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Family Protective Services Case Study

1759 Words8 Pages

This paper analyses the observance of the Department of Family Protective Services located in Laredo, Texas. The organization would be evaluated through the lens of the organizational management to reflect the reality and dimension of the organization. Similarly, the paper would evaluate the different aspects of the organization. Similarly DFPS would be assessed through the observance of the organizational structure to determine how the agency is being arranged. The second aspect of observation would be through the human approach to determine if the management style of the organization is supporting the purpose. This human side of the organization would also observe the type of management’s relations with its employees. The third concept is …show more content…

The first principle that is the division of work that allows for the increase in output and production that allowed for numerous advantages if applied. DFPS is characterized by the equal distribution of work load to the caseworkers, in which each individual is given a specific amount of cases that go along with the geographical distribution (ex. South Zapata, North Laredo) to help the caseworkers to ease their productivity. Similarly, Fayol’s second principle the authority and responsibility allowed for the ability of the supervisor to lead the agency into the same direction with impartiality and firmness. The unit of command is reflected in the management of DFPS, the department has three different managers, but each supervisor has the ability to direct its five caseworkers with discipline and responsibility to better guide employees towards the same values, goals and purpose of the organization. This is also observed in Fayol’s principle of unit of direction since although there are three different managers each supervisor carefully creates a plan of activities that allow for the direction of employers and the giving of …show more content…

Taylor. He examines the coordination of organization thorough the regulation of the decision making process. Similarly the author presents elements taught allowed for management’s ability to appreciate its workers through the increase of wages and incentives to increase efficiency and productivity of the department. . Frederik (1916) argued, “The great good comes from the fact that, under scientific management, they look upon their employers as the best friends they have in the world…” (p. 69). This is observed in the child protective services unit where the managers advocate for having approachable relations with its employees. By doing this, the supervisor’s impact the mentality of the workers making them more willing to voice out their preoccupations and concerns about their caseload or work activity. When the supervisors go to state training, they advocate for the increase of wages, employers, and technological tools to help ease the productivity and efficiency of the

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