New Clerk Academy Tallahassee, Florida Role of the Clerk in the Courts OFFICE ORGANIZATION Hon.
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New Clerk Academy Tallahassee, Florida Role of the Clerk in the Courts OFFICE ORGANIZATION Hon. Paula S. O’Neil, Ph.D. Pasco County Clerk & Comptroller Objectives Organizational Structure and Design Considerations Importance of Division of Labor Elements of Organizational Structure Review Examples of Organizational Charts from various Clerks’ Offices Points to Consider Division of Labor Subdivision of work into separate jobs assigned to different people Potentially increases work efficiency Necessary as company grows and work becomes more complex ©W.L. Gore & Associates Forms of Work Coordination Informal communication Sharing information High media-richness Important in teams Formal hierarchy Direct supervision Common in larger firms Problems -- costly, slow, less popular with young staff Standardization Formal instructions Clear goals/outputs Training/skills Elements of Organizational Structure Departmentalization Span of Control Organizational Structure Elements Formalization Centralization Span of Control Number of people directly reporting to the next level Assumes coordination through direct supervision Wider span of control possible: with other coordinating methods employees perform similar tasks employee skills are standardized tasks are routine Moving to flatter structures Centralization and Decentralization Centralization Formal decision making authority is held by a few people, usually at the top Decision making authority is dispersed throughout the organization Decentralization Formalization Causes As firms get older, larger, and more regulated Necessary for Clerks due to quantity of statutes, rules, ordinances, administrative orders, etc. Problems Reduces organizational flexibility Work rules can undermine productivity Employee alienation, powerlessness Rules become focus of attention Mechanistic vs. Organic Structures Mechanistic Organic • Narrow span of control • Wide span of control • High formalization • Little formalization • High centralization • Decentralized decisions Effects of Departmentalization 1. Establishes work teams and supervision structure 2. Creates common resources, measures of performance, etc 3. Coordination through informal communication Features of Simple Structures Minimal hierarchy -- staff reports directly to owner Roles are fairly loosely defined for flexibility Informal communication for coordination ©T.Bradner/Alaska Journal of Commerce Centralized structure -owner makes most decisions Functional Organizational Structure Organizes employees around specific knowledge or other resources (marketing, production) Clerk Finance Courts Records Evaluating Functional Structures Benefits Supports professional identity and career paths Permits greater specialization Easier supervision --similar issues Creates an economy of scale --common pool of talent Limitations More emphasis on subunit than organizational goals Higher dysfunctional conflict Poorer coordination -- requires more controls Divisional Structure (Example 1) Organizes employees around outputs, clients, or geographic areas Clerk Customer Service Docketing/ Filing Talent Management Divisional Structure (Example 2) Organizes employees around outputs, clients, or geographic areas Clerk North Courthouse Central Courthouse South Courthouse Evaluating Divisional Structures Benefits Building block structure -- accommodates growth Better coordination in diverse markets Limitations Duplication, inefficient use of resources Specializations are dispersed, creating silos of knowledge Matrix Structure (Project-based) Employees ( )are temporarily assigned to a specific project team and have a permanent functional unit Clerk Information Technology Project A Manager Project B Manager Project C Manager Criminal Courts Civil Courts Evaluating Matrix Structures Benefits Uses resources and expertise effectively Improves communication,flexibility, innovation Focuses specialists on clients and products Allows interaction within specialty across groups Limitations More coordination required within group Two bosses dilutes accountability More conflict, organizational politics, and stress Team-Based Structure Features Self-directed work teams Teams organized around work processes Very flat span of control Very little formalization Usually found within divisionalized structure AAP Image/Dave Hunt Network Organizational Structure Call Center (New Port Richey) Information Technology (Wesley Chapel) Main Office (County Seat) Customer Services Finance (Dade City) (Various Cities) Human Resources (Land O’Lakes) Pasco County Clerk & Comptroller Lake County Clerk of Court Pinellas County Clerk of Circuit Court Alachua County Clerk of Court Bay Coun Clerk of Court & Clerk of Court Chief Deputy Clerk Administrative Services Internal Auditor Chief Deputy Clerk Court Services Board Finance Manager Clerk Finance Manager Criminal Manager Central Cashier/Traffic Manager Recording Manager Maintenance Coordinator Civil Manager Unified Family Court Manager IS Manager Appeals Supervisor Probate Supervisor Imaging Supervisor Citrus County Clerk of Court Citizens of Citrus County Betty Strifler Clerk of the Circuit Court Angela Vick Chief Deputy Clerk Administrative Assistant Internal Audit Courts Department Director Courts Manager Finance Department Director Assistant Finance Director Civil Processing Courts Manager Information Systems Department Director Information Systems Payroll Infrastructure Accountants Applications Fixed Assets Case Initiation Project Manager Operations Department Director Assistant Operations Director Supervisor Carousel Cashier Carousel (Inverness Courthouse) Records Department Director Records Department Manager Official Records Records Management Tax Deeds Grants Supervisor Carousel Courts Manager Clerk's Accounting & Budget Manager Criminal Division Supervisor Project Portfolio Commission Records Emergency Management Cashier Carousel (West Citrus Government Ctr.) Bookkeeping Board Criminal Special Processing Accounts Payable Board Special Processing Appeals Purchasing Compliance Division Information Desk Courtroom Clerks Domestic Relations Mailroom Human Resources Key Points to Take Away There is no right or wrong way to organize your office. What works today may not be the best structure a year from now. A mixed organizational structure may be used. Projects may require temporary adjustments to the organizational structure. References Lake County Clerk’s Office Organizational Chart, Not Dated, Retrieved 11-252012 from https://lakecountyclerk.org/clerk_of_court/organizational_chart.aspx McShane, Steven L. & Von Glinow, Mary A. 2005. Organizational Behavior, 3 Ed. New York: McGraw-Hill Companies, Inc. rd Pasco County Clerk & Comptroller, Not Dated, Retrieved 11-25-2012 from http://www.pascoclerk.com/public-gen-org-chart.asp Pinellas County Clerk of Circuit Court, Not Dated, Retrieved 11-25-2012 from http://www.pinellasclerk.org/aspInclude2/OrganizationalChart.pdf Notes