Administration Flashcards

1
Q

Overview: Formal Organization

A

social grouping deliberately constructed and reconstructed to realize specific goals

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2
Q

Formal Organization: Contrast with Other Social Units

A

organizations have greater control over their activities, purposes, culture, nature, and destiny than other social groupings

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3
Q

What should all organizations have?

A

organizational manual showing its structures and procedures

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4
Q

What do successful organizations do?

A

discover new needs, create and refine new objectives, and adapt to changes in its internal and external environment

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5
Q

What do social welfare organizations seek?

A

achieve vague, often unquantifiable goals

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6
Q

Why do staffing changes frequently change within organizations?

A

low salaries and “burnout”

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7
Q

What influence does the environment have on an organization?

A

social and political changes influence the priorities of funding sources, on government agencies, and on the general public

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8
Q

Major Perspectives on Administration: Classical Management/Scientific Management

A

the employee is an appendage of the company

when a worker is well-disciplined and closely supervised, management achieves high levels or productivity

the employee determines work output

major motivation for work is all economic

productivity is limited to remuneration

the formal, hierarchical organizational structure stresses production, compliance, and efficiency

for the system to work efficiently, production workers must engage in specialized, repetitive tasks that do not require individual judgement

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9
Q

Major Perspectives on Administration: Elton Mayo

A

suggested that formal organizational arrangements are not the only factors that determine productivity

studies implied that social and psychological factors as well as group norms beyond the reach of formal authority were influential in determining production levels

eventually school argued that workplace organization should be based on more complex and layered views of human behavior

worker morale is important

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10
Q

Major Perspectives on Administration: Structuralists

A

synthesize classical and human relations school

organizational and individual needs can conflict

stress among various levels within organizations

economic and non-economic social motivations are present

formal and informal organizational structures

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11
Q

Major Perspectives on Administration: Decision-Making School

A

concerned with decision making process and forces that influence them

satisfying rather than maximizing objectives in decision-making

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12
Q

Major Perspectives on Administration: Systems

A

viewed as systems consisting of interacting, interdependent parts

organizations are related to other surrounding systems

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13
Q

Systems: Major Organizational Processes

A

Input: energy or resources that must be acquired

Throughput: the work done

Output: the results of the organization’s effort

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14
Q

Systems: Other Features of Systems

A

open or closed: how open is the organization to changes in its environment

feedback: degree or organization’s openness to new information about changes in the environment or workings of various internal subsystems

feedback requires constant absorption and processing of information, and the capacity to makes changes that increase organizational effectiveness and efficiency

systemic or empirical feedback is mediated by observation, participation, and intuition

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15
Q

Who was the major contributor to the theory of formal organizations and the introduction of the term “bureaucracy?”

A

Max Weber

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16
Q

Bureaucratic Structure: Highly Rational

A

written rules and regulations that usually circumscribe bureaucratic functions

specific spheres of competence

principal of hierarchy

specialized training

exclusion of personal considerations; staff chosen on basis of competence

impersonal relationships insure random or interpersonal factors are minimized or controlled

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17
Q

Bureaucratic Structure: Advantages

A

specialized skills are easier to coordinate

written rules assure greater uniformity and consistency

promotion based on competence rather than political criteria or family relations

assures organizational stability and predictability; specialized work units prevent disruptions caused by a single inefficient work unit

more effective and efficient

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18
Q

Bureaucratic Structure: Disadvantages

A

limits employee imagination and scope

rules or means can displace purposes and goals
neglects human need and discretion

rigid: slow to respond to changing conditions

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19
Q

Executive Administration Functions: Planning

A

Establishing the mission or purpose of an organization and the reason for an organization’s existence

organization tools include: management by objectives, total quality management, and various forms of self-evaluation or participatory strategic planning

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20
Q

Planning: Mission

A

a broad statements of agency purpose

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21
Q

Planning: PBS (Planning, Programming, and Budgeting Procedures)

A

a rational model for organizing the planning and program development function

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22
Q

Planning: MBO (Management by Objectives)

A

staff is involved in setting organizational objectives and administration in program evaluation

increases staff competence and investment in the organization’s work

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23
Q

What problems can arise with MBO?

A

possibly costly in staff time and energy; may focus on internal conditions and neglect external environment

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24
Q

What does planning include?

A

determining end goals or objectives

determining resources and methods to be used

allocating responsibility for reaching goals

selecting methods of evaluation

considering future anticipated conditions

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25
Executive Administrative Functions: Organizing
establishing a formal structure through which work is arranged, coordinated, and carried out
26
Organizing: Formal Organization Structure
specify various tasks allocated to each position chain of command unity of command division of labor acknowledges specialized work matrix organization
27
Organization Concepts: Chain of Command
a vertical hierarchy that details level of responsibility and authority
28
Organization Concepts: Unity of Command
all workers in a unit report to a single supervisor to insure organizational control
29
Organization: Matrix Organization
forms teams and departments
30
Organization: Organizational Chart
graphical illustration of the organizational structure that depicts who is responsible to whom
31
Organizational Chart: Board of Directors
volunteers who are hired by the organizational director they establish the legal existence of the agency set broad agency policy and direction assumes responsibility for securing finances accounts for funds and approves the agency budget approves conditions of work and personnel policies interprets the agency's work to the community
32
Organization: Determine the Span of Control
number of workers assigned to a supervisor
33
Staffing: Personnel Functions (Human Resource Management)
recruit and select personnel create a rational, easily understood, and fair salary structure work force utilization staff development and training provide ancillary support to staff evaluate staff form committees standing committees ad hoc committees
34
What are ad hoc committees?
created to accomplish a specific task and then dissolved
35
Concepts: Instrumental Directing
actions aimed at achieving organizational goals
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Concepts: Expressive Directing
actions concerned about staff's feelings and maintaining high employee morale
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Concepts: Autocratic, authoritarian behavior
administrator uses power to direct in a bossy and arbitrary manner does not solicit or use input from other staff
38
Controlling: Reporting (Management Information Systems)
technical tools used to collect and disseminated data
39
Reporting: Produce Written Reports (Financial, Personnel, Production)
1. State Problem 2. Define Scope of the Problem 3. Plan Research 4. Collect Data 5. Analyze Data 6. Form Conclusions 7. Organize Report 8. Prepare Draft 9. Edit Draft 10. Publish Report
40
Controlling: Budgeting
detailed financial blueprint of an organization's expenditures for a specific time or program policy document that asserts agency priorities
41
Budgeting: Line Item Budget
shows expenditures for specific items budgets tend to increase automatically as staff salaries and other expenses rise, and as program responsibilities expand
42
Budgeting: Program, or Functional Budgeting
clusters items by programs or activities permits cost evaluation of each program
43
Budgeting: Zero-Based Budgeting
constructing a new budget without basing it on prior years' programs organization must re-justify its mission, purposes, and spending
44
Budgeting: Japanese C Systems or Quality Circles
assembly line system in which study groups led by supervisors problem-solve and innovate new methods (Deming Method)
45
Budgeting: Flow Charts
show processes used from beginning to end in carrying out organization's work
46
Budgeting: Personnel
budget shows available positions, assigned work, and cost of salaries and fringe benefits
47
What supplies need to be included in budgeting?
advertising, rent, heat, telephone, printing, travel, insurance, miscellaneous
48
Budget Analysis Shows: Ratio of Administrative Costs
answers questions about the proportion of budget spent on client services, fund-raising, and management
49
Budget Analysis Shows: Comparison of Other Agencies
costs of services, individual salaries, quality of services
50
Budget Analysis Shows: Trends Across Several Years
cost growth and where are they growing
51
Budget Analysis Shows: Projections
what budget increases can be anticipated?
52
Budgeting: Sunset Provisions
a program, statute, policy, or law with a predetermined expiration date agencies may fund programs for a specific period without a commitment to continue beyond that time
53
Budgeting: Cost-Benefit Analysis
compares benefits against the cost of the program service organizations can maximize benefits and minimize costs
54
Executive Administration Functions: Evaluation and Accountability
evaluation processes requires establishing organizational objectives, measuring the extent to which they were achieved, and modifying service to increase effectiveness and/or efficiency
55
What is efficiency versus effectiveness?
efficiency is the maximum performance that can be obtained using the least resources effectiveness is achieving organizational goals
56
What're the steps in program evaluation?
1. Determine what is to be evaluated 2. Identify the appropriate consumers of the research 3. Solicit cooperation of the staff 4. Specify program objectives 5. Delineate evaluation objectives 6. Select variables 7. Devise evaluation design 8. Implement the evaluation design 9. Analyze and interpret findings 10. Report and implement results
57
What is the primary goal of supportive supervision?
improve the worker's skills and to improve service to clients 1. Assessment of sources of job-related stress 2. Evaluation of the way the worker has engaged this stress in the past 3. Development of strategies to deal with the stress 4. Focusing on the best way to manage stress and improve job functioning
58
What're the advantages of group supervision?
uses supervisor's time effectively and efficiently draws on resources of group members provides opportunity for members to share common problems some workers are more comfortable in a group generates additional types of information for supervisor
59
What're the disadvantages of group supervision?
easier for the individual worker to "hide" or lay back many supervisors have inadequate group skills groups may become rebellious and refocus energies on complaints or negative forces loyalty issues may develop many individual supervisory problems may not be addressed
60
When is group supervision used?
to supplement for individual supervision
61
What is authoritarian leadership?
leaser tends to decide unilaterally and then instruct subordinates
62
What is democratic leadership?
seek the participation of others
63
What is laisses faire?
tends to allow others to make decisions with little central direction
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What type of leadership tends to lead towards higher work satisfaction and a better working environment?
democratic leadership
65
Leadership Theories: Trait Theories
leadership involves clusters of personal qualities these are categorized as personality traits, abilities, and social skills
66
Leadership Theories: Managerial Grid
good leadership involves equal concern for getting the agency's work done and relationships with staff
67
Leadership Theories: Situational Leadership
situation determines whether leaders should be more task- or people-oriented
68
Leadership Theories: Contingency Leadership
good leaders can assess each situation and act accordingly
69
Organizational Goals and Related Issues: Goal Displacement
organizational processes that subvert manifest or stated agency goals gradual and represents a replacement of ideological goals with bureaucratic procedures
70
Organizational Goals and Related Issues: Goal Succession
occurs when an organization's goals have been met or are superannuated
71
Organizational Goals and Related Issues: Host Agency
organization with broad purposes, which also serves a social work function and hires social workers
72
Organizational Goals and Related Issues: Consultation
brings knowledge and a different, independent perspective to agency problems or case situations consultants may help in diagnosing, designing a treatment plan, or in assessing outcomes
73