Essay Instructions: Administration And Policy Development: The Organisational Context
Assessment task: This assignment requires you to analyse a hospital that provides a social work service, and suggest strategies for change as a result of this analysis. Your analysis will be framed around a problem you identified or observed during your placement. The problem identified may relate to how services are delivered to clients, how staff are treated within the organisation and/or be related to barriers, injustice and inequality. Applying theory covered in this unit, you will analyse the organisation and provide an argument/rationale for
why the problem exists.
Your analysis should include exploration of the following components in order to gain an understanding of the identified problem: - Name of organisation - Description of the identified problem and explain how it is a problem and for whom - A brief description of the purpose(s) and mission of the organisation, the auspice under which it operates the range of social work/welfare services provided
- A chart of the organisations official structure (may be included as an appendix) - A brief description or map of the organisation?s direct and indirect task environments - A brief commentary on the official and operative versions of the organisation, especially in terms of goals, structure and culture - The opportunities and constraints experienced by social welfare workers at the front line in this HSO - The nature and extent of any current change (positive or negative) coming from outside or inside the HSO and how social welfare workers are affected - The power and influence (or lack of these) of consumers in the HSO - Indigenous and cross-cultural issues impacting on the HSO or its clients - Overarching analysis of the problem in relation to the components explored above.
At completion of your analysis you are required to identify what organisational change is needed in response to the problem identified. Briefly discuss strategies for how you, as a social worker, would try to implement such change within the organisational context. Your ideas for what needs to change and strategies for change must be informed and supported by theory. The different theories/perspectives (such as bureaucracy, scientific management, and human relations) must guide and inform your analysis and be clearly identified and referenced where appropriate. Insights, observations and critical reflections from your time within the organisation should be included. It is recommended that where possible you attempt to link these with theory. Your analysis and strategies for change should be clearly set out. Use headings to guide the reader.
Assignment 2: Marking Criteria HD D C P N Clear identification and description of the problem and the organisation. Presentation of a clear and informative description of the selected HSO. (10%) Demonstrated engagement with the analysis process and clear presentation of analysis informed by theory. (35%) Analysis demonstrates a high level of critical reflection on content and readings for this unit and on information and insights gained within the organisational context (placement). (20%) Clear articulation of changes required and strategies for implementing changes in an organisational context as informed by your analysis and theory. (25%) Academic skills, including: structure, syntax, evidence of reading, appropriate and accurate referencing. (10%)
The learning outcomes that must be met
ULO3: Apply theory in order to analyse the systems and processes of organisations and how these may impact clients and service delivery, with particular focus on identification of barriers and injustice. Engaging in an organisational analysis will help you to achieve a working knowledge of organisational theory and develop skills for analysing the impacts of organisational systems and process on clients.
ULO4: Appraise the need for change within organisations and describe appropriate and reasonable steps for implementing organisational change in order to reduce social barriers, inequality and injustice. Using your analysis of the organisation and applying theoretical understandings gained throughout the unit, you will be able to identify organisational changes that may help to reduce social barriers, inequality and injustice. ULO6: Work independently and/or in groups to creatively and effectively use text-based and audio-visual technologies to communicate, acquire and disseminate information. This assessment requires you to individually demonstrate skills in the use of text-based technologies to present and communicate the analysis of the organisation.
Deakin Graduate Learning Outcome(s) (GLO) assessed:
GLO4: Critical thinking - In this assessment you will need to apply and demonstrate critical thinking skills in your analysis or the organisation and in evaluating areas of change within the organisation. GLO5: Problem solving - Within this assessment you will develop and strengthen problem solving skills by creating solutions to authentic, real world problems within organisations as informed by organisational theory. GLO6: Self- management - As an individual task this assessment allows the opportunity further to develop skills in independent learning and time management. GLO8: Global citizenship - The organisational analysis encourages you to explore issues of ethical practice with diverse communities through the exploration of social barriers, inequality and injustice in service delivery within human service organisations.
These are the references I would like you to use and the topics that you need to integrate.
Organisational Theories
Jones, A & May, J 1992, ?Approaching organisational analysis: Towards a critical perspective?, Working in human service organisations: A critical introduction, Longman Cheshire, Melbourne, pp. 32-81
Organisational goals and structure
Karabanow, J 2004, ?Making organizations work: exploring characteristics of anti-oppressive organizational structures in street youth shelters?, Journal of Social Work, vol. 4, no. 1, pp. 47?60
Organisational Culture
Cameron, K & Quinn, R, 2011, 'An introduction to changing organisational culture', in K, Cameron & R, Quinn Diagnosing and changing organisational culture: Based on the competing values framework, pp. 1-26.
Health Service Offices (HSO) and the service user and the worker
McLaughlin, H 2009, 'What's in a name:'Client', 'Patient', 'customer', 'consumer', 'expert by experience', 'service user' - What's next?', British Journal of Social Work, vol. 39, no. 6, pp. 1101-1117
Power and Professionalism
Gummer, B 2008, 'Power, power - Who's got the power?', Administration in Social Work, vol. 9, no. 2, pp. 99-111
Organisational change
Devine, MC 2010, ?Participation in organizational change processes in human services organizations: The experience of one group of frontline social workers?, Administration in Social Work, vol. 34, no. 2, pp. 114-134.
Bargal, D & Schmid, H 1993, ?Organizational change and development in human service organizations: a prefatory essay?, Administration in Social Work, vol. 16, no. 3, pp. 1?13
