Organization Theory. 2008

8/7/2019 Organization Theory. 2008

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Organization Theory

Building a Model of Empowerment

Practice


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The role of theories

Theories describe the distribution of power &resources in organizations, how organizationsfunction, how people interact in organizations, andhow organization systems maintain themselves.

Theories must be empirically tested and verified.

Independent and dependent variables must beidentified in order to test a theory.

Therefore theories contain assumptions aboutcause and effect relationships


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Theories can either be broad and

abstract and pertaining to general

patterns in society

or

describe patterns that occur in

specific situations


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The effect aspect of cause and effect

relationships are outcomes, things that occurbecause of specific events or actions.

Consequently, they suggest specific actions

or skills that can be used by social workersto produce results.


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General and More Specific Theories

|Practice Activities in Model

(Intervention or Cause)

|Outcomes or Effects


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In social work, we use theory to define a

specific set of actions or interventions thatcan be used to produce outcomes. We may

also apply aspects of theories to certain

situations.


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For example, power-dependency theory tells us that

resource donors acquire power by transferring moneyand goods to people that cant reciprocate. This

suggests that nonprofit organizations should not

accept funds from a single large donor if they want to

be independent. This theory can also be applied torelationships between clients who receive free services

and the organizations. Unless the client has alternative

options for service, can go without the service, can

exchange services with the organization or use powerto pressure the organization, they will be dependent

upon and obligated to the organization!


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In social work, we differentiate between

perspectives, theories, and models

Aperspective is an approach to practice that involves basic valueassumptions about best practices. For example, the strengthsperspective tells us to look at the individuals, communitys, ororganizations strengths rather than deficits.

Perspectives give us only very general information about theoutcomes specific actions will produce.

A theorycontains assumptions about cause and effectrelationships that have been established as valid throughempirical testing. Theories help us link specific actions orinterventions with specific outcomes.

Practice models provide detailed frameworks for understandingsocial problems and developing responses to those problems.Models include, a theoretical framework, an interventionapproach, and probable outcomes associated with this approach.


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Historical overview of organizational

theory Weber developed organizational theories in early part of the

20th century based on German models of public organizations.Ideal organizations had organizational structures, clearly definedsupervisory structures, and standardization of tasks. Decision-making was to be rational (objective) and not based on politicalmotives.

Taylor developed Scientific Management. This method was tobe used by managers find the most efficient or scientific methodfor breaking down work into concrete tasks that could beassigned to individual workers. Efficient performance was

expected to maximize work output (Scott, 1987). Often efficiencyexperts were brought in to industrial plants to conduct time andmotion studies to find the best allocation of staff resources andskill assignments


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Basic assumptions of the systems approach are incorporated into

many theories about how organizations work:

Organizational systems change constantly through

interaction and exchange with their environments.

Effective organizational systems are highly open

but boundaries between the organizational system

and its external environment are well defined.

Organizational systems may be orderly and

predictable but may also be disorderly and

unpredictable.

Order may rest on coercion and domination as wellas consensus and cooperation.

Places equal emphasis on conflict and change as

order and stability.


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Human Relations Theory

Originates from experiments conducted on plant works at an AT&T factory inChicago

(the Hawthorne effect).

The researchers found, among other things that people simply react and changetheir behavior in response to being observed.

Other major findings were that organizations have unique cultures influenced by

the values of participants and the fact that people tend to form groups.Consequently, most workplaces contain informal leaders who may influence thebehavior of other workers.

These leaders and the values shared by group members influence how workersperform.

Mayo, the primary researcher, based his theory on the assumption thatmanagers should attempt to use these group norms to influence and motivate

workers. He also argued that workers need to feel that they have a certain amount of

control over their own work. They should also be given awards for performance.He also felt that workers perform better in teams or groups.


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Other theories focus on:

Organization structure.

Organization culture and groups of people

interacting in organizations.

How organizations adapt to external

demands.

How power is achieved and used in

organizations.


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In social work:

Strengths and Systems Approaches are

Perspectives.

The systems perspective can be used to create a

model of the different component parts oforganizations and their environments.

Empowerment is a perspective, is a distinct model of

practice, and is a theory in development (some

empirical testing and identification of specific typesof outcomes).


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Models of Organizational Practice Include

Theory X. Control, discipline, and sanctions are needed to force people to do theirwork.

Theory Y. Management can take action so that employees will become motivated todo their work. All workers are to be regarded as goal-oriented and as having potentialto further develop their own talents and skills.

Contingency Theory Employees are motivated by different things, but need toachieve a sense of competency. Therefore the manager must provide appropriateincentives to motivate individual employees.

Human Relations Approach. To maximize performance, staff members needautonomy, involvement in management decisions, and appropriate rewards. Peoplereact as group members.

Theory Z focuses on quality of production, collective accountability and loyalty.Decisions are made by consensus.

Participatory Management Staff involvement in organizational decision-makingincreases job satisfaction and productivity; decreases staff turnover.

Fem

inist Ma

na

gem

ent - Fights oppression; creates management partners

hipsamong participants; assumes women manage differently then men, focusing on

interpersonal relationships rather than traditional approaches to power & authority.Decisions are made by consensus & cooperation.

Total Quality Management Management produces an organizational culturebased on product quality, consumer satisfaction, standardization of production, andemployee empowerment.


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Empowerment Model in Social Work Practice

Social Worker Constituent Organization

Role Facilitator Change Agent Resource

Provider

PracticeActivity InformationForms Self-

Help Groups

Leadership

Training

Self-A

dvocacyGroup Member

Decision-maker

Political Activist

Evaluator

Outcomes Worker Self-

Efficacy

Policy Change

New Skills

Self-Efficacy

Political Power

Constituents

Political Power

Better Service


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Empowerment Outcomes

Social Worker Constituent Organization

Role Facilitator ChangeAgent

Decision-maker

Provides

Opportunities for

Decision-making

Outcomes Increases Own Skills

Personal

Empowerment

Delivers Effective

Services

Power to Change

organizationPolitical Activist

Increase Own Skills

Personal

Empowerment

Acquires Resources

Power to Change

Organization

Participation inSocial/Political Action

Recruits Skilled

Constituents/

Volunteers

Better Response to

Client Needs

Improves Service

Effectiveness/Utilization

Political Power


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Theoretical Components of Empowerment Model

Systems and Ecological Approaches (practice should occur at multiple levels personal, inter-personal, and political). We also should be knowledgeable about how different systems interact

and/or compete with one another. Human relations/Participatory Management. Staff should be involved in organization decision-

making. To motivate workers, managers must provide opportunities, training, and incentives to helpworkers obtain a sense of competence.

Contingency Theory. Ecological Perspective social problems occur when individuals interactwith the social environment. There is continuing competition for resources.

Conflict Theory Various social groups in society and within the organization compete forresources. Allocation of services is often determined by perceptions of in-group versus out-groupstatus of recipients. Members of oppressed groups should acquire power in order to gain resources

and civil rights. Feminist Theory organizations should minimize the social distance between administrators, staff,

and clients. All should be partners in decision-making.

Transformative model/Social constructivist paradigm-Service consumers should be equal partnerswith staff in decision-making process. Service users/consumers reduce own feelings of oppressionand low self-esteem by engaging with the organization in social action.

Power-dependency Theory.Clients who receive free services are dependent upon or can controlledby the organization. Therefore service delivery should incorporate the principle of reciprocity(service users contribute something back to the organization). The organization should create

structures that help service users obtain power. Political-economy Theory.People inside the organization represent a variety of different

constituency groups with different amounts of power. People within the organization are influencedby the organizations external environment. The manager must reconcile internal/external demandson the organization. One way to do this is for the organization and its members to develop sources of

political power.

Total Quality Management. Work teams develop quality indicators and work to achieve thesegoals. This method results in the psychological empowerment of workers and improvements inservice quality.


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Introduction to Start-up.com:

Understanding Organization Culture

Values and perspectives of organization participants influencehow organizations function.

The organizations mission and the philosophy of managers andother decision-makers influence what the organization can do.

Participants bring their own experiences and ways of interactinginto the organization.

Organization structure and technology also influence how theorganization operates and the influence the organization has onits members.

Documents

Organization Theory. 2008