organization (read clan of
the cave bear), a few brave and quick hunter can
amplify the strength and catch the animal in
areas of vulnerability. How did this occur? Did a
wise iceman suddenly see how it might be done?
Anthropologists suggest that this behavior came
to the ice age people from viewing the wolf
packs. Fossil and cave paintings reflect the
reverence for wolves. They dressed in their skins
and performed ritualized dances in honor of the
wolf. It would much less of a jump for a poorly
organized troup to learn from observing a wolf
pack bringing down a large bison or elk and from
there make tentative attempts with larger
animals by mimicking the same strategies.
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Are we then a modern pack of wolves and
have this in our heritage? The definition of
an organization goal fits this model: the
desired or intended ends or results to be
achieved by an organization or as a
‘desired state of affairs which the
organization attempts to realized,’ can be
well viewed through the eyes of the wolf
pack, the ice men’s tribe, the Seal team,
the workers in a unit, the community
group, the union members, Sunday school
class, or the Optimist club. Each form
from shared goals and are the most
effective when they share a vision that
contributes to the overall survival and
maintenance of the organization.
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Social care goals are those directed
to changing the environment in
order for people to improve the
quality of their lives and reach
maximum potential.
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Social control relates to control of
other who might interfere with their
own goals or the goals of others.
Rehabilitation are those directed
toward changing individuals so they
will have improved quality of life and
better opportunity to reach their
fullest potential.
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Goal Displacement is when a new
goal contradicts an existing one.
Goal succession is when one goal is
replaced by another, such as when a
drunk challenges someone to step
out side and when the other stands,
reveals that he is 6’8” and weighs
250 with no neck and his goal alters
to finding a back door to slip out
quietly.
Scientific or classical management
theory:
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Frederick Taylor, an engineer, cir
1895, put forth this model for
organizational management.
Efficiency
Effectiveness
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Science of work
Scientific selection and training of
staff
Management’s work with staff in
implementation
Management’s planning and
development of procedural rules for
staff to follow
Bureaucracy:
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Classic model of organizations put forth by Max Weber
(1864-1920)
It can be synonymous with organization.
stable and officially stated structure of authority, an
organizational chart.
a hierarchy clearly defines who is over whom
a record of transactions, regulations, and policies kept over
time
specialized training for management
official duties take precedence
follows stable rules
career oriented approach to work
management is apart from owners
management has authority to delegate resources
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Why does it now have a negative stereotype?
During the late 1940’s and through the 1950’s in
America there was much more exposure to heavy
industry than ever before for most of American’s.
During the building of heavy industry for WWII
there was a tremendous growth in companies.
Small machine shops that had ten to 20 workers
suddenly faced staffing major production lines of
hundreds and even thousand’s of employees. This
required a tremendous shift in the development
of rules and policies that felt to be necessary in
the maintenance of large production lines and
large numbers of staff. With the downsizing that
came following the end of the war and even more
following the end of the Korean conflict, these
massive bureaucracies were viewed from the
smaller, newer companies that took the place of
the larger more well established company.
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Also, the new business climate was much different.
Instead of building more of what was being built,
new ideas resulted in new inventions and new
wealth (the 1950’s were a time of great prosperity,
due in part to the energy of men returning from the
war who came back trained, used to a certain life
style, exposed to new ideas, and the GI bill). With
new wealth came demand for goods, both new and
old. People wanted new cars with new and better
options, new refrigerators, newly designed radios,
recording processes, television, color television, etc.
all required a different sort of company, one that
could adjust to a new product, envision a new
product based on it’s need, get the new product into
production and into the market quickly. Companies
had to be able to completely retool in a matter of
months or even weeks, a task that used to take
years if not end the life of most companies.
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This requires a much more flexible
approach to management and some
of the regulations became to be seen
in a negative light, as standing in the
way of progress. The Old guard was
often let go as they had difficulty
letting loose of the tight strands of
red tape that held the old
organization (and their positions in it
in place.

This set the stage for human relations theory
of organizational management. The old
operated on the notion of X or Y theory. The
management viewed production staff as only
interested in tangible rewards or
punishments in terms of how they would
respond to management. This was called X
theory of management. At the other end of
the spectrum was the career management
person who was felt to be in his place due to
company loyalty and a shared vision. This
reflected the Y theory, that someone does
something for more intrinsic rewards instead
of extrinsic rewards.
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X: inherent dislike for work; must be
forced or threatened directly with job
loss or pay loss; inherent preference for
being directed and shuns responsibility.
Security critical
(better fits with the classical approach)
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Y: expects to work as a part of life
goals; self directed to objectives to
which they are commited; self
actualization is highest goal; wants
responsibility; untapped creativity pool;
untapped potential in everyone.
(better fits with the human relations
approach)

Due much to the increase in production and
the critical needs the war effort placed on
management and owners, the field was
hungry for increasing the level of information
about management. The Hawthorne Studies,
by Elton Mayo showed that any attention
provided to workers increased their output
(they tried various levels of lighting and
work increased under all conditions as long
as the workers were aware that an
experiment was underway) It became called
the Hawthorne Effect. Also noted was the
tendency for the group to set normative work
expectations for the group, apart from
management.

This surprised management theorist
and began a focus more on some of the
more esoteric and heretofore
undiscussed issues such as the effect of
group dynamics, small group behaviors,
what makes a good leader, how
decisions are made, routes of
communication, and ways of sharing
goals.
As open systems an organization would have the
following characteristics:
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importation of energy
throughput: use energy to produce goods or provide
services
output
systems as cycles of events: Self replicating
negative entropy: something to fight chaos
information input, negative feedback and the coding
process: evaluation process
steady state and dynamic homeostasis: a movable
balance established by organizations taking in energy
and information, using it, then exporting it in return for
needed resources in a functional way. A dynamic
movable balance.
differentiation :to greater complexity and greater
specialization of function
equfinality : the attainment of goals via different paths

Contingency theory: that organization
always make decisions on incomplete
information and that every decision is
made in the context of all other issues.
Sounds a good deal like the ‘person-inthe-situation’ theory. Decision making
is always made with incomplete
information. Monday morning quarter
backing is not a decision. It is too late.
The great managers are often viewed in
awe as near fortune tellers. “how did
they know this would work?”

“ They had to have known something
we didn’t know.” Often from a distance
managers are viewed highly critically in
that their decisions may not be what
the production worker would have
made in part due to the necessity of the
manager to forecast what will be
needed a month to a year in advance on
a production line or in a decision that
might impact the environment in which
production or service occurs.
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Negatives aspects of Theory X or the
classical management approach.
Negative aspects of Theory Y or the
Human Relations Perspective.
Positive?

Organizational Culture: How things are
done around here? The real
organizational chart. Who has the dirt?
Who wields the real power? How are
decisions really made? Who is the fair
haired who have their ideas listened to
more seriously?
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Oligarchy: decisions controlled by a few. A
failing of organizations is that they almost
always eventually see their maintenance as
becoming a primary goal vs the original goal
that created the organization. Perhaps this is
part of human nature. The self interest of the
rulers prohibit major change, especially any
change that does not benefit or especially
change that puts their roles and lines of
information at risk. Avoid change or
disenstion at all costs, avoid making waves,
those that do are not reinforced or rewarded.

Consensus organizations: any
enterprise in which control resets
ultimately and overwhelmingly with the
members-employees-owners,
regardless of the particular legal
framework through which it is
achieved. We’re all in this together
approach. All for one, one for all. Where
would this idea work best? Who is in
charge?
Consensus:
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I believe that you understand my point of view
I believe that I understand your point of view.
Whether or not I prefer this decision, I will support it, because
it was arrived at in an open and fair manner.
TQM
focus on the consumer of the organization’s services
involvement of everyone in the organization in pursuit of
quality
a heafvy empasis on temwork
encouragement of all employees to think agbou tand pursue
quality whtint he organization
mistakes are not to be covered up but ar to be used as learning
experiences opportunities
workers are encouraged ot work out problems solvable at their
level and not to pass them along to the next level
everyone is on the quality team and everyone is responsible
and encouraged to pursue quality
As open systems an organization would have the following
characteristics:









importation of energy
throughput: use energy to produce goods or provide services
output
systems as cycles of events: Self replicating
negative entropy: something to fight chaos
information input, negative feedback and the coding process:
evaluation process
steady state and dynamic homeostasis: a movable balance
established by organizations taking in energy and information,
using it, then exporting it in return for needed resources in a
functional way. A dynamic movable balance.
differentiation :to greater complexity and greater specialization
of function
equfinality : the attainment of goals via different paths
Japanese Social Welfare:
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flexible job descriptions
use of nemawashi information decision
making process
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Nemawashi (根回し) in Japanese culture is an
informal process of quietly laying the foundation for
some proposed change or project, by talking to the
people concerned, gathering support and feedback,
and so forth. It is considered an important element
in any major change, before any formal steps are
taken, and successful nemawashi enables changes to
be carried out with the consent of all sides.
Nemawashi literally translates as "going around the
roots", from 根 (ne, root) and 回す (mawasu, to go
around [something]). Its original meaning was
literal: digging around the roots of a tree, to prepare
it for a transplant.
Nemawashi is often cited as an example of a
Japanese word which is difficult to translate
effectively, because it is tied so closely to Japanese
culture itself, although it is often translated as
'laying the groundwork.'
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the ring decision making process
promotion of the wa: unity Japanese Wa (
倭? "Japan, Japanese", from Chinese Wō 倭),
is the oldest recorded name of Japan.
Chinese, Korean, and Japanese scribes
regularly wrote Wa or Yamato "Japan" with
this Chinese character until the 8th century,
when the Japanese found fault with the
belittling character for Wō 倭 "Japan" and
replaced Wa 倭 with Wa 和 "harmony;
peace".
Job reassignment and rotation:
extensive training; job is for life
total quality control or total quality
management or quality circles

Pluralistic work place: Why
Disabilities/obligation or barrier?
John:
 Misfit
1720-deviant
 Idiot
1850-boarding school to lessen deviancy,
new labels
 Idiot
1881- farm
 Idiot
1890-asylum
 Retardate
1920-state-run institutions
 Developmental disability
1970-intermediate care
facility
 Individual with a developmental disorder
1980alternate placement in group homes/apartments
 Consumer/neighbor/diversity
1990-community
based supported living, option of choice
Micro organizational issues – traditional and alternative
paradigms
Issues:
Motivation
 Leadership
 Power
 Culture/climate
 Decision-making
 Communication
 Employee evaluation/reward systems
 Employee satisfaction
 Quality management
 Consumer complaints
 Staff conflict
 Sexual harassment
 Diversity issues
 Values and ethics
 Rural issues
 Supervision/staff development
Motivation
 What motivates people to work? Most human
services studies in this area place money as third or
fourth on the list of things that motivate the most.
The most often repeated desired reward is
recognition/appreciation of creative effort and
recognition of character. Give examples of character
recognition. Effective Rewards for workers can
include specific comments about their work and their
abilities or character. Formal recognition also has its
place. In small groups my saying some one is doing a
great job, if I do not know the job, falls hallow and
shallow. I must know something about the person’s
job for me to comment on how good it is. How could
you praise without knowing how a job is done? You
could look at the results or at the comparative work
in other areas. Or you could work with the person in
having them establish goals and cheer with them
when they are met.
Leadership
 This is related to the concept of supervision an
motivation. The effective leader must both develop
and impart a vision for what the group is about. This
vision becomes the kernel of what the unit will view
and measure their work against. In a best world the
shared vision becomes the very best supervisor in
that all staff can begin to self supervise, using self
assessment in determining whether or not their
work is near the mark. The effective leader shows
respect regardless of gender, race, etc. and makes
this a critical part of modeling. Care to show that the
leader cares for the group collectively and
individually. The reason most given for burnout is
related to the feeling that one has lost control of his
environment and has limited or no input into his
situation. This leads to powerlessness and feelings of
burnout and impotence.
Power
 Personal power,
 Ascribed power
 Assumed power
Culture/climate
 Our culture defines to some degree how we
feel about our work an our play. What
defines the work day? 9-5 / 5 days a week
with 2 week Also discuss more about the
treatment the comparison group will receive,
the number of visits, time spent, etc. as you
have done with the experimental groups a
year vacation. In Israel a month or more is
common. In Europe the feeling is the same.
Vacations are considered an important part
of life. Timeliness is also considered
differently from culture to culture.
Decision making
 Democratic, leaderships, committees,
matrix. Stake holders, Delphi concept

Communication
 Open/closed
 One way
 Email/memos
 Committee work
 Employee evaluation/reward systems
 How often and what shape should it take
 Merit systems
 Employee satisfaction
 What generates this the most? Monetary rewards.
No. more likely control over ones job environment,
and a shared part of te agencies purpose and
outcome.
 Quality management
 TQM Quality circles. Feedback. The bowling with
curtain concept.