Theories of Human Behavior Functioning in the System of Auxiliary and Rehabilitation Services - Research Paper Example

?Components (People And Structure) of The System and The Population(s) at Risk As shown in the website of The Department of Assistive and Rehabilitative Services (DARS), their organization is headed by Tom Suehs as the executive commissioner and assisted by Debra Wanser as the Commissioner. They are supported by the DARS Council, Dianne Skinnel (Internal Audit Division), Dr. Davied Bierner (Program Coordinator, Leadership Development), and Glenn Neal (Deputy Commissioner). Directors David Hageria (Center for Policy and External Relations) and Cheryl Fuller (Center for Learning Management) directly report to the Deputy Commissioner. The next layer of the organizational chart are the chief officers on operations and finances and assistant commissioners on rehabilitation, blind, early childhood intervention, and disability determination services. They then supervise their respective managers, directors, councils, programs, and support systems (2011). According to the Institute of Clinical Eurgology, most of their clients when it comes to work-related stress are those working in public sectors (2011). This is supported by the Local Government Improvement and Development Department of the United Kingdom in their study. They stated that the most acute levels of stress is found in government offices (2011). As DARS assists people in need, they are constantly faced with difficulties on how to solve problems. The employees who mostly face these challenges are the ones in customer service. Therefore, they may be the population who are mostly at risk specifically when it comes to job stress. Human Behavior Theories Operating in this System Open-Systems Theory principles state that parts that make up a system are interrelated, there are permeable boundaries, and the individuals work in synergy (Ballantine & Spade, 2008). It is evident that DARS operates with these values since the different members may have open communication with each other. Each representative has a link with the other offices of the association. They must then work together to achieve their mission in improving lives and encouraging the society’s participation. Moreover, Expectancy Theory delves on how the workers view the organization’s result desirability, performance, and anticipation (Mathibe, 2010). Since this department is clearly in the helping profession, it is very likely that the staff and their chiefs see the importance of the outcomes of their efforts and expect intrinsic rewards in their performance. In addition, according to Neoclassical Organizational Theory, the organization consists of people interacting with each other, working for a common goal. DARS is an agency under the government, thus, is supervised with statutes on effective human relations. The different components of the department collaborate in achieving efficient service. It is also evident in their organizational chart that each member is linked with certain colleagues that can coordinate tasks. Health and Wellbeing of Its Components This department is under the federal and state government partnership. Hence, the employees have benefits such as social security, health program, group life insurance, and others. They can of course avail of leaves, allowances, and retirement systems. These grants are indeed valuable to any employee’s wellbeing. It is interesting to note that the statistics based on the federal year 2005 in their first quarter data declare that the turnover in DARS is lower as compared to the median when it comes to state agencies. This is proof that this organization tends to look into its people and their families with proper attention regarding humane conditions. Their low attrition rate is a gauge of the members’ satisfaction in retaining their employment. Values and Beliefs With the vision, “A Texas where people with disabilities and families with children who have developmental delays enjoy the same opportunities as other Texans to pursue independent and productive lives”, this group values equality, fighting for the rights of the minority and underprivileged, as well as inclusion. The employees go to work each day with the objective to assist in giving more possibilities to individuals with disabilities and their families, thereby affecting the community as a whole. Furthermore, the system claims that its members regularly assess themselves if the ways that they are taking in giving aid vis-a-vis their consumers are in reality contributing to their social involvement. They also believe in the worth of partnerships and other conjunctive social processes that bring people together for a common cause towards humanitarian progress. Internal Influences on Cultural, Ethic, and Lifestyle Diversities At 75 percent, most DARS employees are female and are aged 40 and above. It is an indication of support for women’s rights and concern towards the plight of those in the middle age and probably the elderly. Most of them (55 percent) are working in social services positions. This makes them quite sensitive on issues about fairness and privileges. It is also expected that many of them are “people persons”, non-judgmental, understanding, and family oriented due to the nature of their job. Hispanics comprise 24 percent of their population, 19 percent are black, and 56 percent are white. The cross-cultural environment in the workplace may gear in the direction of acculturation, awareness of lifestyle diversities, and acceptance of racial differences. Their workforce is distributed throughout Texas. A number of them at 51% are stationed in Austin ( 8 locations) whereas 49% are working in the other areas across Texas (156 locations). Since the employees need to accommodate each other in one way or the other, they may have to adjust with each other’s uniqueness in connection with their living standards. External Influences on Cultural, Ethic, and Lifestyle Diversities Since DARS’ program services are early childhood intervention, rehabilitation, deaf and hard of hearing, and blind, they help promote positive aspects of the society. As mentioned in their mission to promote equity among Texans, this organization’s ethics supposedly cover no prejudice in delivering services regardless of race, gender, and social status. It is also their principle to operate grounded on their customers’ total needs and views. As stated in the survey, most Texans are married couple families (51%), attained high school diploma (25%), are into educational services and accommodation and food services (21%), and are aged 25 to 44 as well as under 18 (both at 28%). Regarding disabilities, 11% of those aged 5 and above filed reports (U.S. Census Bureau, 2009). The aforementioned populations are what DARS mostly caters to. Like any other establishment, they have to accommodate the concerns of varied personalities of dissimilar backgrounds. The system’s main concern are those included in the 11% with disabilities. Social and Economic Forces That Create Injustice The recession that took place 2 years ago may still have effects on government service centers due to the decrease of tax revenues. To cope with financial challenges, the employees may have been compelled to minimize their usage of resources. Though it does not really quite seem much of an injustice, the lack of supplies may curtail an individual to perform at his optimal level. “Channels of communication dry up as one moves upward in an organization. Information is increasingly filtered, as it must flow through more levels” (Bass, 2008, p.413). Following this premise, anybody can be a victim of injustice in the organization depending on the situation. For instance, due to the inaccuracies of communication which is the lifeblood of every relationship, the superiors may be misinterpreted. On the other hand, any of the subordinates may also commit some slipups due to misunderstandings or other disadvantages caused by communication barriers. Generally, superiors view their subordinates as threats to their positions (Guido & Raith, 2001). Therefore, the individuals in the lower parts of the organizational chart may be more at risk when it comes to the abuse of one’s authority. For instance, a certain manager must see to it that his assistant is viewed as less capable so he can still retain his position. Strategies to Support or Change In a website called Ripoff Report, a complaint was filed on September 23, 2010 by a person with disability since he was not assisted properly by DARS. He recounted that he encountered employees who seemed burnout with a lot of case files. It is his claim that he was ignored and was asked to accomplish several tests. After the results checked out, he was still not granted the assistance he needed. He updated his post on July 16, 2011 advising others to avoid DARS. So far, there has been no rebuttal to his claim. If this is true, the system needs to give more attention to their workers’ wellbeing. The University of Cambridge states that one of the sources of stress is overload (2011). It seems that several members suffer from unmanageable assignments. To attend to this issue, a stress management program is needed for the members of the system. It should also be seen to it that the members have reasonable tasks according to their abilities and compensation. Additionally, it will be helpful for this department to lobby for more funds for its’ resources so they can be adequately compensated with resources. On the positive side, the system features transparency in many of their activities. They have online communication regarding updates and meetings in their respective councils. They also have available information regarding their expenditures as a department. These notices help the members have current information regarding their responsibilities and other aspects of their welfare. As listed in DARS’ council operating procedures, they meet quarterly and at the call of the presiding officer. Schedules are also posted annually in their calendar. These meetings are important and pose some benefits. Meetings establish sound working relationships, enhance the workers’ morale, as well as boost team work (Exforsys Inc., 2009). The said conferences are effective ways in gathering opinions for the betterment of their system and services. These are also great chances for them to practice proficient communication skills and build rapport with each other. Social Work Values and Ethics in the Helping Process Integrity and transparency are core values that may result from facilitating the systems’ communication processes. To lessen bias and filtering of information, the members must practice accuracy in relating information . A person can better observe integrity when he practices utmost honesty in interpreting reports or news. This also lessens communication barriers that impede development in an organization. The employees’ egalitarian ideals may also be strengthened in alleviating their workloads. They can certainly serve others better if their personal needs are met, thereby, lessening their stress into a feasible level. One of a stress management program’s paybacks is encouraging loyalty in every worker. Though their 2005 report states that they have a low level of turnover as compared to other departments, addressing stressors will further decrease staff resignation rates. Knowing that numerous destitute people are greatly banking on them, the ethic of reliability will arise. Along with it comes the tenet of having initiative. When the workers will have a deeper perception and an improved assistance, they can instigate valuable choices and solutions. Reference List Ballantine, J., & Spade, J. (2008). Schools and society: A sociological approach to education. Thousand Oaks, CA: Pine Forge Press. Bass, B. (2008). The Bass handbook of leadership: Theories, research, and managerial applications. New York, NY: The Free Press. Department of Assistive and Rehabilitative Services. (2011). News and information. Retrieved from http://www.dars.state.tx.us/news/index.shtml Exforsys Incorporated. (2010). Advantages of meetings. Retrieved from http://www.exforsys.com/career-center/meeting-management/advantages-of-meetings.html Guido, F., & Raith, M. Abuse of authority and hierarchical communication. Chicago, IL: University of Chicago. Institute of Clinical Eurgology. (2011). Job-stress in the public sector. Retrieved from http://www.ergology.org/research/public_sector/ Mathibe, I. (2010). Expectancy theory and its implications for employee motivation. Academic Leadership, 6(3). Retrieved from http://www.academicleadership.org/article/expectancy-theory-and-its-implications-for-employee-motivation University of Cambridge. (2011). Causes of work related stress. http://www.admin.cam.ac.uk/offices/hr/policy/stress/causes.html U.S. Census Bureau (2010). Texas, population and narrative profile. Retrieved from http://factfinder.census.gov/servlet/NPTable?_bm=y&-qr_name=ACS_2009_1YR_G00_NP01&-geo_id=04000US48&-ds_name=ACS_2009_1YR_G00_&-_lang=en&-redoLog=false Read More