Week 6 organisations and structure

Organisations and Structure Number Department Question Mercy Family Services, Brisbane’s organisational chart is here below.

The chart suggests that Mercy Family Services, Brisbane’s structure of the organisation is organised in a hierarchical manner with power and information flowing both vertically and horizontally.
Question 2
The chart is effective in depicting the flow of power and roles elaborately. For instance, the chart underscores the complexity of Mercy Family Services’ operations since it shows how roles stem from the organisation’s values, mission, objectives, vision and goals onto the executive director’s and the organisational managers’ roles, powers, privileges and responsibilities. The same values, mission, objectives, vision and goals pass on to the junior and auxiliary staff’s functions and operations. Mercy Family Services is less centralised: power is vested on Mercy Family Services which delegates the same to the executive director and the nine heads of department, then the junior and auxiliary staff. The formalisation of the organisation’s operations and culture is attested by the existence of these hierarchical and organisational structures: the structures speak of a formality that has persisted for a while and has been embedded into an organisation’s operational psyche (Jones & May, 1992, p. 202 & Karabanow, J. 2004, pp. 55-7).
Question 3
One of the classical, organic and alternative organisations that service my local region is the Leukemia Foundation of Queensland. Unlike other organisations such as Mercy Family Services, Brisbane, the Leukemia Foundation of Queensland heavily depends on the power of personalities, relations and initiatives in leadership to motivate an energise the society to rise up in the war on leukemia. The similarity between the two organisations is that both are non-governmental organisations that are more informed by the need to deliver social good than making profit (Roff, 2004, pp. 2011).
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References
Jones, A & May, J 1992, Working in human service organisations, Longman Australia, Melbourne
Karabanow, J. 2004 ‘ Making organisations work’, Journal of Social Work, 41 (1), pp. 47-60
Roff, S. 2004 ‘ Nongovernmental organisations: the strengths perspective at work’, International Social Work, 47 (2), pp. 202-212