Power, Structure and Control in Human Service Organizations

Why are there Human Service Organizations?

To meet mounting needs, several factors lead to the bureaucratization of the welfare state. 1. Mechanisms to ensure eligibility, fairness and equity in service 2. Complexity of needs and sophistication of services lead to specialization. 3. Establish new social controls when households ceased to be a place of work and could not control behavior (Janowitz, 1978).

Max Weber’s Bureaucratic Model 1. Division of labor & functional specialization 2. A hierarchy of command 3. Formal rules and procedures 4. Maintenance of files and records 5. Professionalism

Economic Military Political THE POWER ELITE

The person is aware of what’s expected. The threat is considered real What the person values vs. the sanction Convinced the threat is not idle Conditions of Sanctions

The person is aware of what’s expected.

The threat is considered real

What the person values vs. the sanction

Convinced the threat is not idle

HSOs are Loosely Coupled Systems HSOs face turbulent environments with multiple interest groups, and pursue multiple often conflicting goals HSOs incorporate ill-defined tasks and activities HSOs technologies difficult to monitor and evaluate staff Staff-client relationships are not readily subject to organizational control

HSOs face turbulent environments with multiple interest groups, and pursue multiple often conflicting goals

HSOs incorporate ill-defined tasks and activities

HSOs technologies difficult to monitor and evaluate staff

Staff-client relationships are not readily subject to organizational control

Tasks are weakly connencted and coordinated – not logically derived from a clearly defined technology. Weak system of control over staff activities – staff have considerable discretion and lack monitoring. Weak, multiple and often conflicting systems of authority, with units often autonomous and insulated

Tasks are weakly connencted and coordinated – not logically derived from a clearly defined technology.

Weak system of control over staff activities – staff have considerable discretion and lack monitoring.

Weak, multiple and often conflicting systems of authority, with units often autonomous and insulated

What do you think meetings accomplish?

You may think that they are required if are to be decisions made & goals accomplished. However … Meetings are symbolic displays of the constitution of organizational hierarchy The most visible and important sites of organizational power The symbolic structuring of power Reification of organizational hierarchy Those who occupy positions of power in the organizational hierarchy signify their power, and reaffirm their status (Mumby, P. 68).

You may think that they are required if are

to be decisions made & goals accomplished.

However …

Meetings are symbolic displays of the constitution of organizational hierarchy

The most visible and important sites of organizational power

The symbolic structuring of power

Reification of organizational hierarchy

Those who occupy positions of power in the organizational hierarchy signify their power, and reaffirm their status

(Mumby, P. 68).

How many forms of power exist in HSOs?

Eight forms of power used in HSOs:  Formal  Expertise  Associational  Resource  Procedural  Personal  Habitual  Sanction  Nuisance Marion Peters Angelica, 1999

The HSO leader must be creative about how to equalize power in a conflict situation. Three phases of dealing with conflict: 1. Analyzing it, 2. Designing a resolution process, and 3. Managing the resolution dialogue Understanding power differences is essential in problem solving in HSOs (Agelica, P. 36).

1. Technological ambiguities in roles various staff members should assume. 2. Low task visibility and observability. 3. Evaluation criteria ambiguous, vague and lack wide acceptance. 4. Constraints by civil services regulations restrict rewards or sanctions to employees. HSOs experience considerable difficulty in developing an effective control system

Ensuring that tasks are performed in accordance with organizational specifications  specific job specifications  reduced worker discretion  extensive use of forms limits information & monitor’s workers’ behavior - vulnerable to manipulation.  coordination by plan  Supervision (can be manipulated by either supervisors or subordinates Indoctrination to operating norms to elicit ritualistic adherence to norms. Behavioral Control

Ensuring that tasks are performed in

accordance with organizational specifications

 specific job specifications

 reduced worker discretion

 extensive use of forms limits information & monitor’s workers’ behavior - vulnerable to manipulation.

 coordination by plan

 Supervision (can be manipulated by either supervisors or subordinates

Indoctrination to operating norms to elicit ritualistic adherence to norms.

is ensuring that the consequences of staff activities meet the organization’s output goals.  recruitment of expertise rely on credentials substitute for objective criteria  Ideological compatibility is required  coordinating work by feedback from clients and coworkers  Team approach  Socialization to the practice ideologies Output Control

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