Human Services Management - Case Study Example

Table of Contents 1.1.Workbook Task 1: 2 1.2.Bureaucratic management 2 1.3.Human relations 2 1.4.McDonaldization 2 1.5.Panopticism 2 1.6.Participatory management 3 1.7.Scientific management/Taylorism 3 2.0. Workbook Task 2: 4 2.1. Task Environment Entities Affecting the Salvation Army Australia 4 2.1.1. Political Environment 4 2.1.2. Economic Environment 5 2.1.3. Social Environment 5 2.1.4. Technological Environment 5 2.1.5. Legal Environment 6 3.0. Workbook Task 3: 6 4.0. Workbook Task 4: 8 4.1. Identification of the right business issues 8 4.2. Identification of the Underlying Obstacle 8 4.3. Adopting the Right Design Characteristics 8 4.4. Implementation of Change the Right Way 9 5.0. Workbook Task 5: 9 6.0. Workbook Task 6: 11 6.1. Advertisements for Managers of Human Service at Bureau of Labor Statistics (BLS) 11 6.2. Attributes Required of Direct Service Delivery Workers 12 7.0. Workbook Task 7: 13 7.1. Management 13 7.2. Leadership 13 7.3. Governance 14 7.4. Supervision 14 Human Services Management---Workbook Tasks 1.1. Workbook Task 1: 1.2. Bureaucratic management Bureaucratic management succinctly connects to the aspect of human service management as it entails ways of structuring an organization into hierarchy. Stark (2014) defines the term as a set of structure for governing an organization. Bureaucratic management brings formal system within an organization that is distinct by hierarchical roles in helping to maintain effectiveness and efficiency. A clear case is the United States military where there is Army division consisting of smaller units including brigades and battalions. 1.3. Human relations Generally, every organization has structures to help in clarification of internal and external relationships. As a result, human relation is defined as an aspect of human resource addressing interpersonal relationships and behaviours. These behaviors entail the assessment of team building, communication, leadership and facilitation of mediation abilities. Berends and Crinall (2014) noted that human relation influences practices, service delivery and service operations. 1.4. McDonaldization While McDonaldization has been defined within the context of organizational management to insinuate the principle of efficiency and effectiveness in fast-food restaurants, this term has been extended in other sectors to represent a critical assessment of structural change in human interaction aimed at replacing traditional modes of management with formalized social control (Stark 2014). 1.5. Panopticism Organisations need some levels of internal surveillance. From the viewpoint of Foucault, panopticon is defined as a disciplinary power where services, managements, operations and workings in an organization are surveyed internally through a structured approach (Stark, 2014). Panopticon should be applied in a manner that organisations should not know where they are watched from, at any one time. Basically, organization sets control through self-surveillance so that they are not aware when to be caught breaking rules. This in turn helps workers keep in line with organisations’ expectations. 1.6. Participatory management Contemporary management requires inclusivity and the need for this approach sees organisations adopting participatory management. Accordingly, Turner et al. (2012) define participatory management as the process of empowering members of the organization in making decisions regarding management and operations of the organization. In most cases, top management engages junior employees in the ratifications of organisations’ operations. 1.7. Scientific management/Taylorism Scientific management is interested in efficiency in labour allocation and productions of services within an organization. Within the context of modern organization, Taylorism is defined as the process of attaining maximum job fragmentation so as to minimize skill requirements. It is from this perspective that the approach calls for direct labour from indirect labour. 2.0. Workbook Task 2: Suppliers of resources Govt Investmt Leaving Home Care (OOHC) Christian Union (CU) Charities Australian Charities and Not-for-profit Commission (ACNC) The Salvation Army Australia Prayer services Bible services Vulnerability donations Family care Orphans care Christian Union in Austr. Austr. Churches Families Children and Youth Actual or potential consumers 2.1. Task Environment Entities Affecting the Salvation Army Australia 2.1.1. Political Environment The Salvation Army of Australia is a dominating brand or name. To maintain its effective services to the people they are politically regulated by different bodies including ACNC so as to maintain a firm standard of operations that are codified within the law. Therefore, ratifications on this law may affect its operations. The political environment scenario matters as there can be limitations on the scope of the operations of the church depending on policies that government creates. 2.1.2. Economic Environment The economic environment dictates the operations of the church as the Salvation Army of Australia depends on factors such as the recent economic downturn which negatively affected donations and funding it receives from different state agencies and well-wishers. Increased scope of services to the needy will depend on the economic environment of its operations. Due to recent favourable economic environment, the Salvation Army Australia Eastern Territory together with Royal Commission funded some projects that were meant for citizens of Papua New Guinea (Muratore et al. 2015). 2.1.3. Social Environment One of the social concerns for the Salvation Army Australia is the multi-denomination that exists in Australia. Not everyone would subscribe to its doctrine, services, operations and beliefs. This challenge has often forced the Salvation Army Australia to keep in line with different faiths in order to understand the psyche of their areas of operations. 2.1.4. Technological Environment With the advent of the age of technology, the Salvation Army Australia has completely integrated its service deliveries with the recent changes that have taken place technologically. Registration and updates of its records with Australian Charities and Not-for-profit Commission have often been done using latest technologies. Furthermore, the church actively engages members on different social media where they receive donations and funding. 2.1.5. Legal Environment Churches face some legal implications in their operations. Some of these issues regard the scope of services they offer to the community. Accountability regarding finances allowed for their operations. Some of the legal challenges that have affected its operations are the protection of legal marriage and intervening on same-sex marriage. 3.0. Workbook Task 3: The process of improving the response to and involving clients at the human service within the Salvation Army Australia remains multifaceted. To begin with, the management at the top level will have to take the lead in the development and communication of the strategic goals. They should be able to persuade and motivate individuals and groups at the Salvation Army Australia towards the successful accomplishment of the shared goals and objectives. Due to the current social and technological environment of its operations, communication should involve persuading others in the organization to adopt the proposed actions as ratified by Australian Charities and Not-for-profit Commission. If this is attained then the organization is likely to have internal controls through which feedback will be provided to the management after every short. Secondly, there is need for the introduction of change management. Organisational change management has moved from being a one dimensional approach to a concept that stretches beyond theories, methodologies and organizational demands. Lozano et al. (2015) look at organisational change management as one of the critical challenges that affects the functionalities of organizations in the new century. The Salvation Army Australia challenges have been brought by economic, social, political and legislative environment under which they operate. Introduction of change management at the Salvation Army Australia would mean introducing a planned process where the organisation through their managers renew its direction, structures and abilities to serve the community, orphans, state agencies and political interests. Lozano et al. (2015) noted that organisation change management is the ability of managers to acknowledge change as reactive, unpredictable and discontinuous triggered by a scenario where an organization is facing a crisis. It is for this reason that the following aspects will be introduced to the organization: Leaders/members relations Task structure for different members Positioning power among different members Secondly, the current situation at the Salvation Army Australia requires a balance between bureaucratic management and a two-tiered management and governance structures. According to Muratore and Willis (2015), a two-tiered management and governance structure is a case where the board of directors comprises of executive and non-executive directors. The management structure of organization functions through different levels, managed by respective offers. Nevertheless, given the size and scope of the organizational activities, functional management structure provides an effective and valuable solution for the organizational governance. In a nutshell, the process will create the essence of commonality which in turn will ensure that there is likelihood of functions being executed from a common point of communication for the overall whole of the numerous components. 4.0. Workbook Task 4: While listing nine different strategies and approaches contemporary managers can adopt in the redesigning of organisations, Lewis et al. (2012) noted the fact that structures of organisations remain dynamic and as such, range from a simple model to a complex one where there is need for integration of different models in the creation of organization design. Currently, organisations are faced with the challenge of focusing on sustainability, ecological imprint and socially engaged work practices. As a result, a modification of Lewis et al. (2012) design criteria is as follows: 4.1. Identification of the right business issues In most cases, executives give up midway through a redesign process. Despairing take place because executives have not identified what they really want to attain with the process. For instance, the right business issue could be lack of strategic business decision making processes. Based on such issue redesigning will have to design a strategy that answers question such as, “what are the synergies across our business portfolio?” or “how significant will the issue leverage global opportunities?” This approach provides more insight to the current management issues compared to Lewis et al. (2012) first point, “ensure the design is in alignment with the strategic plan” (p. 5). 4.2. Identification of the Underlying Obstacle There are challenges organisations undergo in the process of redesigning. Resistance to change by some leaders is an example of an obstacle that needs to be identified. However, identification of such barrier needs succinct conceptualisation of organisations system as a whole. 4.3. Adopting the Right Design Characteristics Lozano et al. (2015) put it rightly that there is nothing in the management as “perfect” design for organization. However, one thing is certain; some redesigning may not work for the benefit of the organization. For example, one could be doing the organization considerable human service management damage if they simply change structures while neglecting employee behaviours in their processes of redesigning. 4.4. Implementation of Change the Right Way Successful organizations often redesign---especially those with intense, long-term change will approach the change organically as opposed to mechanically (Lozano et al. 2015). A good case in hand is the need to pioneer shared services in human resources, finance, and other support functions by doing pilot study first rather than implementing a design just because it has been suggested. For a redesign processes to gain change, a company needs clear vision, commitment leadership and success oriented human service management team. 5.0. Workbook Task 5: Different organisations have different cultures that enable them to align their operations with current demands in the market. However, the aspect of service delivery and successful client outcomes have generated a need to rethink on the organisational culture that best fits attainment of service delivery and successful client outcomes. The culture revolves around organisation’s values, behaviors and willingness to achieve greater vision (Berends and Crinall 2014). Transparency in organisational culture can make better and more informed decision, as clients understand the information and are motivated to make more informed choices. Mor Barak and Travis (2012) noted that diversity and organizational performance are some of the aspects that determine the culture that an organization operates with. Premised on Mor Barak and Travis position, organization culture a case where organization creates awareness on the performance and understand which service can be improved. This was precisely the organization culture introduced at Apple Company for effective service delivery and successful client outcomes. Immediately Steve Chazin was asked by Steve Jobs to rebuild Apple’s products and marketing efforts within a given organizational culture, the organizational culture was revolutionized. What has since been known of the Company is a new breed of shareholder---the activist hedge fund---which has constantly played a decisive role in interactions between markets and corporations. To be specific, Steve Jobs built on past efforts whereby his interest in the field of governance introduced a culture of doing away with staggered boards and poison pills. Berends and Crinall (2014) see successful organizational culture as one which gears organisations towards service delivery. Currently, the culture of operation has redesigned Apple’s marketing strategies as they venture in deliberately new steps so as to also understand other companies’ marketing strategies and innovations. This culture is what makes the company embrace the phrase “the Apple does not fall far from the tree” when it comes to service delivery and service outcomes to its customers. The culture inherent in Apple connects to the facet of service delivery and successful client outcomes in two distinct ways. First, it allows the company to address the constantly changing business environment in a more flexible and responsible way, as the product design model concentrates decision-making authority in a “product cell” and thus enables faster response from the clients. Secondly, the culture provide the organization with an opportunity to gather cross-functional and diverse teams under each focus segment, and provide customized and effective solution to the customers. 6.0. Workbook Task 6: 6.1. Advertisements for Managers of Human Service at Bureau of Labor Statistics (BLS) List of Tasks Work with other leaders to improve processes Manage budget and expenditures maximise fiscal responsibility Addressing and resolving grievances Liaising with upper management in the organization Evaluation of worker productivity and task performed by each worker Quality and skills Good analytical skills Decision making skills Planning skills Good time-management capabilities Responsibilities In charge of coordinating human systems, individual and groups Understanding the condition that limit or promote optimal functioning In charge of identifying interventions that promote growth and goal attainment Work in community-based setting for streamlining services 1. The Complied Tasks, Qualities and Responsibilities List of Tasks Work with other leaders to improve processes Manage budget and expenditures maximise fiscal responsibility Addressing and resolving grievances Quality and skills Good analytical skills Decision making skills Responsibility Understanding the condition that limit or promote optimal functioning In charge of identifying interventions that promote growth and goal attainment 6.2. Attributes Required of Direct Service Delivery Workers The attributes discussed above bring distinct between what constitute a leader and a manger within an organizational setting. To begin with, there in need to distinguish between a leader and a manager. A leader in this scenario is a motivator where the leadership is coupled with the ability to lead as example rather than being bossy. An application of either transformational or transactional leadership will help in creating uniformity on how people deal with situations. On the other hand, a manager is tasked with the responsibility of seeking to benefit from the economies of scales and strong relationships with stakeholders and partners, which will in turn, place it in a strong bargaining position with its upstream partners and allows leveraging the costs (Rowlands and Rees 2015). While it can be noted that there are different types of managers such as perfect, proactive and problem-solving managers, managers have the role of developing strong focus on sustainability and growth. Generally, skills of managers continue to be dynamic. Within the context of direct service delivery workers, managers need to have analytical skills, problems solving skills and decision making processes so that the organization can not only enhance service delivery but provide solutions that result in the performance. 7.0. Workbook Task 7: 7.1. Management Management processes have revolutionized the way in which businesses are conducted and controlled. The controlling and organization skills in management owe their successes to proper management with the relevant departments in organizations. Regarding these complexities, management is defined as the process of establishing the objective of any organisation in terms of strategic development so as to reach even further improvement in service standards and network quality (Pollack 2015). Within the context of human services management requires integration of communication where an organisation consolidates specific expertise around the product and not the function, which brings in a more focused set of skills and experiences. 7.2. Leadership There is no specific way of leading in an organizational environment instead, different situations will automatically create different styles of leadership and this will depend on the requirements of the company or organization in question. Based on this view, leadership is defined as the process of delivering services by critically evaluating the concept of organizational objectives, change management and quality improvement in the delivery programmes (Hornstein 2015). Within the context human services leadership stretches to ways in which models of leadership, model of change and dimension of quality can address equity and inequalities issues in community-based service delivery. However, Pollack (2015) noted that human services requires the integration of the role of communication and collaboration in leadership and leading change to deliver community and shared public promotion aims and interventions. Hornstein (2015) adds that situational leadership theory in general and contingency theory in particular is useful and relevant in developing an effective human services delivery or leaders will be aware that if one style of leadership works in a given culture and environment, the same style may prove futile or irrelevant in another environment or culture. 7.3. Governance Governance is the process that envisages a scenario where leadership in an organization sets structures that enable meeting the goals and objectives. Human services and governance are related in the sense that it provides a central point of commonness where all the stakeholders are accountable to and from the fronts which are applicable to all. 7.4. Supervision The aspect of supervision needs to be related with panopticism. This therefore posits a situation where organizations are obliged to utilizing strategy of monitoring functions and duties with an aim of improving service delivery. Supervision is a communication as well as management tool for coordinating the needs and roles as should be executed by the employees. References Berends & Crinall (2014) Management and Practice in Health and Human Service Organisations, Oxford University Press. Berends & Crinall (2014) Management and Practice in Health and Human Service Organisations, Oxford University Press. Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298. Lewis, et al. (2012) Creating Organizational Designs. Management of Human Service Programs (5th edition) pp. 101-116. Lozano, R., Ceulemans, K., & Seatter, C. S. (2015). Teaching organisational change management for sustainability: designing and delivering a course at the University of Leeds to better prepare future sustainability change agents. Journal of Cleaner Production, 106, 205-215. Mor Barak, M., & Travis, D. (2012). “Diversity and organizational performance”, in Y. Hasenfeld (ed). Human services as complex organizations 2nd ed., pp. 341-378. Muratore, R., & Willis, J. (2015). Building Salvation: The Architecture of the Salvation Army in Australia. Fabrications: The Journal of the Society of Architectural Historians, Australia and New Zealand, 25(1), 62-83. Pollack, J. (2015). Understanding the divide between the theory and practice of organisational change. Organisational Project Management, 2(1), 35-52. Rowlands, K. E., & Rees, C. J. (2015). Organisational Change and Workplace Stress in Teaching and Learning Settings: Case Study Evidence from a Public Sector University in the UK. In Change Management and the Human Factor (pp. 167-178). Springer International Publishing. Stark, A. (2014). Bureaucratic values and resilience: An exploration of crisis management adaptation. Public Administration, 92(3), 692-706. Turner, R., Ledwith, A., & Kelly, J. (2012). Project management in small to medium-sized enterprises: tailoring the practices to the size of company. Management Decision, 50(5), 942-957. Read More