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.