Human Service Organization

Due to the nature of the service HSOs provide to their clients, these organisations possess unique attributes which distinguishes them from other types of organisations such as commercial organisations. As a result, any changes to the status quo of these organisations cannot be predicted in the same way that similar change in commercial organisations does. Regardless of the change that occurs in these organisations, it is hard to determine how the clients, the ultimate beneficiaries; will not only interpret the change but also how the client will behave as a result of their interpretation. According to Professor Hillel Schimid, ‘‘of all the factors that are subject to change in an organisation, the human factor is considered the most difficult and complex change.’’ Despite their extensive knowledge and experience social workers and other professionals are often times surprised by the responses of their clients when interventions are implemented. Some of these clients revert to their prior behavioural patterns because of change, as a result of the counter-production many workers often tend to maintain the status quo and avoid dealing with the need to change or improve their client’s behaviour. However, workers must realise that this fear of change is not beneficial to clients in the long run, simply because the change whether technological or structural, should be an opportunity for workers to teach their clients how to accept changes and learn how to adapt to it through skills training. While it can be a daunting process of disrupting the status quo, it appears to me that some workers are more afraid of disrupting their own predictable work environments in order to maintain their routines, but never-the-less change is inevitable, ...

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...strative body that formulates and institutes regulations and procedures which governs how the organisation must be operated. Their main concern is to ensure that the organisation operates efficiently. On the other hand, some of the regulations instituted by the administrative body of the organisation restrict the professionals’ discretion and thus adversely affect the care that clients receive. As a result, tension ensues between the professionals and the administrative body which leads to structural conflict. This in turn affects the implementation of changes and often preserve the organisation’s equilibrium, as any move one party makes can generate resistance from the other party. Sometimes when professionals request resources from the administrative division to enhance the service they provide to clients, the request is rejected on the grounds of lack of funding.