The Organization’s Structure and Mission
The structure of an organization refers to both the formal and informal way that duties and responsibilities, channels of authority, avenues of communication, and levels of power are developed and coordinated in an organization.
Getting to understand the structure of an organization is not only being acquainted with the decision making process but also getting to know the chain of command that is followed, procedures that govern provision of service to the customers and how your own expectations regarding the job fit into the broad scheme of things (Kirst-Ashman and Hull, 2008, p. 24).
The organization is a drug rehabilitation group whose sole mission is to establish policies and programs that will make individuals break their drug abuse habits, develop alternatives to a life-style that is drug related. The organization has also established a youth centre to provide youth with an opportunity not only to have fun but also to take part in productive activities and socialize.
Generally, organizational structure comprises of a chain of command, decision-making process, and specifications in procedures, as well as how labor is divided (Slavin, 1985, p. 105). The organization has a simple structure with two main levels, which are the operating level and the strategic apex.
Direct supervision and oversight are the means through which coordination of the organization is carried out. Due to this simple organizational structure, the community organization has managed to attain both adaptability and flexibility.
These two virtues can be created within the organization. However, given that vices can easily emanate from the virtues, the management often initiates or inhibits change. One of the ways in which the organization enhances this is to punish unpredictably and reward colossally.
The organization comprises of the manager, counselor, educator, facilitator, advocate, and mobilizer. Being too close to the organization’s daily operations can easily result to the general facilitator being not only side tracked but also losing sight of the long-term strategies (Bolman and Deal, 2008, p. 80).
Thus, daily operations have been left in the hands of the coordinator. Every member has his/her own line of duties assigned to him or her by the manager. However, teamwork is encouraged and fulfilled in the performance of duties
The counselor plays a role in giving guidance to the clients and helps them in problem solving. For example, one of our counselors may assist a teenager on choosing a suitable contraceptive. The role of the educator is to offer information as well as give relevant skills.
For example, the organization’s educator may teach the youth on the negative effects of excessive drinking. The manager coordinates all group activities and connects with other agencies, facilities or organizations to ensure that needed services have been effectively rendered.
On the other hand, the mobilizer links with and convenes the people who are in the community to identify areas of need (Kirst-Ashman and Hull, 2008). Most of the decisions are made by the manager after consulting with the rest of staff members.
The organization carries out its duties in collaboration with other organizations based within the same community and receives its funding from government agencies and donors. It has been in existence for the last two years and its impact continues to be felt in most parts of the community.
The Human Relations Model as Depicted in the Organization
This draws more on the psychology rather than on engineering and accounting like the rational model would do. The model borrows much from McGregor’s theory X and theory Y. Theory X suggests that employees do not like work and can do all that they can to avoid it.
Therefore, managers have to employ several control schemes such as coercion and threats to ensure that employees are working towards the fulfillment of the organization’s goals. The theory assumes that the normal employee is lazy, is less ambitious, and esteems security more than anything else (Schwalbe, 2008, p. 347; Fournies, 2000, p. 33).
Research seemed to disapprove this theory after which McGregor came up with a set of assumptions governing human behavior that is theory Y and is at times termed as the human relations model. This theory does not ascribe to the fact that employees do not like working, but rather regard work to be as natural as resting or playing.
Self-actualization and satisfaction of rewards are the main rewards for the workers. The two theories are based on the managers’ perception of workers.
Individual Role in Meeting organizational Goals
There arte specific elements of the human relations model that are evident in our organization. First, it is comprised of individual people who make collective efforts to ensure that the goals of the organization have been achieved.
The main goal of the organization is to reduce drug abuse in the community. This is achieved by carrying out several programmes in which everybody plays their respective role.
Therefore, the efforts contributed by each individual in the group count and they are required for the attainment of the organization’s goal.
When the spirit of team work takes centre stage in the organization, everything is synchronized, there is flow of ideas, everybody is clear with regard to what is supposed to be done, there is clear and open communication among all members, everybody is comfortable with regard to decisions made and they operate in matching harmony (Cahill, 2003, p. 59).
Teamwork is important since it leads to devotion, innovation, growth, and support, both at an individual and organizational level (Russell and Swanburg, 2006, p. 120).
Use of Small Groups
Secondly, individuals work through small groups. These work groups are informal with many dynamics. There are groups of young people with serious emotional and behavioral problems as a result of drug abuse especially with regard to the use of hard drugs. The organization works at rehabilitation of members belonging to this group.
There are groups of parents who are taught and trained on how to deal with children who are drug abusive as well as how to effectively nurture children so as to prevent them from being caught up in drug and substance abuse.
There are other groups of youth who engage in different activities such as sports and fun. There are also school-based teams to enlighten teenagers and other young people on the drug abuse.
Conflict Resolution through Communication
Thirdly, there is good communication from the manager to all other staff members. The purpose of this is to avoid any conflict that might erupt within the organization. This is because conflict is not only unnecessary but also counterproductive. Communication breakdowns are the main cause of conflict.
Good skills in communication are very crucial in resolving conflicts and carrying out other negotiations. Whether conflict is desirable or not, it exists within the organization and is endemic. As people interact in the organization, tension is created by different values and situations.
When conflict is noticed, appreciated, and managed in a manner that is appropriate, benefits for the individual and the entire organization will result. A manager who is caring and effective uses the conflict to ensure that both the individuals involved and segments of the organization have undergone growth (Silverthome, 2005, p. 193).
The manager of the organization is effective since he often uses conflicts for stimulating personal commitment, dealing with apparent problems, ensuring that both self-appraisal and critical vigilance have been increased and in examining values that conflict when arriving at organizational decisions.
The fourth aspect of this model is the need for managers to possess and cultivate leadership skills. Having human relations, skills will enable them to have an understanding of the employees’ needs and then be able to coordinate the needs within the organization.
Both formal and social forms of authority are requisites if the managers have to achieve this. Hence, an effective manager will emerge as a team leader rather than a dictator.
The manager in our organization has a set of leadership skills that have helped the organization to move forward. These are technical skills, which are important in helping him maintain and navigate the organization.
He also possesses administrative skills that are helpful in managing the organization’s resources such as operating funds from government agencies and other organizations, physical assets, human resources within the organization and other kinds of resources.
He also has conceptual skills, which have been enabling him to detect the potential consequences of any given decision. These skills are also exhibited by almost every member of staff in the organization since most of their roles entail leadership.
The technical, administrative, and conceptual skills are as important to the modern day organizational leader as they were to the captain of a ship during the golden era of piracy (Heatherly, 2008, p. 11).
Additionally, the manager has some interpersonal skills whose application has helped in enabling the organization to be on its feet. They include the ability: to resolve conflicts among members of staff, build a team without necessarily finding fault or pointing a finger of accusation and making suitable decisions (Levin, 2010, p. 247).
Bolman, L. and Deal, T. (2008). Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass.
Cahill, K.M. (2003). Basics of International Humanitarian Missions. NY: The Center for International Health and Cooperation.
Fournies, F. F. (2000). Coaching for Improved Work Experience. NY: Mc-Graw Hill Professional.
Heatherly, D. (2008). A Pirate Captain’s Guide to Leadership: How to Turn Workplace Pirates into Motivated and Productive Employees. Las Vegas, Nevada: A Light House for Leaders
Kirst-Ashman, K. and Hull, G. (2008). Understanding Generalist Practice. Belmont: Cengage Learning.
Levin, G. (2010). Interpersonal Skills for Portfolio, Program, and Project Managers. Vienna: Management Concepts.
Russell, L. and Swanburg, R. (2006). Management and leadership for nurse administrators. NY: Jones and Bartlett Learning.
Schwalbe, K. (2008). Information Technology Project Management. Boston: Cengage Learning.
Silverthome, C.P. (2005). Organizational psychology in cross-cultural perspective. New York and London: New York University Press.
Slavin, S. (1985). Social Administration: An introduction to human services management. New York: Routledge.