6070-3A

 

Submit a 1page (not including title page and references):

 

• Explore the fictional organization created by Walden University for this course, People First San DiegoLinks to an external site.. Click on the website link here or access it via the Media tab in the Learning Resources.
• For this Assignment, focus on the design of the People First San Diego organization and the organizational chart. Be sure to access the website’s Dashboard to review the organizational chart.
• Imagine that you are a leader within the People First San Diego organization. You have been tasked with generating a comprehensive report about the organization’s design, culture, staff management, strategic planning, financial management and funding, and evaluation. You will present your final report to the board of directors.
• For this Assignment, you write the first section on organizational design. You will continue to build the report in future assignments throughout the course. 
• Organizational design is a formal process of integrating people, information, and technology. Using this definition and the Learning Resources, identify and describe People First San Diego’s organizational design.
• Explain how the design supports People First San Diego’s mission.
• Explain the importance and function of organizational charts. Then, explain what the People First San Diego organizational chart tells you about the company. 

Use the Learning Resources to support your Assignment. Make sure to provide APA citations and a reference list. 

https://cdn-media.waldenu.edu/2dett4d/Walden/SOCW/6070/FSD/index.html

45

Organizational Structure

2. To initiate, by September 2021, an after-school program in three different
schools, serving twenty teens per site, which offers recreational activities,
instruction regarding birth control and family planning, and counseling ser­
vices, as appropriate and indicated

These objectives specify what will happen, within what time frame, and where.
They can be further refined to include the parties responsible for implementa­
tion. Attainment of these objectives can be observed and measured. However,
such measurement will not tell us about the quality of the survey or the
after-school program. Measuring the outcome of services is explored in later
chapters.

Although the organization has primary responsibility for defining its mission
and the program goals and objectives by which the mission will be carried out,

many external forces affect the exact way in which programs and services are
articulated and operationalized. The precise nature of programs, for example, may
be influenced by the demands of political groups, funders, and community mem­
bers (Netting et al., 2016). Ideally, a broadly stated organizational mission allows
for some adaptability and flexibility in regard to how it is achieved. However, the
demands made on the organization by external sources may stretch the boundar­
ies of the original mission and thus impede the capacity of the agency to achieve

its purposes.
Direct service social workers, in their interactions with administrators, influ­

ence the mission as well as the implementation of the mission into goals and
objectives. For instance, social workers working in an agency in Texas that served
primarily African Americans noted that the values and the culture of the commu­
nity were not well integrated into the structure of the programs. Agency admin­
istrators responded to this critique by holding community forums, which enabled
them to incrementally change the mission and objectives of the agency. As this
example illustrates, agency norms and structures may be created in a reciprocal
and collaborative fashion by various stakeholders.

Organizational Structure

All organizations have formal structures through which to carry out their work
and achieve their purposes (Netting et al., 2016). Skidmore (1990) defines struc­
tures as the “actual arrangements and levels of an organization in regard to power,
authority, responsibilities, and mechanisms for carrying out [organizational]
functions and practices” (p. 97).

An organizational chart is the best descriptor of the structure of an organi­
zation and shows its lines of authority, relationships, and substructures (which
may be called departments, units, or divisions). Each organization structures
itself somewhat differently, a reflection of the particular programs it sponsors,

46 2 DISTINGUISHING FEATURES OF ORGANIZATIONS

its financial resources, its system of governance, management philosophy, and
agency traditions. An example of an organizational chart is provided in Figure 2 .1.

The organizational diagram tells us many things about the organization. First,
the chain of command-who reports to whom-is specified. Second, it provides
some idea of the size and complexity of the organization. The programs are
delineated. The number and type of staff assigned to each program may be fea­
tured. In short, the organizational chart is a blueprint of the agency’s structural

relationships.

SUBSTRUCTURES

Organizations, once created, seek to establish systems to carry out their work and,
further, to ensure their own survival and growth. The development of formal sub­
structures affects how and how well the work is carried out. Formal substructures
include the divisions, departments, or units needed to do the agency’s work, staff­
ing patterns, the pattern of governance, including the appointment or election of
board and committee members, and board-administration-staff arrangements.

The structure of the organization includes its physical location and space. Some
organizations occupy one location; others may have a main headquarters and one
or more satellite offices. The Legal Aid Society of New York, for example, serves its
clients through a complex, city-wide network of twenty-six borough, neighbor­
hood, and courthouse offices (Legal Aid Society, n.d.).

The Jewish Board of Family and Children’s Services (2016) offers programs in
seventy-five locations throughout the five boroughs of New York and in the suburb
of Westchester County. Its scope of program offerings is vast and includes health
care coordination, outpatient treatment programs, early childhood programs, and
domestic violence shelters and transitional housing. Some programs are residen­
tial, others are outpatient only, and still others are for short-term interventions.
Each program has its own administrator, such as the director of services for the
developmentally disabled or the director of group treatment. Not all programs
are available in all locations. For example, therapeutic nursery school services are
provided at one specific location. Counseling services, on the other hand, may be
housed in many locations. The dispersion of the target population served may
require multiservice sites to provide accessibility to clients. These satellite service
centers constitute a decentralized subsystem for the local implementation of ser­
vices. Given the breadth of the population served by the organization, the use of
multiple sites is essential to accomplish program goals.

Public human service agencies, too, are often structured on a county-by-county
basis, with varying degrees of control from the umbrella state organization. The
size of the organization, number of clients served, and range of programs offered
are also important variables in determining the need for decentralized sites.

Size is an important determinant of the overall structure of an organization
and the nature and breadth of its substructures. Large public bureaucracies, for

Board of Trustees

Standin Committees Executive Committee S cial Committees

Executive Director

Public Relations Consultant or PR Development Consultant
Board Committee

Assistant to the Executive Director Board
Relations Support Volunteer & Administration Part-Time Grant Writer

Support

Chief Operating Officer Chief Financial Officer

Agency Intake Worker Assistant

Director Clinical Director Director Senior Services
Services Division New Americans

Full-Time Part-Time 20 Hours
Resettlement Worker

Social Worker Residence Mana er

Part-Ti me 21 Hours Part-Time Clothing Residence Staff
Social Worker Collection

Additional Social Worker Part-Time
New AmericansHours as needed 15 Hours Mana er

New Americans

Case Worker

Part-Time 25 Hours

Case Worker

Teacher English as a Manager
Second La ua e KNOW

Director
SecretaryVocational Services

Receptionist

Part-Time
10 Hours Insurance

Figure 2.1 Example of an organizational chart.