SWRK 1001H Chapter Notes - Chapter 6: Departmentalization, Social Innovation

• School: Trent University
• Department: Social Work
• Course: SWRK 1001H
• Professor: Shana Almeida

Document Summary

The bureaucratic model of organization was praised for its reliability and predictability. It was the well-oiled machine that was characterized by: Formalization (work roles defined by set job descriptions) A clear chain of command (directives flowing vertically from upper management to front line) Centralization (decision making concentrated at a single point in the organization) All organizations are bureaucratic to some extent (government, university, hospitals etc. ) Canadians criticized government bureaucracies for their service silos that is, the various ministries and departments, all working in isolation from one another, with their own mandates, resources, objectives and little regard for consumers" needs. New structures were needed specifically, organic models of organization that allowed workers to respond quickly to change. Those at the top have the most decision-making powers in the organization, that group or individual oversees and sets policies for the agency"s general operations. Below the top level of various levels of subordinates, middle management makes up one or more tiers.