Centralization Social Care

The most important tools in a social care organisation are its employees so having an understanding of human nature and psychology is important when considering the design for large social care organisation. Human nature is what all humans have in common, it is the basic psychological functioning, feelings, and behavioural characteristics of people (Hofstede, 1991), and psychology is the scientific study of these functions and characteristic (Aronson, Wilson and Akert, 2007). In this assignment the author will firstly introduce the bureaucratic organisational design, secondly how formalisation and centralisation has negative relationship with job satisfaction, third the way in which complexity leads to frustration, then how the social exchange

Daft (1983) explains that formalisation relates to the amount of written documentation in the organisation. Fredrickson (1986) refers to formalization as the degree to which formal rules, standard policies, and procedures govern decisions and working relationships. Centralisation is the degree to which decision making is concentrated at a single point in the organisation (Robins, 1990). There has been many studies down through the decades on how job satisfaction correlates with formalisation and centralisation and the majority of these have shown in that there is a negative relationship present (Rai, 2013). Buelens (2006) states ‘that job satisfaction is an emotional response to the degree of fulfilment and pleasure in one’s job’. If there is poor job satisfaction it can lead to poor organisational commitment, where the employee is not committed to organisations goal and may lack a desire to stay in the organisation (Allen and Meyer,

Or as (Drenann, 1992) refer to it as ‘the way things are done around here’ and beliefs and practices are passed on from old employees to the new employees. Certain aspects of organisational culture such as the lack of good management, unsure staff boundaries and poor employee training may promote abuse (White, Holland, Marsland and Oakes, 2003). This negative culture of abuse is still evident in a number of social care services, Leas Cross and Aras Attractta. In Paul Cambridge’s 1999 report on abuse in a residential home for the intellectually disabled he found that there was the tendency for the new staff to conform to the regime already present. The conformity off the new staff is what kept this culture of abuse alive. Michael Moon (2008) believes that an organisation’s culture should change from the bottom, up. For the structure of an organisation to change there must be a change in the organisational culture (Cameroon, 2008). Changing the negative culture of frontline staff can reduce the risk of abuse and may lead to a less bureaucratic structure in the