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Week 10: Assessing Organizations
UTA SSW, Generalist Macro PracticeProfessor Dick Schoech
Copyright (permission required before use
Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale options
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Summary of Classes 1-11• Generalist macro practice, history, change
process, roles, levels of intervention, theories, values, perspectives
• The community as client• Conditions/problems & assessing them• Intervening in social conditions• Organization as client• Administration overview
• Assessing organizations• Leading, supervision, societal & political practice §
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Management Contingency Approach (text 118)
Purpose/goals
Politicalforces andinstitutions
Socioculturalforces andInstitutions
Technologicalforces andInstitutions
Economicforces andInstitutions
Tasks People/manager
Structure
Technology
Inputs of resources,policy, theories,values, etc.
Outputs of servicesprovided, behaviorschanged, goals met,rules/ethicsfollowed, etc.
Environment
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Assess by looking at
•Purpose = vision, mission, goals •Tasks = objectives•Structure = arrangement of
money and facilities, (hierarchy, network, matrix)
•Tech = information management•People (next 2 weeks supervision & leadership) §
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Assess purpose by looking at Vision, Mission, and goals
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Purpose as Expressed by Vision
• What the program wants to become or destiny
• What agency would be if resources plentiful
• Shows key problems/issues to address• Where the program hopes to be in 15
years • Examples: Conservation Int, UW Dallas
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Purpose Expressed by Mission
• The purpose for being or identity • Encapsulates the program’s overall effort• Easy for public to understand• Grounded in “customer” needs• Grounded in client outcomes• Grounded in definition of quality services• Renewed periodically• Ex drug treatment agency: To promote and support the achievement
of a positive and productive lifestyle for those formerly addicted to chemical substances.
• Catholic Charities Salesmanship club-Dallas§
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Purpose Expressed in Goals which
•Describe future outcomes or states of being
•Are not measurable or achievable
•Focus on outcomes and impacts•Should be ambitious and
idealistic §
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The Power of Goals to Influence
•Goals are expected future outcomes or states–What would an agency look like with a a goal of accountability
–What would an agency look like with a goal of efficiency
–What would an agency look like with a goal of effectiveness
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Assess tasks as defined by
objectives and evaluation outcomes
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Objectives typically are
• Action statements• Clear, specific and concrete• Measurable• Time limited• Realistic• Hierarchical (ultimate, intermediate,
immediate)• Build on strengths and reduce need• Can focus on outcome or process §
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Outcome Objectives (summative or outcome evaluation, text 321)
• Specifies results or ends to be achieved• Use words like: to reduce, to lower, to
improve• Focus on client change needed to reduce
need• Contain an “as measured by” statement• Provide details for evaluation (text Ch 10)Example: To lower the number of high school students
becoming pregnant in Arlington from 25 per 1000 to 20 per 1000 by 12/1/08 as measured by health department records. §
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Writing Outcome ObjectivesComponents of Obj
• Direction of change• What will be changed• Target of change• Results to be achieved• How measured• Time frame
Objective
• To increase• parenting knowledge• in 30 teenage parents• by 10%• as measured by the
Baby Index• by 12/1/08
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Process objectives
• Specifies how things will be done, e.g., the means or processes involved
• Use words like: to provide, to serve, to assess, to train
• Provide details for monitoring• Can be immediate, intermediate or
ultimateExample: To provide 2 hours of peer counseling to 525 high-
risk females high school students by Dec 08 as documented by AISD peer counselor records.Use objective practice worksheet in course pack §
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Writing Process Objectives (formative or monitoring evaluation, text, p 319, 476)
Component of Obj
• Action taken
• Object of action taken
• Recipient of action
• How measured
• When accomplished
Objective
• To provide
• 3 hours of parenting classes
• To 100 teenagers identified as high risk
• As measured by school records
• By 1/1/08 §
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Levels of objectives
• Ultimate outcome objective – Intermediate outcome objective
•Immediate outcome objective
• Ultimate process objective– Intermediate process objective
•Immediate outcome objective– Activities
For example, see course pack: Writing goals and objectives
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Issues related to objectives/evaluation• Hard to understand total program
from objectives• Objectives do not say who is
responsible• Frequent program changes:
objectives do not reflect program (text, p. 318)
• Good objectives makes the evaluation easy
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Assess structure as reflected in the
organizational chart and management of money and facilities
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Ways to View Structure
• Large vs. Small organization (think of examples)
• One location vs. Many locations--networked
• Centralized authority & power vs. Decentralized authority/power
• Participatory management vs. Authoritarian: no involvement of workers
• Individual work/problem solving vs. Team approach to work/pblm solving
• Well defined rules and procedures vs. Informal rules and procedures
• Many communication channels vs. Few communication channels
• High interaction between workers vs. Low interaction between workers
• Single administrative hierarchy vs. Professional & admin hierarchy §
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Structure via Organizational Chart
• Chart shows hierarchy/levels– Board & subcommittees of boards
– Staff committees & task forces
– Executives
– Administrators
– Supervisors
– Workers
• Chart shows authority relationships §
(see course pack, p. 80)
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Types of Organizational Structures
• Hierarchy (TDPRS)– 6-8 workers per supervisor, best when you can define
what people do & accountability is demanded• Matrix (United Ways)
– Workers report to functional & product boss, e.g., case manager & director of mental health
• Project management (NASA, some United Way activities)– Flat, many groups, flexible, highly skilled workers,
• Network (manage care provider or case management)– Linked, many teams, contracts, partnerships, virtual
offices, telecommuting, telecommunications §See Course Pack reading
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Influences on Structure
Favors Bureaucracy• Goal =
accountability• Task = well defined• People = low prof• Tech = low tech• Env = High political• One source funds• Stable environments
Favors flatter structures• Goal = effectiveness• Task = ill-defined• People = high prof• Tech = high tech• Env = low political• Many sources of funds• Changing
environments
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Working with Boards/Committees
• Board must control paid staff• Executives must staff board• Diversity is critical (via turnover)• Training is necessary• Rewarded boards by positive
press, meaningful work, and sense of helping §
See Tropman book on working with boards
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Assess Financial Management
• Financial management– Non-profit accounting – Budgeting– Financial reporting (annual report)
• Fund raising (Text, p. 456)– Benefits, solicitation, part of group,
dues, grants & contracts, see www.grants.gov
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Financial Mana Assumptions
• A tool/resource to support mission – (treat same as computer, office, people)
• Diversity of funding sources is required• One of the best managed resources
(compared to people, information)• Mistakes show up and cause problems
quickly
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Basic Terms
• Accounting = Standard tools and procedures to handle money
• Budgeting = techniques/processes to track income, expenditures & balances
• Budget period = That period which the budget covers, fiscal year, calendar year
• Direct costs = requires new $s, e.g., salary & equip• Indirect cost = overhead (electricity, bookkeeping)• Match (hard $) vs. In-kind (soft e.g. volunteer hrs)• Costing out, e.g., unit costs• Cash flow and debt management • Capital expenditures = money for equip & buildings
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Non-profit Accounting--bookkeeping methods• Cash method
– credit, debit or encumber as $s exchanged
• Accrual method– record when transactions occur,
accumulate debt and credit
• Modified cash/accrual method– record revenue on cash basis,
expenditures on an accrual basis
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Non-profit Accounting -- bookkeeping
• Accounts– the categories/funds $s are charged or
credited to
• Chart of accounts– standard list of accounting codes, usually
based on items in the budget
• Journals– list of entries recorded as they occur, e.g.,
accounts receivable, accounts payable, payroll
• Ledgers– list debit and credit column for each account
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Budget type: line item (text p. 480)
Definition = cost by itemAdvantages• Easy to understandDisadvantages• Focuses attention on input &
throughput vs. outcomes
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Budget type: program (text p. 481)
Def = costs out by each program
Advantages– Relates resources to programs– Focus on programs & output– Helps planning and evaluation
Disadvantages– Must cost out everything by program– Time and complexity
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Budget type: performance/functional
Def = cost out outcome objectivesAdvantages• Easy to understand outcomes• focuses on outputDisadvantages• Requires cost per unit of service• Requires calculating indirect costs
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Financial Analysis Techniques
Cost Benefit analysis– Translates outcomes into economic benefits
Cost effectiveness analysis– Focuses on cost-efficiency
Break even analysis– Focuses on when you stop loosing money
Zero-based = levels from 0+– Links planning, budgeting, and evaluation– Challenges basic service assumptions– Time consuming – Focuses attention on costs vs. outcomes– Destructive to staff morale: threatens jobs
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Financial reporting
•Statements (periodic summary)– Income, expenditures, balance–Changes in fund balance
•Audits (using approved procedures)
•Annual reports
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Assess IT and Technology via
information systems and connectivityText, pg. 450.
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Information Systems (Text, 454)
• An information system is an collection of people, procedures and equipment working together to collect, manipulate, retrieve, and report data.
• In today's world, almost all information system are computer-based and some are enhanced to operate over the Internet.
• A key issue in information systems is data security and protecting client privacy.
• Agency connectivity is a big issue (text 455)
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Information System Components
• Data Collection• Data Processing• Data Reporting• Data Security and Privacy
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Information/technology as basic resource• Treat as any other basic resource, e.g., $s, people, etc.• One of easiest resources to change & manage
– As compared to people, task, goals, structure
• Management more difficult
– If resource is shared across departments & outside agency
• Information resource is easily sabotaged by workers
– garbage in—garbage out
• Computers add power to information management, but errors can be bigger and more disastrous
• Technology keeps changing requiring constant attention§
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Guidelines for Success with Technology
• IT needs separate high level dept• Planning with stakeholders is essential• Centralize control, distribute power• Avoid relying on small # technicians• 10/40/50 rule and 80/20 rule• Design for privacy/security/accessibility• Use continuous improvement
mechanisms• Expect frustrating and time consuming
(2-3 years for basic system §
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Conclusion
• Assessing is key to solving management problems
• One way to structure the assessment is to look at contingencies
• If goals are internalized, they drove all other contingencies §