Read a selection of your colleagues’ posts.

Respond to at least two colleagues by critiquing their short-term strategies for addressing the SPG case study.

Be sure to use reference

DB 1

Emilio—

Post an analysis of the change that took place in the SPG.

The Southeast Planning Group, hereafter known as SPG, is part of the Housing and Urban Development Continuum of Care planning process. SPG’s function is to assist an individual by providing an evaluation and assessment. It also provides emergency and transitional shelter, as well as permanent housing. The change that occurred at SPG was that the executive director, who had built a good community relationship, resigned. A new director came in with the hopes of restructuring the organization and making it more efficient. Thus, eliminating two employee positions that had created a good relationship in the community—causing community members and stakeholders to worry about whether SPG’s new direction was the right one (Plummer and Brocksen, 2014).

Furthermore, suggest one strategy that might improve the organizational climate and return the organization to optimal functioning. Provide support for your suggested strategy, explaining why it would be effective.

There are times when significant changes need to happen; however, supervisors of organizations may need to evaluate when this is done before making any significant changes in the people they service may think and how they may be affected. Any change can lead to a lack of confidence or distrust from the community. Agencies would benefit from collaborating with the people they serve (Lauffer, 2011). By doing this with the community stakeholders, community members could provide feedback on how the organization performs and conducts its mission statement.

These types of collaborations have proved to be successful with other organizations. Researchers have shown that building effective community partnerships will help address problems that may not have been identified earlier but potential problems that may arise. Collaborating will also help educate further potential clients of organizations that may not have been aware of the organization’s services (Snow, 2012).

Lauffer, A. (2011). Understanding your social agency (3rd ed.). Washington, DC: Sage.

• Chapter 10, “Agency Structure and Change” (pp. 324–352)

Plummer, S.-B., Makris, S., & Brocksen, S. M. (Eds.). (2014b). Social work case studies: Concentration year. Baltimore, MD: Laureate International Universities Publishing [Vital Source e-reader].

• “Social Work Supervision, Leadership, and Administration: The Southeast Planning Group” (pp. 85–86)

Snow, John. (2012). Engaging your community. Department of Health and Human Services (DHHS)

DB 2

Majia—

The Southeast Planning Group (SPG) is an organization that primary goal is to help homeless individuals find permanent housing and permanent supportive housing. This organization has affiliation with local government, service providers, the faith, academic, business communities, concerned citizens and former homeless individuals. This organization took a huge turn when the executive director resigned after 5 years. When she was in office there were concerns that goals were not met and they lost confidence in her. The director was well liked by everyone and had a good way of bringing everyone together to focus on ending homelessness. Once a new director was hired things changed and people lost their jobs. The director came in a changed a lot because their focus was to increase the efficiency. This caused some stakeholders to feel like the new leader was taking over for their own benefit.

One thing that can be done to change the climate of the organization and return it to an optimal functioning is by building cohesiveness within the organization. This is something that I feel has probably fell apart once all the changes were made and the two workers were let go. Some people may feel afraid to lose their job, so this makes them not want to speak up and give their opinions about the changes. Cohesiveness allows group members to express their personal viewpoints, give and receive feedback, accept opinions different from their own, and feel comfortable doing meaningful work (Northhouse, 2018). Member satisfaction is high in cohesive groups. I believe that the director should have expressed their goals for the company to both the employees and the steakholders, which would have set a better intention than to just come in making lots of changes without letting everyone know. This gives off a bad vibe to everyone.

Northouse, P. G. (2018). Introduction to leadership: Concepts and practice (4th ed. ). Washington, DC: Sage.