Organization Name- The Connection LLC.

Organization Name- The Connection LLC.

 

Organizational Analysis Your research project for this course is to choose an organization and do a thorough analysis of it. You may choose an organization that a Team member works for, a religious organization, any organization in the field of human services, as long as you have personal access to it. You must do the analysis of the organization first hand, meaning, do not buy a book on the Red Cross and do an analysis unless you plan on visiting the headquarters and speaking with some of the employees. This analysis must include at least 6 topics from the course material which will appear in the paper as subheadings. The paper should include a minimum about the organization specifically. The sources you utilize should offer support or contradictory information towards the organization’s practices of 8 scholarly / peer reviewed references in addition to the resources you access. The paper should be no less than 14 pages and include an introduction as well as a conclusion. The paper should be analytical and critical, and not simply a discussion of the practices employed by the organization. Most importantly, the analysis should be thorough, and give the reader a vivid picture of the organization you are studying. You should use printed material from the organization as well as interviews with people within the organization to achieve your objective. Your will present your analysis to the class (approximately 15 minutes) on the last night of our course in a creative (and informative) manner.

 

 

My Section 

  • The paper should include the organization specifically. (which I provided below) The sources you utilize should offer support or contradictory information towards the organization’s practices of 3 scholarly / peer reviewed references in addition to the resources you access. The paper should be no less than 6 pages 3 for each topic.
  • 2 PowerPoint slides for each topic  (Creative and Informative manner)

 

Culture

  • Staff appreciation picnic once a year
  • There are no reward systems (depending on the program, if an employee is promoted within, they might not get a raise)
  • Company likes to promote growth within
  • They are adaptive to changes (utilizing surveys to find out what they can change, and utilizing trainings to make those changes possible)
  • There is organizational socialization
  • There is an open door policy with Program Manager, where staff can go to their program manager with concerns. (At my program, staff is uncomfortable with going to Program Director with concerns. Also, if staff does utilize Program Manager to voice concerns, staff may not address all of their concerns due to the fact they are afraid that Program Manager will immediately tell the Program Director and receive criticism from that person.)
  • During the hiring process, Program Managers must fill out affirmative data forms. This form is ensuring that the program managers are giving equal opportunities to all of the people who applied for the position. (i.e. how many men applied and were interviewed, how many were African American or Hispanic, etc)
  • There is a cultural competency committee to ensure that the agency is aware of cultural differences within their employees
  • Staff Satisifaction Survey- 2x a year (survey that will find out if an employee is satisfied with their position, find out why they stay employed here)
  • Lots of staff turnover (could be because the pay is low in some programs, the hours don’t work out for a work/life balance, there are lots of demands at the programs)
  • There are yearly client awards dinners for the clients. This is where staff comes up with awards to give to clients and there is a “dinner”/banquet where the clients receive the awards and have a good time with staff.

 

Negotiation/Conflict

  • Lots of interrole conflict (at my program): there is an employee who is a mother, and is pregnant with another child. There are a lot of times where she has to tend to her mother duties, but it comes up with scheduling needs that conflict with what the program needs. (i.e. needs to leave during a shift to take the blood glucose test)
  • Lots of intrarole conflict (at my program): supervisors can give conflicting messages, program manager may say one thing to an employee and program director may say another thing. There are several different on-call managers for the weekends. Managers are off on the weekends, but must be the on-call manager once a month. Some of the on-call managers are not associated with certain programs, and can give conflicting messages to employees if they receive a call.
  • Lots of rationalization (at my program): supervisors come up with explanations to explain certain behaviors. (i.e. supervisor and employees will all step out of the office at the same time to get lunch, but then if supervisor finds out that the employees left the office to get lunch, on a day supervisor was not in, supervisor will send email to notify employees that not all employees can step out of the office because clients may come while no one is at the office and report employees for not supporting them and the funders of the program may take away their funding.)
  • Lots of secrecy (at my program): due to the culture being that staff is afraid to express all concerns to program manager because program manager might immediately tell program director, staff keeps lots of things hidden to avoid confrontation.
  • Employees often have to compromise to what the supervisors want. (i.e. if someone has to attend a training, the other employee on is expected to change their schedule regardless what they have planned otherwise that day, lots of flexibility with the schedule)
  • There are policies and procedures in place as well as the employee handbook to avoid conflicts.
  • HR staff is always available if conflict arises.
  • Clients can file grievance reports if conflict arises with employees.

 

 

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