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Group Work

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Title: Group Work


1
  • Group Work
  • If we recognize how individuals work together
    within a group situation we can play to peoples
    strengths, overcome weaknesses and deal with
    conflict within the group as it arises.

2
  • Does everyone in the group really agree with one
    another all the time or is it in reality a case
    of there being one person or a small section of
    the group who dominate by either bullying or by
    using emotional blackmail? The types of people
    who sulk if they don't get their own way or try
    to make other people who don't agree with them
    look stupid, are often the ones who have the most
    attention in a group.

3
  • Any group of people who come together for the
    first time to work together as a group will
    undergo roughly the same experiences as they form
    their 'group' and then work toward their end
    goal. This process has been identified as having
    five distinct stages known as

4
  • Forming
  • Storming
  • Norming
  • Performing
  • Adjourning

5
  • Starting Up A Community Group -
  • Getting People To Work Well Together

6
  • Forming - is simply the act of getting the group
    together in the first place!

7
  • Storming
  • - recognizes that after the honeymoon stage of
    first getting together and wanting to please each
    other there will develop a more 'real' stage with
    heated discussions and people disagreeing on how
    best to achieve the groups aims. Into this may
    well also be added an element of individuals
    trying to take control over or dominate the
    group. Others will simply be trying to establish
    their 'role' within the group.

8
  • It will be at this stage that that people will
    come to realize that the initial 'honeymoon
    period' of what they thought was group solidarity
    and everyone working together is at an end. There
    will most always be friction at this stage in the
    groups development. It is normal and healthy and
    doesn't automatically mean the group is going to
    fragment and fall apart. It is part of a good
    leader to recognize this for the group and give
    encouragement.

9
  • Norming
  • - following the period of conflict that is
    'storming' a common agreement over who does what
    and how things are done will begin to emerge.
    Often such decisions are reached unconsciously
    within the group, it is simply accepted who does
    what and how they do it. Sometimes this can be
    speeded along with a rule making exercise. The
    focus should be on rules that promote reaching
    group goals.

10
  • Performing
  • - after the period of stress and strain that is
    storming and norming things will now start to
    happen and you can all begin the serious business
    of working together to achieve your goals.

11
  • Adjourning
  • - you have all now achieved the job you set out
    to do and have decided to break up and go your
    separate ways but before you do finally break up
    it is an excellent idea to get together one final
    time and celebrate the groups achievement. This
    provides a platform for formal recognition and by
    doing so it will encourage group members into
    getting involved with new projects further on
    down the line.

12
  • Identifying who should run the group

13
  • The persons who had the original idea of forming
    the group in the first place and then brought
    everyone together are not the most suited to
    actually running the group. This may be because
    although they are brilliant at seeing the 'bigger
    picture' they lack the tact and diplomacy
    required for being a leader or alternatively they
    are weak at seeing the merit in other peoples
    opinions or ideas or simply they won't take a
    back seat when required and allow others to
    exploit their skills and expertise. Persuading
    such people that they are not the people most
    suited to 'lead' can be very difficult, but if
    the group is to be successful it simply must be
    done.

14
  • The storming and norming phase of the groups
    development should allow an opportunity to assess
    each others strengths and weaknesses and for the
    group to form a joint decision on who will
    'lead.'
  • An alternative to selecting a 'fixed' leader
    might be to agree to 'moving the chair around'
    with everyone being given the opportunity to take
    a turn chairing meetings and thereby 'leading' -
    this is also a good way of developing everybody's
    skills and of preventing the group being
    'hijacked' by an individual or small number of
    people within the group.

15
  • Avoid becoming closed off from the outside world.
    Avoid group think. Groups that have been working
    together well for a period of time can become
    very inward looking. When this happens it can
    become very difficult for potential new members
    to break in and become accepted by the group -
    this is a very bad thing! New members will bring
    new ideas and new potential ways of resolving
    problems and stumbling blocks - we all run out of
    new ideas eventually and new members are vital to
    keep the momentum of groups going. Consider the
    Kennedy administrations focus on including
    dissenting views.

16
  • Team Building
  • Once a group has established itself, effectively
    it becomes a team - this occurs when the
    strengths (and weaknesses) of individual group
    members has been recognized and they have been
    given or assumed a role within the team (that
    hopefully will play to their natural strengths.)

17
  • Often in such situations no one is responsible
    for allocating particular roles or
    responsibilities to people but there develops an
    acceptance amongst the group that certain people
    are better at certain things! This process will
    have happened during the storming and norming
    phase whether it was recognized or not.

18
  • It is often the case in smaller groups that there
    will be more 'jobs' or roles than people to
    perform them and it is perfectly normal for group
    members to undertake more than one role - the key
    thing to remember is don't let group members
    become overloaded with jobs or responsibility -
    the route to success is to share the workload
    over the whole group.

19
  • Again, much research has been carried out into
    teams and the roles or functions that individual
    group members can be required to fill. It is also
    worth noting that a particular role might stay
    with a group member or pass between group members
    at different times in the projects development.

20
  • For a team to work well together and for
    everything to get done that needs to be done, on
    time (and properly finished off) team members
    will have to take on the following roles - don't
    worry about the names that have been given to
    these 'roles' the important thing is what the
    people doing them are good at.

21
  • Identifying potential roles within teams
  • The various roles team members may take on are...

22
  • Plant
  • -a peculiar title for the group member who sees
    the 'bigger picture', this will be the person or
    people who can see all of the issues involved and
    can find new ways of tackling obstacles.

23
  • Resourcer
  • - this person (or people) will be those who
    create and develop external contacts for the
    group to use - these people are often those good
    at discovering how other groups facing similar
    problems have overcome them. These people are
    often also good negotiators for the group.

24
  • Coordinator
  • - this will be someone who recognizes the
    strengths of the others within the group, puts
    them to work and encourages them to take on
    suitable roles

25
  • Shaper
  • - someone who tends to keep the whole group
    focused on the task in hand and keeps people from
    wandering off in other directions away from the
    main goal - this will also be a person who can
    identify priorities and set achievable objectives
    for the group to reach

26
  • Evaluator
  • -seen by the group as a 'voice of reason' this
    will be the person able to evaluate new ideas and
    proposals, identifying any pitfalls and problems
    in them before they are reached

27
  • Team Workers
  • - those people in the group who create the 'team
    spirit' - they tend to jump in and help out
    wherever necessary when others are struggling.
    They have the ability to take other peoples ideas
    and turn them into reality.

28
  • Implementer
  • - can take the ideas and concepts and figure out
    how to actually make them work in practice.

29
  • Completer
  • Finisher
  • - these will be group members who keep an eye on
    the detail of what still needs to be done and
    make sure that all the loose ends are finished
    off and not left half done.

30
  • Specialist
  • - group specialists are literally the members who
    will tackle the specialized areas of the project
    - often taking on and dealing with technical
    issues and legal matters.

31
  • When we work together we adopt one, or some of
    these roles whether we realize it or not.
    Whatever we have chosen to come together to do -
    be it to set up a local fishing club, netball
    team or just to organize a big party for friends
    we will adopt some of these roles.

32
  • In the development of a community pressure group
    achieving your goals will be far easier if you
    have an understanding of how people 'tick' and
    how they can work together more effectively.

33
  • It is vital to identify the strengths and
    recognize the weaknesses of your group members -
    that way you can work to everyone's strengths.

34
  • Welcome new members
  • Be inclusive not exclusive.
  • Don't use lots of jargon at meetings - this
    bewilders and will put off new people straight
    away.
  • Try to identify new members strengths and give
    them a part to play that uses those strengths.

35
  • Identify your goals
  • Creating a mission statement will help the group
    focus and create common goals and targets as well
    as establishing an agreed way of achieving those
    goals.

36
  • Share the load
  • Allow everyone to take on some of the
    responsibility and workload. This will avoid some
    team members feeling frustrated and put upon and
    at the same time prevent others feeling
    unfulfilled and excluded.

37
  • If one person wants to control and dominate all
    the time try introducing a 'floating' or
    'revolving' chair at meetings - this will give
    everyone who wants to a chance of taking the
    lead.

38
  • Another way of avoiding such a problem long
    term might be to have elected 'officers' e,g,
    Chair, Secretary and Treasurer who have to be
    re-elected every year with the previous position
    holder being excluded from being re-elected for 2
    to 3 years after holding office (but this will
    not be practical in many small groups or those
    with only short term goals).

39
  • Tell people what you are doing.
  • Regularly update both everyone in the group and
    the outside world about how you are progressing.

40
  • Leaflets and newsletters are cheap effective
    tools for informing both your members and the
    community of what you are doing - and are a good
    way of seeking new recruits to the group

41
  • Formalizing the group
  • In order to be able to be really recognized in
    order to attract or be eligible for potential
    funding you will need to be able to demonstrate
    your group is both run democratically and is open
    to the whole community.

42
  • You will therefore have to formalize a committee
    to steer the group. Such a committee will need to
    have a minimum of 3 identified positions with
    recognized responsibilities.
  • These are
  • The Chair - to run meetings and ensure the group
    is on course.

43
  • The Secretary -
  • to prepare minutes and agendas for meetings and
    be responsible for ensuring the membership and
    the wider world are informed of what the group is
    doing and planning.

44
  • The Treasurer -
  • takes responsibility for the groups finances and
    for maintaining the records of income and
    expenditure.

45
  • In order to be able to keep track of who is
    responsible for doing what and when the group
    should draw up a Constitution. This document at a
    minimum should outline
  • How the group is organized.
  • Who is responsible for what?
  • How committee members are selected and made
    accountable.

46
  • The minimum information such a Constitution would
    therefore contain would be
  • The name of the group
  • The aims of the group (effectively a Mission
    Statement)

47
  • Who is eligible to join the group?
  • An Equal Opportunities statement
  • The General Rules the group has agreed to and
    the procedure required to alter or amend these
    rules and regulations

48
  • Details for an Annual General Meeting
  • An outline of financial recording and
    accountability
  • Quorum details - (details of the minimum number
    of people attending a group meeting for it to be
    considered 'legal' and binding on all members)

49
  • The procedure in place for shutting down and
    winding up the group and its activities
    (including how any group assets will be disposed
    of)

50
  • Trying to establish and maintain any group
    activity is not easy. There will always be people
    who have different or opposing ideas to our own,
    but the trick really is to see that these people
    are a potential asset to us and not a liability.
    None of us has the answers to every question,
    obstacle, or event, but others with different
    life experiences to our own may well possess such
    answers. Don't be afraid to draw on such wisdom
    and put it to good use.

51
  • Likewise, not everyone is good at detail work
    whilst others struggle to see the overall picture
    - make use of what people are good at and if you
    can help it don't pigeonhole them into jobs they
    are not suited to. Community Group work is mostly
    undertaken on a voluntary basis and group members
    who feel comfortable in their role are far more
    likely to stick around for awhile.

52
  • Whatever stage you are at in forming or running
    your group take heart - by reading this guide you
    are willing to acknowledge there might be other
    different (and possibly better ways) of doing
    things - by recognizing this, half your battle is
    already won.
  • From portions of
  • http//www.scips.org.uk/group9.html

53
  • Historical perspectives on communities

54
  • The concept of community
  • -ecological entity, social organization, moral or
    spiritual phenomena, psychological preposition
  • Social systems framework for understanding
    communities
  • Elements of rural community analysis
  • Demography
  • Ecology
  • History
  • Culture

55
  • Rural community subsystems economic, religion,
    government, education, health and welfare
  • Model and Methodology for community study
  • Choosing a community to study
  • How do you enter a community
  • Sources of community data

56
  • What does community mean in this text? It is the
    social networks of lesbians and is more than just
    a description of the population of people who
    describe themselves as lesbian. Consider in the
    context of sexual orientation, that people are
    not just either/or. Lesbian may describe someone
    who is exclusively involved with same sex or it
    may describe someone who is rarely involved.
    Generally it is the persons view of who they
    are.

57
  • It is a continuing collectivity of individuals
    who share some significant activity and who , out
    of a history of continuing interaction based on
    that activity, begin to generate a sense of a
    bounded group possessing special norms. A group
    identity based on sexual preference. subcultural
    values, which are basically feminist in origin.
  • It is not a place or geographic entity. it is a
    set of ties and relationships. shared values,
    institutional base (where one can congregate and
    what facilities might offer support)

58
  • What happens when one loses a culture? What if
    you dont fit in the majority world? What if you
    are ashamed of the backward nature of your family
    of origin? What does family or origin mean to you?

59
  • Government is our friend.
  • What is it? It is the way that groups of people
    organize society to be civil. Without
    government, chaos reigns, the strongest survives,
    it is a way to ensure unity of purpose,
    collective problem solving (water, electricity,
    protection, art, history, music) without rules of
    some sort, one loses the ability to predict or
    plan for the future. Even the smallest group will
    form rules that will govern behaviors and shape
    society.

60
  • We all believe in it.
  • We believe it must be effective
  • Problems in government are usually systemic not
    personnel oriented.

61
  • Government should take a new look at the way it
    does its business and move away from traditional
    polarized thoughts such as liberal vs.
    conservative.
  • We believe in equity and equal opportunity for
    all citizens.

62
  • Confidence in government and public service is at
    a low in America. Beginning in the late 1970s
    there was a tax payers revolt. It came on the
    heels of the 4000 dollar hammer, welfare queens,
    and a litany of other excesses in government that
    resulted in a degradation of the public servant
    and governmental entities. The general move of
    the welfare state from providing for its
    citizenry to making everyone pay for services,
    became the key issue in deciding public policy.
    This thinking of holding people accountable for
    services led ultimately to the dismantling of the
    welfare state. The five year lifetime limit for
    public assistance drew a line in the sand for
    public responsibility for the poor. we will help
    you a little but we will make it difficult to
    receive assistance and it will come with enormous
    strings attached that will ensure you get out of
    the welfare trap or you will be on you own. This
    suspicion is a reflection of how many view
    government. That it is a necessary evil and that
    less is better.

63
  • Macro organizational issues
  • Environmental determination of organizations
  • Organizations as structures to implement social
    policy
  • The roles and goals of organizations within
    communities

64
  • In reinventing government, the school district in
    Harlem had just about given up, when Anthony
    Alvarado and some teachers developed an
    alternative school for the more incorrigible.
    Each of the new schools demanded the students
    wear uniforms, were very non traditional and each
    school had its own focus. Each school allowed its
    teachers a good deal of latitude in presenting
    classes. Then they let the parents and students
    choose the schools they wanted to attend.
  • This provided input from the parents and students
    on what they believed to be important. Schools
    that were not well attended were closed or the
    faculty changed. This competitiveness within the
    public school campuses was a new way to look at
    the provision of public service. It had been,
    take it or leave it, but now a competitive edge
    was at each campus, in each teachers lesson
    plans, and the teachers rose to the occasion and
    reported being charged up by the competition.

65
  • Getting rid of the 4000 hammer in the military
    and developing rules that make sense is another
    way of inventing government or allowing an
    entrepreneurial spirit to permeate ones approach
    to service.

66
  • Bureaucracy used to have a good reputation. In
    early America, in the late 1800s government was
    run on a large scale much like boss hog ran his
    county or judge Roy Bean ran Pecos County,
    dispensing favors for votes and lucrative
    contracts let by the government to friends and
    family. The move to formalize a management system
    that got around the political bosses, eliminated
    cronyism, nepotism, and party favors, was a key
    to creating good government.

67
  • Despite its detractors, well run government saved
    America during the depression. Though some blame
    the democrats for creating the welfare state, it
    pulled the country out of a devastating
    depression, and is directly responsible for a
    good deal of the wealth of today. Things such a
    dental care, public health, public education,
    public higher education, good water systems, all
    came out of the New Deal, Public Works Projects
    and other governmental programs that began in the
    1930s under FDR. These were very brave ideas at
    the time and fit a spirit of entrepreneurship.

68
  • Profit, nonprofit and private not for profit
    organizations
  • Business has fundamental differences with
    governmental parameters. At the heart of business
    is profit while service is at the heart of
    government. Business gets is revenue from profits
    or sales, while government gets it from taxes.
    The priority for a government work is to not make
    a mistake that gets him noticed. For the business
    man it is to make a profit, regardless of how
    many mistakes he makes. The concept of risk is
    vastly different.

69
  • Privatization of human service organizations

70
  • This has been a push for the past several
    decades. One thought is that privatization puts
    money directly into the local economy through
    private providers and that this should always be
    viewed as the preferred function of government.
    The counter to this is that when private
    providers are used that there is a presumption
    that profit is being made in the delivery of
    services to the public and that his can lead to
    price gouging or conflict of interest. (ie. That
    the private provider would tend to maximize those
    services that provided the provider with the
    highest profit, further the provision of services
    by a provider would more likely tend to meet the
    bid specs vs the true need in a dynamic society,
    locking the system in place long after the need
    had changed or been eliminated.) A counter
    argument can be made for government in this area.

71
  • For instance we still have an agency who ensures
    that we keep national helium reserves dating back
    to the days of the dirigibles or blimps incase
    the government ever decides to float a fleet of
    them again. One argument for privatization is
    the idea that private business can alter or
    retool more quickly in its provision of services
    than government and that their motivation to
    change can be more readily affected, that they
    will tend to be more aware of the needs of the
    customer. It is rare private business that does
    not take pains to ensure that its product is what
    the customer wants. The watch word for the 1990s
    was viewing the recipient of services as a
    customer and react accordingly. Some compromise
    is clearly needed. We want the best of good
    business operating with the understanding of good
    government of the particular needs of the
    populace.

72
  • Alternatives to standard service delivery
  • Traditional functions
  • Creating legal rules and sanctions
  • Regulation or deregulation
  • Monitoring and investigation
  • Licensing
  • Tax policy
  • Grants
  • Subsidies
  • Loans
  • Loan Guarantees
  • Contracting

73
  • Innovative
  • Franchising
  • Public-private partnerships
  • PubicPublic partnerships
  • Quasi-public corporations
  • Public enterprise
  • Procurement
  • Insurance
  • Rewards
  • Changing public investment policy
  • Technical Assistance
  • Information
  • Referral
  • Volunteers
  • Vouchers
  • Impact fees
  • Catalyzing nongovernmental efforts
  • Convening nongovernmental leaders

74
  • Avant-Garde
  • Seed money
  • Euity investments
  • Voluntary associations
  • Coporductoin or self-help
  • Quid Pro Quos
  • Demand management
  • Sale, exchange, or use of property
  • Restructuring the market

75
  • Is your organization open to new ideas from all
    levels, or must ideas come up through the chain.
    Can one part of an organization meet with another
    and share ideas or enter a joint venture or try
    out a new idea together. Vertical organizations
    have a top down chart. Information travels down
    from boss to boss to boss and information travels
    up the same way. In a horizontal organization
    there is a presumption that every one knows their
    respective jobs and is competent and motivated to
    do it, so the typical management structure is
    much less needed. Much as a chief of staff at a
    hospital. Yes the chief manages, but he does not
    attempt to tell the doctors under him what to do,
    the management is more directed to coordination
    of ideas and methods, not enforcing methods. Some
    jobs are more open to this sort of management.
    The argument is that all jobs would benefit from
    more of the horizontal approach as the vertical
    arrangements tend to smother creativity.

76
  • Agency study methodology
  • Total Quality management processes
  • Quality circles
  • Bottom up assessment, customer sensitivity.

77
  • Organization
  • social units deliberately constructed and
    reconstructed to seek specific goals.
  • an organization is a collection of people
    engaged in specialized and interdependent
    activity to accomplish a goal or mission.
  • as systems of continuous, purposive,
    goal-oriented activity involving two or more
    people.
  • Note that any group can be considered an
    organization. In this context the key is
    together toward a goal, a goal directed group.
    This could be a Seal Team from Rainbow Six, a
    garden club, a Sunday School class.

78
  • Important are the rules that the group sets for
    itself and how it elects to make decisions. In
    systems theory we have seen how the system can be
    greater than its parts, or a system can develop a
    life of its own. The organization theory holds
    the same for the organization of group. There are
    many instances in human history that reflect
    this. The ice age mastodon hunters were able to
    bring down an animal hundreds of times their size
    through an organized approach, doing something a
    single person could never do. Imagine for a
    minute why this might be possible.

79
  • Consider a troup of 100 spear wielding people
    attacking a mastodon one at a time with no
    organization. 100 flattened corpes left, 1 mildly
    bored mastodon. With organization (read clan of
    the cave bear), a few brave and quick hunter can
    amplify the strength and catch the animal in
    areas of vulnerability. How did this occur? Did a
    wise iceman suddenly see how it might be done?
    Anthropologists suggest that this behavior came
    to the ice age people from viewing the wolf
    packs. Fossil and cave paintings reflect the
    reverence for wolves. They dressed in their skins
    and performed ritualized dances in honor of the
    wolf. It would much less of a jump for a poorly
    organized troup to learn from observing a wolf
    pack bringing down a large bison or elk and from
    there make tentative attempts with larger animals
    by mimicking the same strategies.

80
  • Are we then a modern pack of wolves and have this
    in our heritage? The definition of an
    organization goal fits this model the desired or
    intended ends or results to be achieved by an
    organization or as a desired state of affairs
    which the organization attempts to realized, can
    be well viewed through the eyes of the wolf pack,
    the ice mens tribe, the Seal team, the workers
    in a unit, the community group, the union
    members, Sunday school class, or the Optimist
    club. Each form from shared goals and are the
    most effective when they share a vision that
    contributes to the overall survival and
    maintenance of the organization.

81
  • Social care goals are those directed to changing
    the environment in order for people to improve
    the quality of their lives and reach maximum
    potential.

82
  • Social control relates to control of other who
    might interfere with their own goals or the goals
    of others.
  • Rehabilitation are those directed toward changing
    individuals so they will have improved quality of
    life and better opportunity to reach their
    fullest potential.

83
  • Goal Displacement is when a new goal contradicts
    an existing one.
  • Goal succession is when one goal is replaced by
    another, such as when a drunk challenges someone
    to step out side and when the other stands,
    reveals that he is 68 and weighs 250 with no
    neck and his goal alters to finding a back door
    to slip out quietly.

84
  • Scientific or classical management theory
  • Frederick Taylor, an engineer, cir 1895, put
    forth this model for organizational management.
  • Efficiency
  • Effectiveness

85
  • Science of work
  • Scientific selection and training of staff
  • Managements work with staff in implementation
  • Managements planning and development of
    procedural rules for staff to follow

86
  • Bureaucracy
  • Classic model of organizations put forth by Max
    Weber (1864-1920)
  • It can be synonymous with organization.
  • stable and officially stated structure of
    authority, an organizational chart.
  • a hierarchy clearly defines who is over whom
  • a record of transactions, regulations, and
    policies kept over time
  • specialized training for management
  • official duties take precedence
  • follows stable rules
  • career oriented approach to work
  • management is apart from owners
  • management has authority to delegate resources

87
  • Why does it now have a negative stereotype?
    During the late 1940s and through the 1950s in
    America there was much more exposure to heavy
    industry than ever before for most of Americans.
    During the building of heavy industry for WWII
    there was a tremendous growth in companies. Small
    machine shops that had ten to 20 workers suddenly
    faced staffing major production lines of hundreds
    and even thousands of employees. This required a
    tremendous shift in the development of rules and
    policies that felt to be necessary in the
    maintenance of large production lines and large
    numbers of staff. With the downsizing that came
    following the end of the war and even more
    following the end of the Korean conflict, these
    massive bureaucracies were viewed from the
    smaller, newer companies that took the place of
    the larger more well established company.

88
  • Also, the new business climate was much
    different. Instead of building more of what was
    being built, new ideas resulted in new inventions
    and new wealth (the 1950s were a time of great
    prosperity, due in part to the energy of men
    returning from the war who came back trained,
    used to a certain life style, exposed to new
    ideas, and the GI bill). With new wealth came
    demand for goods, both new and old. People wanted
    new cars with new and better options, new
    refrigerators, newly designed radios, recording
    processes, television, color television, etc. all
    required a different sort of company, one that
    could adjust to a new product, envision a new
    product based on its need, get the new product
    into production and into the market quickly.
    Companies had to be able to completely retool in
    a matter of months or even weeks, a task that
    used to take years if not end the life of most
    companies.

89
  • This requires a much more flexible approach to
    management and some of the regulations became to
    be seen in a negative light, as standing in the
    way of progress. The Old guard was often let go
    as they had difficulty letting loose of the tight
    strands of red tape that held the old
    organization (and their positions in it in place.

90
  • This set the stage for human relations theory of
    organizational management. The old operated on
    the notion of X or Y theory. The management
    viewed production staff as only interested in
    tangible rewards or punishments in terms of how
    they would respond to management. This was called
    X theory of management. At the other end of the
    spectrum was the career management person who was
    felt to be in his place due to company loyalty
    and a shared vision. This reflected the Y theory,
    that someone does something for more intrinsic
    rewards instead of extrinsic rewards.

91
  • X inherent dislike for work must be forced or
    threatened directly with job loss or pay loss
    inherent preference for being directed and shuns
    responsibility. Security critical
  • (better fits with the classical approach)

92
  • Y expects to work as a part of life goals self
    directed to objectives to which they are
    commited self actualization is highest goal
    wants responsibility untapped creativity pool
    untapped potential in everyone.
  • (better fits with the human relations approach)

93
  • Due much to the increase in production and the
    critical needs the war effort placed on
    management and owners, the field was hungry for
    increasing the level of information about
    management. The Hawthorne Studies, by Elton Mayo
    showed that any attention provided to workers
    increased their output (they tried various levels
    of lighting and work increased under all
    conditions as long as the workers were aware that
    an experiment was underway) It became called the
    Hawthorne Effect. Also noted was the tendency
    for the group to set normative work expectations
    for the group, apart from management.

94
  • This surprised management theorist and began a
    focus more on some of the more esoteric and
    heretofore undiscussed issues such as the effect
    of group dynamics, small group behaviors, what
    makes a good leader, how decisions are made,
    routes of communication, and ways of sharing
    goals.

95
  • As open systems an organization would have the
    following characteristics
  • importation of energy
  • throughput use energy to produce goods or
    provide services
  • output
  • systems as cycles of events Self replicating
  • negative entropy something to fight chaos
  • information input, negative feedback and the
    coding process evaluation process
  • steady state and dynamic homeostasis a movable
    balance established by organizations taking in
    energy and information, using it, then exporting
    it in return for needed resources in a functional
    way. A dynamic movable balance.
  • differentiation to greater complexity and
    greater specialization of function
  • equfinality the attainment of goals via
    different paths

96
  • Contingency theory that organization always make
    decisions on incomplete information and that
    every decision is made in the context of all
    other issues. Sounds a good deal like the
    person-in-the-situation theory. Decision making
    is always made with incomplete information.
    Monday morning quarter backing is not a decision.
    It is too late. The great managers are often
    viewed in awe as near fortune tellers. how did
    they know this would work?

97
  • They had to have known something we didnt
    know. Often from a distance managers are viewed
    highly critically in that their decisions may not
    be what the production worker would have made in
    part due to the necessity of the manager to
    forecast what will be needed a month to a year in
    advance on a production line or in a decision
    that might impact the environment in which
    production or service occurs.

98
  • Negatives aspects of Theory X or the classical
    management approach.
  • Negative aspects of Theory Y or the Human
    Relations Perspective.
  • Positive?

99
  • Organizational Culture How things are done
    around here? The real organizational chart. Who
    has the dirt? Who wields the real power? How are
    decisions really made? Who is the fair haired who
    have their ideas listened to more seriously?

100
  • Oligarchy decisions controlled by a few. A
    failing of organizations is that they almost
    always eventually see their maintenance as
    becoming a primary goal vs the original goal that
    created the organization. Perhaps this is part
    of human nature. The self interest of the rulers
    prohibit major change, especially any change that
    does not benefit or especially change that puts
    their roles and lines of information at risk.
    Avoid change or disenstion at all costs, avoid
    making waves, those that do are not reinforced or
    rewarded.

101
  • Consensus organizations any enterprise in which
    control resets ultimately and overwhelmingly with
    the members-employees-owners, regardless of the
    particular legal framework through which it is
    achieved. Were all in this together approach.
    All for one, one for all. Where would this idea
    work best? Who is in charge?

102
  • Consensus
  • I believe that you understand my point of view
  • I believe that I understand your point of view.
  • Whether or not I prefer this decision, I will
    support it, because it was arrived at in an open
    and fair manner.
  • TQM
  • focus on the consumer of the organizations
    services
  • involvement of everyone in the organization in
    pursuit of quality
  • a heafvy empasis on temwork
  • encouragement of all employees to think agbou
    tand pursue quality whtint he organization
  • mistakes are not to be covered up but ar to be
    used as learning experiences opportunities
  • workers are encouraged ot work out problems
    solvable at their level and not to pass them
    along to the next level
  • everyone is on the quality team and everyone is
    responsible and encouraged to pursue quality

103
  • As open systems an organization would have the
    following characteristics
  • importation of energy
  • throughput use energy to produce goods or
    provide services
  • output
  • systems as cycles of events Self replicating
  • negative entropy something to fight chaos
  • information input, negative feedback and the
    coding process evaluation process
  • steady state and dynamic homeostasis a movable
    balance established by organizations taking in
    energy and information, using it, then exporting
    it in return for needed resources in a functional
    way. A dynamic movable balance.
  • differentiation to greater complexity and
    greater specialization of function
  • equfinality the attainment of goals via
    different paths

104
  • Japanese Social Welfare
  • flexible job descriptions
  • use of nemawashi information decision making
    process

105
  • Nemawashi (???) in Japanese culture is an
    informal process of quietly laying the foundation
    for some proposed change or project, by talking
    to the people concerned, gathering support and
    feedback, and so forth. It is considered an
    important element in any major change, before any
    formal steps are taken, and successful nemawashi
    enables changes to be carried out with the
    consent of all sides.
  • Nemawashi literally translates as "going around
    the roots", from ? (ne, root) and ?? (mawasu, to
    go around something). Its original meaning was
    literal digging around the roots of a tree, to
    prepare it for a transplant.
  • Nemawashi is often cited as an example of a
    Japanese word which is difficult to translate
    effectively, because it is tied so closely to
    Japanese culture itself, although it is often
    translated as 'laying the groundwork.'

106
  • the ring decision making process
  • promotion of the wa unity Japanese Wa (??
    "Japan, Japanese", from Chinese Wo ?), is the
    oldest recorded name of Japan. Chinese, Korean,
    and Japanese scribes regularly wrote Wa or Yamato
    "Japan" with this Chinese character until the 8th
    century, when the Japanese found fault with the
    belittling character for Wo ? "Japan" and
    replaced Wa ? with Wa ? "harmony peace".
  • Job reassignment and rotation
  • extensive training job is for life
  • total quality control or total quality management
    or quality circles

107
  • Pluralistic work place Why

108
  • Disabilities/obligation or barrier?
  • John
  • Misfit 1720-deviant
  • Idiot 1850-boarding school to lessen deviancy,
    new labels
  • Idiot 1881- farm
  • Idiot 1890-asylum
  • Retardate 1920-state-run institutions
  • Developmental disability 1970-intermediate care
    facility
  • Individual with a developmental
    disorder 1980-alternate placement in group
    homes/apartments
  • Consumer/neighbor/diversity 1990-community based
    supported living, option of choice

109
  • Micro organizational issues traditional and
    alternative paradigms
  • Issues Motivation
  • Leadership
  • Power
  • Culture/climate
  • Decision-making
  • Communication
  • Employee evaluation/reward systems
  • Employee satisfaction
  • Quality management
  • Consumer complaints
  • Staff conflict
  • Sexual harassment
  • Diversity issues
  • Values and ethics
  • Rural issues
  • Supervision/staff development

110
  • Motivation
  • What motivates people to work? Most human
    services studies in this area place money as
    third or fourth on the list of things that
    motivate the most. The most often repeated
    desired reward is recognition/appreciation of
    creative effort and recognition of character.
    Give examples of character recognition. Effective
    Rewards for workers can include specific comments
    about their work and their abilities or
    character. Formal recognition also has its
    place. In small groups my saying some one is
    doing a great job, if I do not know the job,
    falls hallow and shallow. I must know something
    about the persons job for me to comment on how
    good it is. How could you praise without knowing
    how a job is done? You could look at the results
    or at the comparative work in other areas. Or you
    could work with the person in having them
    establish goals and cheer with them when they are
    met.

111
  • Leadership
  • This is related to the concept of supervision an
    motivation. The effective leader must both
    develop and impart a vision for what the group is
    about. This vision becomes the kernel of what the
    unit will view and measure their work against. In
    a best world the shared vision becomes the very
    best supervisor in that all staff can begin to
    self supervise, using self assessment in
    determining whether or not their work is near the
    mark. The effective leader shows respect
    regardless of gender, race, etc. and makes this a
    critical part of modeling. Care to show that the
    leader cares for the group collectively and
    individually. The reason most given for burnout
    is related to the feeling that one has lost
    control of his environment and has limited or no
    input into his situation. This leads to
    powerlessness and feelings of burnout and
    impotence.

112
  • Power
  • Personal power,
  • Ascribed power
  • Assumed power

113
  • Culture/climate
  • Our culture defines to some degree how we feel
    about our work an our play. What defines the
    work day? 9-5 / 5 days a week with 2 week Also
    discuss more about the treatment the comparison
    group will receive, the number of visits, time
    spent, etc. as you have done with the
    experimental groups a year vacation. In Israel a
    month or more is common. In Europe the feeling is
    the same. Vacations are considered an important
    part of life. Timeliness is also considered
    differently from culture to culture.

114
  • Decision making
  • Democratic, leaderships, committees, matrix.
    Stake holders, Delphi concept

115
  • Communication
  • Open/closed
  • One way
  • Email/memos
  • Committee work
  • Employee evaluation/reward systems
  • How often and what shape should it take
  • Merit systems
  • Employee satisfaction
  • What generates this the most? Monetary rewards.
    No. more likely control over ones job
    environment, and a shared part of te agencies
    purpose and outcome.
  • Quality management
  • TQM Quality circles. Feedback. The bowling with
    curtain concept.
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