Recent Question/Assignment

HSW434 - HSW434 - Administration and Policy Development: The Organisational Context
Due date: 15 May 2020
Time: 5pm
References: (10) Minimum
Words: 2500
HSW434 Assessment Task 2 (AT2) [From Unit Guide]
This assignment requires you to analyse a human service organisation (HSO) that provides a social work or social welfare service, and suggest strategies for change as a result of this analysis.
You should use the HSO in which you completed your 3rd year placement, or the organisation that was the basis of your recognition of prior learning (RPL). PS, My placement HSO is INTOUCH Multicultural Centre Against Family Violence, based in Melbourne.
Your analysis will be framed around a problem you identified or observed during your placement, or work, in a human service organisation
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. (PS; I observed staff work overload, communication breakdown between senior management and direct service team)
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 workers/service users 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 reference to one or more of Bolman’s Four Frames and the range of theories that sit within these frames.
The different Frames/ theories 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.
HSW434 Assessment 2 – Suggested Structure (min. 10 references)
Suggested structure Reminder of some of the possible Frames, theories, frameworks, tools that can
be applied throughout the assessment
Introduction
• Identify the organisation and its location
• Very brief description of the organisation in context – i.e., where does this organisation fit in terms of sector and industry? How long has it been operating? What stage of the organisational life cycle is it at?
• Brief outline of the purpose and structure of the paper
• Introduce the organisational problem – identifying whether it is a problem around service delivery, internal capability etc.
• State your overarching argument One or more of Bolman’s Four Frames and the range of theories
Organisational context, environment, goals and structure
Critical social work Thompson’s PCS Analysis (Thompson 2012, pp.32-48, Lect. 7)
Affecting cultural change: Three levels (Jones & May 1992, pp.257-258, Lect. 7) Seven question framework to aid critically reflective practice for social justice (Hosken 2015 adapted from Bacchi 2009, Lect. 7)
Eight Social Justice Practice Principles (Hosken 2016, Lect. 7)
Identified problem
• Describe the problem - remember to frame the problem up as an organisational problem
• Explore the impact of the problem – who does it affect and how?
• Outline why it is a problem that requires attention - what would be the impact on the organisation, on workers and on the service users if there was no change to the said situation
Explore the organisational context of the identified problem
• Description of the overall purpose and official goals
• Description of the auspice of the organisation, and analysis of the implications of this
• Analysis of the organisation’s structure and how this is significant in considering the identified problem
• Analysis of the organisation’s direct and indirect task environment and how this is significant in considering the identified problem; your exploration of the direct and indirect task environment needs to consider the demographic of the client population including indigenous and cross-cultural issues and
how these impact the HSO
• Analysis of the official and operative versions of the organisation’s goals, structure (including power configurations) and culture and how these are relevant in assessing and responding to the identified problem
• Outline of any existing change process underway within the organisation, its source (internal/external) and the nature of the change; how is this relevant to the identified problem
• Level of power and influence of the service users in the HSO and how does this relate to the identified problem Ten groups of Process Orientations skills) to support the practice of critical social work in organisations (Hosken & Goldingay 2016, Lect. 7)
Courageous ethnographers (Briskman 2015 Lect. 9) Organisational inequality regimes (Acker 2006 Lect. 9)) Three levels of Discourses (Lect. 9)
Working with others to resist or to achieve change (Hosken 2017 adapted from Gardner 2006, Lect. 10)
Six collaborative critical social work social justice practice principles (Hosken 2017, Lecture 10).
Awareness, Analysis, Action (Jones & May 1992 Lect. 10)
Inclining, Initiating, Implementing, Institutionalising (Jones & May 1992, Lect. 10)
Working with others to resist or to achieve Institutional ethnography (Smith 2005) change (Lect. 10) (Lect. 11)
Pre-figurative politics and practice (Lect. 11)
The social worker as an agent of organisational change
• Describe the level of power and influence of social workers in this context
• Analyse the opportunities and constraints facing social workers in this organisational context
• Critically reflect on the social workers’ capacity to initiate change in the given situation in light of your analysis of the organisational context
Outline the organisational change agenda
• Describe the changes required to address the identified problem in the given organisational context – remember that your proposed change needs to be both effective (an evidence-informed solution) and acceptable (palatable given the political and economic realities facing the organisation)
• Discuss the strategies that you, as a social worker, will employ to bring about this change – remember to link back to the change process concepts discussed in Lecture 10 and associated readings
• Explain your rationale for proposing this change agenda
Conclusion
• Draw together the key elements of your analysis that reinforce your core argument (as outlined in the introduction)
• Reflection on the social worker’s role as an organisational change agent in light of the analysis presented.
HSW434 – AT2: Questions and answers
1. What problems are suitable for analysis?
Below are some of the problems and solutions identified by students in past years. You may notice that some problems are smaller (requiring first order changes) and some problems are bigger (requiring second order changes).
AT2 - Problems
Problem Proposed solution
Social workers privileging administrative requirements over relationships with
clients More systemised critical reflection
High level of bureaucracy regarding filling in forms and collecting client details Simpler form
“Creaming” of clients
Change in funding allocation meant CEO reduced workers and increased
caseloads
Lack of effective cross-agency communication
Recent restructure of services led to a ‘cultural divide’ between services. Break down silos in organisation
Not enough information in referrals for social workers to respond timely and
appropriately to the patient. Blanket referrals
Current model of service delivery has limited capacity in addressing outcomes
for service users. Changes in training and organisational culture
An “us vs. them” culture affects worker and client wellbeing. Introduce critically reflective supervision.
Delayed discharges due to lack of resources and facilities in the community Social worker would begin discharge planning from the beginning, and acquire help from the rest of the multidisciplinary team to expedite the discharge process.
2. Do I have to draw on all the frameworks, or all aspects of a framework, to analyse the organisation and problem, and to outline a plan for change?
No, you choose those frameworks or parts of frameworks that are most relevant. Some of the frameworks and tools are listed above in the suggested structure.
3. How many words should I allocate to each section?
Please look at the rubric carefully overleaf as this outlines how the maximum points (highlighted) are allocated. This will influence what you emphasise.
HSW434 AT2 Marking
Rubric Criteria Accomplished (HD) Competent (D) Developing (C) Beginning (P) Inadequate (N)
Identification and description of organisational problem ; and description of the human service organisation (10 points)
Clear and concise identification and description of organisational problem. Description of the organisation is clear and informative.
Description of the problem and organisational context are well integrated.
(8 - 10 points) (7 points)
Clear and concise identification and description of organisational problem. Description of the organisation is clear and informative, although not fully integrated within the organisational context.
(7 points) (6 points)
Clear identification and description of organisational problem. Clear description of the organisation
(6 points) (5 points) Satisfactory outline of the organisational problem.
Satisfactory outline of the organisation, although some key elements are not presented
(5 points) (0 points)
Paper does not outline a distinct organisational problem and/or does not provide a clear outline of the organisation.
(0 -4 points)
Demonstrated level of engagement with the organisational analysis process; including integration of organisational theory as part of the analysis (40 points)
Paper offers a well-developed organisational analysis that uses a wide range of organisational theories to make a sophisticated argument
(32-40 points) (28 points)
Paper offers a well-developed organisational analysis that uses theoretical concepts from at least two frames to build a logical argument
(28-31 points) ( 24 points)
Paper offers a logical explanation of the organisational problem in its context using theoretical concepts. Further analysis was required to build a stronger argument
(24-27 points) (20 points)
Paper uses some key theoretical concepts to explain the organisational problem in its context. However, the analysis is underdeveloped.
(20-23 points) (0 points)
Paper does not demonstrate beginning skills in organisational analysis that is informed by theory.
(0 -19 points)
Critical reflection on content and reading from the unit; and on information and insights gained within the organisational context (20 points)
Paper integrates information and insights from both organisational and academic learning. Paper furthermore demonstrates high order critical reflection skills.
(16-20 points) (14 points)
Paper integrates information and insights from both organisational and academic learning. Good critical reflection skills are demonstrated.
(14-15 points) (12 points)
Paper integrates information and insights from both organisational and academic learning, however does not integrate these fully in a critical reflection
(12-13 points) (10 points)
Paper discusses information and insights from organisational and academic learning, however does not integrate these fully in the critical reflection
(10-11 points) (0 points)
Provides very limited information and insights from organisational and academic learning.
Little or no critical reflection (0 – 9 points)
Articulation of changes required and strategies for implementing changes in an organisational context as informed by analysis and theory. (20 points)
Very clear articulation of changes required and strategies for implementing changes. Change discussion flows logically from the analysis. Change strategy is founded on a sophisticated understanding of a wide range of theoretical concepts
(16-20 points) (11 points)
Clear articulation of changes required and strategies for implementing changes. Change discussion flows logically from the analysis. Change strategy is founded on a good understanding of a range of theoretical concepts (14-15 points) (9 points)
Articulates changes required and strategies for implementing changes. Change discussion flows logically from the analysis. Links to theoretical concepts studied in the subject, although there are some areas for improvement in the integration of the theory
(12-13 points) (7.5 points)
Articulates changes required and strategies for implementing changes. However, there are some gaps noted in the way the change proposal is linked to the organisational analysis. An attempt has been made to use theory, however there may be some inconsistencies
(10-11 points) (0 points)
Broadly outlines some changes required and strategies for implementing changes, however does not link to analysis and/or theory. Does not demonstrate a basic understanding of the organisational analysis and change process.
(0 – 9points)
Academic skills including effective use of technology, structure, syntax, evidence of reading, appropriate and accurate referencing (10 points)
Paper is of a high standard Professionally presented
All claims are substantiated with multiple links to the relevant literature
(8-10 points) (7 points)
Paper is interesting and flows logically. All sources are cited.
(7 points) (6 points)
Paper is clear and easy to follow. Most sources are cited, although there are a few inconsistencies
(6 points) ( 5 points)
A number of minor errors in the paper and referencing noted. However, overall there is evidence of adequate academic skills
(5 points) (0 points)
Poorly developed and presented. Frequent inconsistencies in referencing and some sources not cited.
(0-4 points)
Overall Points HD
(80%-100%) D
(70-79%) C
(60%-69%) P
(50%-59%) N
(0-49%)