View
223
Download
3
Category
Tags:
Preview:
Citation preview
Agency-Environment Relations
ENVIRONMENT – all external conditions that actually or potentially affect an organization.
DOMAIN – the points at which the organization is dependent on resources from the environment.
DOMAIN CONSENSUS – a set of expectations about what the organization will or will not do.
LEGITIMACY – a generalized conception that the actions of an entity are desirable or appropriate within some socially constructed system of norms, values, and beliefs.
Environmental Elements
National and International Economics
Political, Economic, and Cultural Attitudes
Demographic Composition
Religious Organizations
Characteristics of the
Environment
Placidity vs. Turbulence
Homogeneity vs. Heterogeneity
Richness vs. Paucity
Stability vs. Instability
Simple vs. Complex
Organized vs. Unorganized
Certainty vs. Uncertainty
ADAPTATION – the process of change by which the organization provides a better and better solution to the problem
COPABILITY – the internal ability to maintain your identity and overcome change
Contingency Theory-No single structure is effective for all organizations -Structures must meet contextual demands of the environment
Political Economy/ Resource Dependence Theory-In order to survive you must have legitimacy and power as well as resources
-These resources are controlled by agents in the external environment
Adapta
tion T
heorie
s
More Theories . . .
ECOLOGICAL THEORIES
- Survival of the fittest amongst similar organizations
- Your ecological niche determines the capacity of organizations
- Can organizations not change?
INSTITUTIONAL THEORY
- Organizations are driven to incorporate practices and procedures of prevailing institutions (i.e., the government)
- Organizations that conform gain legitimacy and resources
Consolidated
Systemic
Promotional
Obligational
Degre
e o
f C
en
tral C
on
trol
~ A relationship between an autonomous organization and one or more other Organizations that join to achieve a goal none could achieve on its own.
Inter-organizational Relationships (IORs)
Reasons For Collaboration
The Need for Resources
The Need to Expand
The Need to Compete
The Need to Move Quickly
The Need to Achieve Economies of Scale
An Applied Example: A youth tutoring organization is
having trouble connecting with their Latino students …
Initial Phase
You find out the father of one of your students sits on the board of a Latino Advocacy organization. You ask the father if he will introduce you to the director.
Between the two boards a common vision statement is drafted based on each agencies core values.
Committee meetings are scheduled and you begin forming trust by attending and being professional at these meetings.
Implementation Phase
The advocacy organization begins offering translation services and bi-lingual tutors to your organization and in return we market their agency and include them in major fundraisers.
A collaboration manager is hired at each agency to monitor the partnership. They report directly to you the director.
Research continues by both organizations so that the most up to date knowledge can be shared. Quarterly reports are submitted to both boards.
Chapter 22: Policy Advocacy and Lobbying
A critical skill for managers of HSOs is “the ability to conduct meaningful policy advocacy in order to boost awareness of
and resources available to an organization, its clients, and its community” (p. 455).
Advocacy in the Human Services
Historically relevant to social work and social activism (i.e. settlement house movement, Progressive Era, etc.
Currently relevant to social work and social activism (NASW, Code of Ethics)
What can it look like? Policy Advocacy vs. Case Advocacy; Macro vs. Micro
Advocacy in Human Services Management
What is the actual participation of human service organizations or managers in advocacy work? (Sosin, Pawlak and Flynn, Salamon)
What are the benefits from participating in this kind of work? (importance for clients, improved service delivery systems, organizational health, more?)
Barrier 1: Legal Restrictions and Misunderstandings
Fear of violating the law; Consequences are too great
Misunderstanding of lobbying regulations
What happens if an issue for which you are passionate about violates organizational policies? How do you respond?
How can we address this problem?
Barrier 2: Leadership Initiative and Training
Lack of managerial initiative
Lack of training or access to training
Lack of political involvement; Is the social political and vice versa?
Can we think of examples within this school that promotes advocacy work?
How can we address this problem?
Barrier 3: Organizational Capacity
Challenges to networking and advocacy
What needs to be addressed? (enhancing the public understanding of key policy issues, strengthening relationships with key policymakers, responding effectively to community expectations, and interacting with other organizations, more?)
Resources for advocacy work (Human resources and funding)
Strategies and Tactics
Coalitions
Media Communications
Framing the Issue
New Technologies
Who Should Participate?
Striving for Effectiveness
CLASS ACTIVITY
You currently hold a managerial position within the Autism Society of North Carolina and are looking to increase the amount of advocacy work within the Triangle. There is a new education bill that may decrease the the budget of disability services within public schools, which will most likely decrease the amount of certified teachers who can offer special assistance to children with disabilities, including children with autism. Using what we have discussed today related to agency-environmental relations, interorganizational relationships, advocacy and lobbying, how would you begin to address this issue and what resources or relationships would be the most important to develop first?
Recommended