Box 15, Folder 4, Document 81

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Box 15, Folder 4, Document 81

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BASIC PREMIS FOR RE-ORGANIZATION OF MODEL CITIES STAFF
1.
The concepts of (a) coordination , (b) program management ,
(c) planning , (d) monitoring and (e) evaluation are all basic
staff functions when viewed separately , as any one of them is
applied to an organization chart .
A.
B.
2.
Because e ach has as an objective to :
(1)
Formulate policy for others to adopt
(2)
Make major decisions
(3)
Provide staff support to delegate agencies
(4)
Provide planning support to delegate agencies
(5)
Management of support act:dvities
Because neither has direct operation or administrative
re sponsibility within its area .
Our total responsibility is to act in a staff role to the
decis i on makers .
A.
Ex ecuti ve Bo ard
B.
Mayor and Bo ard o f Al derme n
3.
The Dire cto r is chief s t aff a dvisor to t he Mayor and Exe cutive
Bo ard.
4.
All functions o f the Model Cit i e s staff, i. e . (a) p lanning and
evaluatio n , (b ) program manageme n t, a nd (c) a dminist ration
should be considered as s taff functions t o t h e Executive Board ,
the Mayor and the Board o f Aldermen through the Director.
5.
All staff divisions should be organized on a pure functional
basis , using the Functional Teamwork Concept. Thus achieving :
(1)
clear authority and responsibility for each group of
f unctions
�2
(2)
higher level of efficiency and ~utput within each group
of functions
(3)
relative simplistic organizational structure which eliminates duplication and conflicts
(4)
proper balance among and between functional groups.
6.
A practical organizational system requires a natural division
of responsibility and then demands that each function coordinate
and cooperate with each other function in a team effort aimed at
achieving the total program objectives and concepts.
7.
TQe Director , after having delegated effective control over
each function, is freed from piddling day to day responsibilitjes
and is able to concentrate on assuring that team work between
the functions takes place and to devote more time to other progr.am responsibilit;i:es .
THE NEW ORGANIZATION STRUCTURE WOULD ASSURE THAT :
1.
Ail functional division heads would have authority and decisionmaking power in their own functional area.
2.
There is a logical seque nce of decisions .
3.
(1)
The overall program policy and decisions are made by the
Mayor and Board of Aldermen as recommended by the Ex ecutive
Board of wnich the Mayor is Chairman .
(2)
The Executive Director is responsible for making p rogram
and policy recommendations to the Execut ive Board and the
Mayor .
(3)
Each functional Directo r is responsible f o r making program
and poltcy:recommendations to the Executive Director.
(4)
Each component head is responsible for making recommendations within his own functional area.
Each level would have its appropriate role and the authority
to accomplish its own tasks as dictated by policy from the next
highest level.
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4.
There is moreover the fundamental recognition that teamwork
between functions is a necessary element in a comprehensive
prcgram.
BRE~~'J)OWN OF BASIC FUNCTIONS AND RESPONSIBILITIES
1.
2.
3.
Planning
(a)
Problem analysis
(b)
Develop objectives
(c)
Program strategies
(d)
Programming
(e)
Budgeting
( f)
Evaluation and revision
Program Management
(a)
Ere~construction~contract neogtiation
(b)
Initiate projects
(c)
Monitor projects
(d)
Reporting
(e)
Insure contract compliance
(f)
Maintain project fiscal control
Evaluation
(a)
Research design
(b)
Data collection
(c)
Analysis
(d)
Synthetize
(e)
Interpretation and feed-back
(f)
Provide a basis for decision making
�4
4.
Administration
(a)
Establish organizational structure and policy
(b)
Execute program policies
(c)
Maintain program fiscal control
(d)
Promote public and governmental relations
(e)
Provide staff and operational support
(f)
Recommend program policy
(g)
Promote community involvement
(h)
Effect coordination

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  1. http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_015_004_081.pdf

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