New Clerk Academy Tallahassee, Florida. OFFICE ORGANIZATION Role of the Clerk in the Courts Hon....
-
Upload
tyler-drake -
Category
Documents
-
view
214 -
download
1
Transcript of New Clerk Academy Tallahassee, Florida. OFFICE ORGANIZATION Role of the Clerk in the Courts Hon....
New Clerk Academy
Tallahassee, Florida
OFFICE ORGANIZATION
Role of the Clerk in the Courts
Hon. Paula S. O’Neil, Ph.D.Pasco County Clerk & Comptroller
Objectives
Organizational Structure and Design ConsiderationsImportance of Division of LaborElements of Organizational StructureReview Examples of Organizational Charts from various Clerks’ OfficesPoints to Consider
Division of LaborSubdivision of work into separate jobs assigned to different people
Potentially increases work efficiency
Necessary as company grows and work becomes more complex
©W.L. Gore & Associates
Forms of Work CoordinationInformal communicationSharing informationHigh media-richnessImportant in teams
Formal hierarchyDirect supervisionCommon in larger firms Problems -- costly, slow, less popular with young staff
StandardizationFormal instructionsClear goals/outputsTraining/skills
OrganizationalOrganizationalStructureStructureElementsElements
Span ofSpan ofControlControl
CentralizationCentralization
Department-Department-alizationalization
FormalizationFormalization
Elements of Organizational Structure
Span of ControlNumber of people directly
reporting to the next levelAssumes coordination through direct supervision
Wider span of control possible:
with other coordinating methodsemployees perform similar tasksemployee skills are standardizedtasks are routine
Moving to flatter structures
Formal decision making authority is held by Formal decision making authority is held by a few people, usually at the topa few people, usually at the top
CentralizationCentralization
Decision making authority isDecision making authority isdispersed throughout the organizationdispersed throughout the organization
DecentralizationDecentralization
Centralization and Decentralization
Formalization
CausesAs firms get older, larger, and more regulatedNecessary for Clerks due to quantity of statutes, rules, ordinances, administrative orders, etc.
ProblemsReduces organizational flexibilityWork rules can undermine productivityEmployee alienation, powerlessnessRules become focus of attention
Mechanistic vs. Organic Structures
Mechanistic
• Narrow span of controlNarrow span of control
• High formalizationHigh formalization
• High centralizationHigh centralization
Organic
• Wide span of controlWide span of control
• Little formalizationLittle formalization
• Decentralized decisionsDecentralized decisions
Effects of Departmentalization
1. Establishes work teams and supervision structure
2. Creates common resources, measures of performance, etc
3. Coordination through informal communication
Features of Simple StructuresMinimal hierarchy -- staff reports directly to owner
Roles are fairly loosely defined for flexibility
Informal communication for coordination
Centralized structure -- owner makes most decisions
©T.Bradner/Alaska Journal of Commerce
Organizes employees around specific knowledge or other resources (marketing, production)
ClerkClerk
FinanceFinance CourtsCourts RecordsRecords
Functional Organizational Structure
Evaluating Functional Structures
BenefitsSupports professional identity and career pathsPermits greater specialization Easier supervision --similar issuesCreates an economy of scale --common pool of talent
LimitationsMore emphasis on subunit than organizational goals Higher dysfunctional conflictPoorer coordination -- requires more controls
Organizes employees around outputs,clients, or geographic areas
Divisional Structure (Example 1)
ClerkClerk
CustomerCustomerServiceService
Docketing/Docketing/FilingFiling
TalentTalentManagementManagement
Organizes employees around outputs,clients, or geographic areas
Divisional Structure (Example 2)
ClerkClerk
NorthNorthCourthouseCourthouse
CentralCentralCourthouseCourthouse
SouthSouthCourthouseCourthouse
Evaluating Divisional Structures
BenefitsBuilding block structure -- accommodates growthBetter coordination in diverse markets
LimitationsDuplication, inefficient use of resourcesSpecializations are dispersed, creating silos of knowledge
Project CProject CManagerManager
Project BProject BManagerManager
Project AProject AManagerManager
InformationInformationTechnologyTechnology
CriminalCriminalCourtsCourts
CivilCivilCourtsCourts
Matrix Structure (Project-based)
ClerkClerk
Employees ( )are temporarily assigned to a specificproject team and have a permanent functional unit
Evaluating Matrix StructuresBenefits
Uses resources and expertise effectivelyImproves communication,flexibility, innovation Focuses specialists on clients and productsAllows interaction within specialty across groups
LimitationsMore coordination required within groupTwo bosses dilutes accountabilityMore conflict, organizational politics, and stress
Team-Based Structure Features
Self-directed work teamsTeams organized around work processesVery flat span of controlVery little formalizationUsually found within divisionalized structure
AAP Image/Dave Hunt
MainMainOfficeOffice
(County Seat)(County Seat)
InformationInformationTechnologyTechnology
(Wesley (Wesley Chapel)Chapel)
Call Call CenterCenter
(New Port (New Port Richey)Richey)
CustomerCustomerServicesServices
(Various Cities)(Various Cities)
FinanceFinance(Dade City)(Dade City)
Human Human ResourcesResources
(Land (Land O’Lakes)O’Lakes)
Network Organizational Structure
Pasco County Clerk & Comptroller
Lake County Clerk of Court
Pinellas County Clerk of Circuit Court
Alachua County Clerk of Court
Bay Coun Clerk of Court &
Clerk of Court
Chief Deputy Clerk Administrative
Services
Chief Deputy Clerk
Court Services
Internal Auditor
Board Finance Manager
Clerk Finance Manager
Criminal Manager
Central Cashier/Traffic
Manager
Recording Manager
Maintenance Coordinator Civil Manager Unified Family
Court Manager
IS Manager Appeals Supervisor
Probate Supervisor Imaging
Supervisor
Citrus County Clerk of Court
Citizens of Citrus County
Betty Strifler Clerk of the Circuit Court
Angela Vick
Chief Deputy C lerk
Internal A udit A dm in istrative
A ssistant
Courts Department Director
Finance Department Director
Information System s Department Director
Operations Department Director
Records Department Director
Courts Manager Assistant Finance Director
Information Systems
Assistant Operations Director
Records Departm ent Manager
Civil Processing
Courts Manager
Case Initiatio n
Courts Manager
Criminal Division S upervisor
Criminal Specia l
P rocessing
Special Processing A ppeals
Courtroom C lerks
P ayroll
A ccountan ts
Fixed Assets
G rants
Clerk's Accounting & Budget Manager
Bookkeeping B oard
Accounts Payable Boa rd
P urchasing
Domestic Rela tions
Infrastructure
A pplications
Project Manager
Project P ortfolio
E m ergency M anagem ent
Supervisor C arousel
Cashier Carousel
(Inverness Courthouse)
Supervisor C arousel
Cashier Carousel (West Citrus
Government Ctr.)
Compliance Division
Information D esk
Human Resources
Official R ecords
R ecords
M anage m en t
Tax Deeds
M ailroo m
Commission Records
Key Points to Take Away
There is no right or wrong way to organize your office.What works today may not be the best structure a year from now.A mixed organizational structure may be used.Projects may require temporary adjustments to the organizational structure.
References
Lake County Clerk’s Office Organizational Chart, Not Dated, Retrieved 11-25- 2012 from https://lakecountyclerk.org/clerk_of_court/organizational_chart.aspx
McShane, Steven L. & Von Glinow, Mary A. 2005. Organizational Behavior, 3rd Ed. New York: McGraw-Hill Companies, Inc.
Pasco County Clerk & Comptroller, Not Dated, Retrieved 11-25-2012 from http://www.pascoclerk.com/public-gen-org-chart.asp
Pinellas County Clerk of Circuit Court, Not Dated, Retrieved 11-25-2012 from http://www.pinellasclerk.org/aspInclude2/OrganizationalChart.pdf
Notes