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Human Expectations The functional model of actions committed by human services workers extends far beyond usual patterns embedded within categories of humanism and contemporary managerial theories. Practically, scholars agree that actions of the personnel are affected with various factors, in particular organizational technology, task structures, and knowledge how the process of service delivery is connected to desired organizational outputs (Person). From the critical point of view, some scholars have argued that mental health clinics, child care centers, welfare-to-work agencies, and other human service organizations employ technologies that are inherently indeterminate and ambiguous (Weaver, 107). Primarily, treatment methods often are not based on scientific understandings of the presenting problem.
In contemporary context, the dilemma is partially caused with a limited research to assist in the development of treatment options. Moreover, human service organizations may be likely to adopt technologies that mimic those used by similar organizations in their environment rather than those based on scientific knowledge (DiMaggio, 263). Practically, in such organizations, human beings are the actual raw material that must be utilized. Because people have distinct attitudes, motivations, and goals, they rarely passively accept the imposition of an organizations treatment protocol. Instead, the science, logic and technology often must be negotiated through day-to-day interactions between frontline workers and clients. Often, organizational staff and clients experience conflicting goals, unequal knowledge, and contested control.
The critical moment of the problem is that human services workers are responsible to imply that all the parties of the process are mutually dependent on each other. Thus, staff depends on clients to focus their work efforts, to provide feedback about their practice techniques, to respond to offered treatments. Simultaneously, clients depend on staff to provide the services that they are seeking. Abstracting from traditional assumptions about people and narrowing the role humans play to raw materials, human services personnel is focused on either processing people or changing people.
Practically, people-processing aspect of organization shapes clients lives not by changing them but by controlling access to a range of services. Modern university admissions offices, credit bureaus, and welfare organizations employ this organizational approach. In these organizations, the core tasks, placed on human service workers, concentrate on classifying clients, linking them with external resources, and disposing of cases. From the practical point of view, it allows to decrease the duration of the organizational intervention. The core responsibilities of personnel in other human service organizations, such as mental health clinics, child care centers, or schools, are more explicitly focused on changing people.
Within these organizations, daily tasks concentrate on providing treatment, education, or socialization with the purpose of changing the physical, psychological, social, or cultural attributes of clients. In these contexts, the notion regarding reliance of personnel on the science and logic as an evident display of humanism in the delivery human services can be considered from the standpoint of technology utilization. Yet within organizational studies, relatively little research has sought to understand how the ambiguous technology of either people-processing or people-changing organizations is actually carried out. In fact, by characterizing this technology as ambiguous, researchers actually raise important questions about whether personnel in these organizations has a mechanism for acting in consistent ways. If not informed by scientific knowledge, how do workers know how to respond to client troubles? According to Orlikowsky the primarily goal for human service workers is the creation and control of technology in order to accomplish an action of service delivery (Orlikowsky, 405).
Bibliography Weaver, D. Organizational technology as institutionalized ideology: Case management practices in welfare-to-work programs. Administration in Social Work, 1999 P. DiMaggio (Eds). The New Institutionalism in Organizational Analysis.
Chicago: University of Chicago Press, 1995 Orlikowsky, W. J. The duality of technology: Rethinking the concept of technology in organizations. Organization Science, 3 (3), 1992
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