Preventing and Addressing Problems in Human Services Organizations PREVENTING AND ADDRESSING PROBLEMS

Human services administrators are responsible for recognizing problems within their organizations, addressing them, and taking the necessary steps to prevent them from re-occurring in the future (Berger et al., 2009). Unfortunately, the correct methods for achieving these goals are not always clear, so human services administrators must use their personal judgement when deciding on a plan of action. The process of recognizing and solving problems often involves the use of authority and supervision, or a combination of the two. In this assignment, I will discuss a problem faced by Andrea Ingram, a human services administrator, and examine the methods she used to address these problems.

Andrea Ingram runs an organization that offers 24-hour crisis services and shelter programs. Both programs are run out of the same building; however, the crisis staff and the shelter staff often act as if they are on separate teams. Ingram attributes this divide to a lack of understanding between the two sides, which results in both groups criticizing the other. As the leader of the organization, it is Ingram's responsibility to help create a sense of cohesion among all her staff. She needs them to act in a unified manner and respect and support each other so that the integrity of the agency is not compromised.

Cross-training is one of the methods Ingram uses to address the problems among her staff. This involves crisis staff and shelter staff switching places, so that they...

Cross-training has the added benefit of providing all staff with the necessary skills to cover for each other in the case of an emergency.
Another problem-solving method utilized by Ingram is group meetings. In these meetings, crisis staff and shelter staff are given the opportunity to ask each other questions and defend their actions in a safe and constructive environment. As Ingram stated, there is usually a good reason why a staff member made a decision that others have criticized. In her experience, these group discussions lead to a greater degree of understanding and tolerance among her staff.

According to Bongo and Dill, supervisors are given authority by their organizations "which legitimizes their use of power to make decisions in collaboration with, or as directives to, frontline workers" (2009, p. 143). Although collaborative decision making is not always possible, it does increase staff morale and job satisfaction. When directive decisions are made, supervisors are urged to discuss with their staff in detail their reasons for making these decisions and how they will benefit the staff team or organization as a whole.

Ingram's cross-training method demonstrates the use of authority. She is exercising the power inherent in her position to temporarily change the roles of her workers and make them train for a position other than their own. She did not utilize collaborative decision making; however, her staff…