Human Service Matrix
Managerial Problems and Prospects
Bibliographic Data
| ID | 6363295 |
|---|---|
| Authors | C E Teasley, R K Ready |
| Year | 1981 |
| Volume | 41 |
| Issue | 2 |
| Pages | 261-261 |
| Publication date | 1981-03-01 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.2307/3110083 |
| OpenAlex | W2317386537 |
| Language | EN |
| Citations received | 6 |
Integrating human services is often portrayed as an unattainable goal by theoreticians and practitioners alike. Reducing fragmentation through integration, while at the same time meeting programmatic demands and integrity, has provided a dilemma many observers have concluded to be unsolvable.' One possible answer, however, may lie with finding new ways to organize-changing traditional organizational structures from those now utilized by most public agencies into more complex forms, such as a matrix. Problems of organizational change have been enumerated on many occasions by those attempting its realization. While these problems are almost axiomatic, their existence and impact are obviously correlated with the degree and complexity of the changes employed. The move from a pyramidal to a matrix structure represents a relatively radical change for any long-standing organization, but this is precisely what occurred in integration of human service delivery. In 1975, the state of Florida undertook perhaps the most far-reaching integration of various health and social services yet attempted in this country. According to a report of the National Academy of Public Administration (NAPA): Florida's reorganized Department of Health and Rehabilitative Services has been conceived more boldly and comprehensively than the comparable department of any other state.' This integration of services was instigated principally by legislative action to achieve one stop shopping for clients of the various programs under the Department of Health and Rehabilitative Services (HRS) umbrella. The purpose of this article is to analyze the structural changes which resulted from the Governmental Reorganization Act of 1975 for its district level operations, and to assess the problems with, and the possible solutions to, matrix organizations. Analyses of organizational reforms have tended either to concentrate on the conceptual purity or practicality of the specified changes or to focus on the political and organizational environments which resist those changes. An excellent example of this latter type of analysis with regard to HRS may be found in a recent P.A. Times article which noted
Business · Human services · Matrix (chemical analysis · Political science · Process management · Service (business · Chemistry · Healthcare innovation and challenges · Healthcare Policy and Management · Law · Marketing · Nonprofit Sector and Volunteering
Service Networks in Florida
Matrix organization theory and environmental impact assessment
Linking Policy Intention and Policy Implementation
System service provision and client service utilization in public sector, human service organizations
Matrix Management at the U. S. Consumer Product Safety Commission
Employing Transaction Costs Analysis as a Theory of Public Sector Implementation1
| Citations per year | 0.14 |
|---|---|
| Citation span | 1983 - 1990 (8) |
| Highly cited | No |