Rita_Hobbs_u04a1_Understanding Landscape

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Rita Hobbs u04a1 Understanding the Landscape in For-Profit, Nonprofit, and Government-Based Human Service Organizations HMSV5340 Leading in For-Profit, Nonprofit, and Government Organizations Professor M.E. Cooper August 6, 2023

Introduction Humanitarian organizations foster social change and community development. This paper explores the Council of Southeastern Pennsylvania, a nonprofit private organization that focuses on eradicating the stigma associated with addiction that inhibits the victims from seeking support (The Council of Southeast Pennsylvania, 2023). For a comprehensive analysis of the organization, this paper will explore its political and social landscape, forces that impact its relevancy as a human service organization, and the leadership challenges related to internal and external factors. Additionally, the paper will outline the organization’s ability to respond with a final summary of the main points. Organizational Political and Social Landscape The concept of nonprofit organizations as a unified and coherent sector dates back to the 1970s as stipulated by Hall (2016). Before formation, the scope of operation is an essential consideration. This includes the political and social landscape upon which the humanitarian services are found. In all organizations, the political landscape defines who works for who. Watson and Hoefer (2014) define the political landscape as the formal, informal, and other alternative hierarchies that connect the stakeholders. The Council of Southeast Pennsylvania is an independent, nonprofit entity that focuses on providing resources and opportunities to minimize addiction and related problems in the community. According to Hall (2016), the Council of Southeast Pennsylvania operates on a functional political landscape. As an idea of the formal political structure, a functional hierarchy groups like resources together under one leadership and later sublet to other groups or departments to get work done. This is the reason why the organization has several affiliate branches at the division level to make work easier for its operations. 1

On the other hand, the social landscape of a given organization includes important features and relationships within a society that impacts its people (Watson & Hoefer, 2014). The organizational social landscape influences the working cultures and the interpersonal relationships that facilitate collaboration. The Council of Southeast Pennsylvania benefits from its normative social landscape because it receives professional skills from members who volunteer to support the organizational mandate. More importantly, the social systems, boundaries, and social relationships bolster cohesion and collaboration at the various workplaces. Social practices also influence culturally sensitive platforms for effective service delivery. Forces that Impact Human Service Organizations The main constructs of human services in the Council of Southeast Pennsylvania include prevention, education, advocacy, assessment, and intervention in the wake to curb the stigma associated with addiction. According to de Groot (2016), social, economic, and political forces influence organizational operations by setting relevant parameters upon which human service delivery is undertaken. The Council of Southeast Pennsylvania aims to create a better working atmosphere to achieve the highest rate of success in human delivery. This is made possible by changing the levels of need for services as stipulated by The Council of Southeast Pennsylvania (2023). When the brand fails to meet the organizational goals, intensifying the magnitude of service delivery is imperative. Secondly, the nonprofit organization benefits from different methods of human service financing. It is expected that nonprofit organizations spend more on alleviating human suffering. This is, however, done with no anticipated return on capital. Therefore, to achieve its mandate, the Council of Southeast Pennsylvania has different sources of capital such as grants awarded by state and federal agencies, donations, and sponsorships among others. The last force that impacts the operations of the Council of Southeast Pennsylvania is its 2

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ability to shift public goals based on priorities. Humanitarian services are provided across all populations. However, a section of the population is always more deserving. Such groups include underserved members of the community, marginalized communities, the elderly, children, and pregnant mothers. Eradicating the stigma associated with addiction is imperative. Addiction affects people irrespective of their age, gender, or cultural affiliations either directly or indirectly. This analogy hints at the need to observe the social, economic, and political constructs to be within the professional and ethical limits of service delivery Leadership Challenges Related to Internal or External Forces Despite successful operations, leadership challenges succumb to all organizations attributed to employee turnover, inadequate resources and fluctuating needs of the population served among other aspects. Both external and internal forces influence change. The challenges associated with a change in any organization are funding, and an economic situation that has an internal impact on the organization. Lack of adequate capital to fund operations in the wake to avail basic resources to serve the target group significantly impacts leadership ( Hall, 2016). Secondly, it is important to note that the Council of Southeast Pennsylvania envisions transforming lives through sustained recovery. Based on the mentioned analogy, healthcare constructs are essential. Therefore, the introduction of a new mission will create significant conflict that would jeopardize the organization’s leadership structure. Additionally, low performance by the various professionals compels the leadership to outsource other professionals to minimize the incidences of low satisfaction by the clients served by the Council of Southeast Pennsylvania nonprofit organization ( Hall, 2016). Notably, change in politics impacts leadership. Political mainstream affects organizational policies. This may lead to challenges such as making the leadership style redundant in the long run. Lastly, technological changes may also impact 3

leadership structure. Most leaders take a relatively longer time to adjust to technological changes hence reducing their competencies especially as far as health constructs are concerned in aligning the programs with the mission (Oborn et al., 2013). Improving Leadership Ability to Respond Various interventions can improve leadership’s response to the challenges highlighted besides adopting coping strategies for better human service delivery. Firstly, the leaders ought to create a desired working culture ( Riggio et al., 2004). Appropriate working culture is imperative in a collaborative approach to dealing with tasks. Secondly, the leadership should avoid role complexity mechanisms. This retards role clarity and inhibits others from learning. Changing from a directive to a coaching orientation helps bolster transparency in proactive planning and role clarity ( Riggio et al., 2004). Additionally, managing individual performances helps broaden the scope of staff engagement. As much as collaboration or teamwork is encouraged, appreciating the individual inputs compounds staff morale and hence employee loyalty in the long run. Notably, the leadership’s ability to respond is further facilitated by their ability to create a balance between work demand and staff capacity. Labor availability must be a precursor to assigning duties to respective employees in the organization to avoid burnout ( Riggio et al., 2004). Conclusion This paper explored the landscape in for-profit, nonprofit, and government-based human service organizations. The essentials of leadership are regulated by both external and internal forces. An organization’s political and social landscape shapes employee behavior and workability. Achieving organizational goals further depends on how quickly the leadership can adjust to the prevailing stressors and improve their ability to respond appropriately. 4

References de Groot, S. (2016). Responsive leadership in social services: A practical approach for optimizing engagement and performance. Thousand Oaks, CA: Sage Publications. Hall, P. D. (2016). Historical perspectives on nonprofit organizations in the United States. The Jossey‐Bass handbook of nonprofit leadership and management, 3-42. Oborn, E., Barrett, M., & Racko, G. (2013). Knowledge translation in healthcare: Incorporating theories of learning and knowledge in the management literature. Journal of Health Organization and Management, 27 (4), 412–431. Riggio, R. E., & Orr, S. S. (Eds.). (2004). Improving leadership in nonprofit organizations (Vol. 208). John Wiley & Sons. The Council of Southeast Pennsylvania (2023). The Council of Southeast Pennsylvania Inc.- prevention, intervention, addiction recovery solutions. https://www.councilsepa.org/ Watson, L. D., & Hoefer, R. A. (2014). Developing nonprofit and human service leaders: Essential knowledge and skills. Thousand Oaks, CA: Sage Publications. 5

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