This document discusses organizational structure and design considerations for clerks' offices. It provides examples of organizational charts from various clerks' offices and examines different types of organizational structures including functional, divisional, matrix, team-based, and network structures. The key points are that there is no single right structure, the needs of an office may change over time, and a mixed structure combining elements may be most effective.

1. New Clerk Academy
Tallahassee, Florida

2. OFFICE ORGANIZATION
Role of the Clerk in the Courts
Hon. Paula S. O’Neil, Ph.D.
Pasco County Clerk & Comptroller

3. 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

4. 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

5. 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

6. Organizational
Structure
Elements
Span of
Control
Centralization
Department-
alization
Formalization
Elements of Organizational Structure

7. 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

8. Formal decision making authority is held
by a few people, usually at the top
Centralization
Decision making authority is
dispersed throughout the organization
Decentralization
Centralization and Decentralization

9. 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

10. Mechanistic vs. Organic Structures
Mechanistic
• Narrow span of control
• High formalization
• High centralization
Organic
• Wide span of control
• Little formalization
• Decentralized decisions

11. Effects of Departmentalization
1. Establishes work teams and supervision
structure
2. Creates common resources, measures of
performance, etc
3. Coordination through informal
communication

12. Features of Simple Structures
Minimal hierarchy -- staff
reports directly to owner
Roles are fairly loosely
defined for flexibility
Informal communication
for coordination
Centralized structure --
owner makes most
decisions
©T.Bradner/Alaska Journal of Commerce

13. Organizes employees around specific knowledge or
other resources (marketing, production)
Clerk
Finance Courts Records
Functional Organizational Structure

14. 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

15. Organizes employees around outputs,
clients, or geographic areas
Divisional Structure (Example 1)
Clerk
Customer
Service
Docketing/
Filing
Talent
Management

16. Organizes employees around outputs,
clients, or geographic areas
Divisional Structure (Example 2)
Clerk
North
Courthouse
Central
Courthouse
South
Courthouse

17. 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

18. Project C
Manager
Project B
Manager
Project A
Manager
Information
Technology
Criminal
Courts
Civil
Courts
Matrix Structure (Project-based)
Clerk
Employees ( )are temporarily assigned to a specific
project team and have a permanent functional unit

19. 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

20. 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

21. Main
Office
(County Seat)
Information
Technology
(Wesley
Chapel)
Call
Center
(New Port
Richey)
Customer
Services
(Various Cities)
Finance
(Dade City)
Human
Resources
(Land
O’Lakes)
Network Organizational Structure

22. Pasco County Clerk & Comptroller

23. Lake County Clerk of Court

24. Pinellas County Clerk of Circuit Court

25. Alachua County Clerk of Court

26. Bay Coun
Clerk of Court &
Clerk of
Court
Chief Deputy Clerk
Administrative
Services
Chief Deputy Clerk
Court Services
Internal Auditor
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

27. Citrus County Clerk of Court
Citizens of Citrus County
Betty Strifler
Clerk of the Circuit Court
Angela Vick
Chief Deputy Clerk
Internal Audit
Administrative
Assistant
Courts
Department Director
Finance
Department Director
Information Systems
Department Director
Operations
Department Director
Records
Department Director
Courts Manager Assistant
Finance Director
Information
Systems
Assistant
Operations Director
Records Department
Manager
Civil Processing
Courts Manager
Case Initiation
Courts Manager
Criminal Division
Supervisor
Criminal Special
Processing
Special Processing Appeals
Courtroom Clerks
Payroll
Accountants
Fixed Assets
Grants
Clerk's
Accounting & Budget Manager
Bookkeeping Board
Accounts Payable Board
Purchasing
Domestic Relations
Infrastructure
Applications
Project Manager
Project Portfolio
Emergency
Management
Supervisor Carousel
Cashier
Carousel
(Inverness
Courthouse)
Supervisor Carousel
Cashier Carousel
(West Citrus
Government Ctr.)
Compliance Division
Information Desk
Human Resources
Official Records
Records
Management
Tax Deeds
Mailroom
Commission Records

28. 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.

29. References
Lake County Clerk’s Office Organizational Chart, Not Dated, Retrieved 11-25-
2012 from https://lakecountyclerk.org/clerk_of_court/organizational_chart.aspx
McShane, Steven L. & Von Glinow, Mary A. 2005. Organizational Behavior, 3
rd
Ed. New York: McGraw-Hill Companies, Inc.
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

30. Notes