Power, Structure and Control
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Human service organizations face challenges in exerting control over staff due to loosely coupled systems, ill-defined tasks, and weak monitoring of staff activities. Meetings in such organizations serve symbolic purposes of displaying and reinforcing organizational hierarchy rather than making decisions. There are eight main forms of power that exist in human service organizations, and addressing power differences is key to resolving conflicts.
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Traditional Approach to Strategic Control - With a traditional approach to strategic control, goals and objectives are set, strategies are implemented, and performance is compared to the desired standards. Then there is a feedback loop in which information about how performance compares to goals is used to revise strategies. Thus, it is a highly sequential process. Examples of control systems that rely on feedback controls include sales quotas, operating budgets, and production schedules. Traditional process can often be time consuming and many firms only update budgets or other control devices once a year during annual planning meetings. Thus, it may be best suited for environments that are relatively simple and stable.
Contemporary Approach to Strategic Control - Because business conditions typically change rapidly, information controls are needed that can quickly adjust. With contemporary controls, an organization's assumptions, goals, and strategies are continuously monitored, tested, and reviewed. Thus, anticipating and adapting to change is built into the control process. Both informational and behavioral controls are needed for the contemporary approach. Informational controls ask whether the organization is "doing the right things." Behavioral controls, by contrast, ask whether the organization is "doing things right." With this framework, therefore, you can illustrate how the combination of effectiveness ("doing the right things") and efficiency ("doing things right") applies in the context of strategic controls.
Behavioral control is an approach to implementing strategy that relies on three behavioral forces or "levers" - culture; rewards and incentives; and, boundaries. The aim is to use these levers to evoke appropriate actions in the workforce and also to maintain a proper balance between these t ...
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This document provides an overview of organizing theories. It defines key terms like organization and theory, and discusses the evolution of organizing theory from classical to modern approaches. The classical theories focused on efficiency and included scientific management, bureaucratic, and administrative approaches. Neoclassical theory emphasized human relations. Modern theories view the organization as an open system that adapts to its environment, including the systems approach, socio-technical theory, and contingency theory. The document categorizes and explains different organizing theories.
11.organizational supporting by human empowerment
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- 1. Power, Structure and Control in Human Service Organizations
- 2. Why are there Human Service Organizations?
- 3. 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).
- 4. 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
- 5. Economic Military Political THE POWER ELITE
- 9. What do you think meetings accomplish?
- 11. How many forms of power exist in HSOs?
- 12. Eight forms of power used in HSOs: Formal Expertise Associational Resource Procedural Personal Habitual Sanction Nuisance Marion Peters Angelica, 1999
- 13. 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).
- 14. 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
- 16. 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
- 17. Thank You!!