Walden University, LLC. (2022). People First San Diego Links to an external site. [Interactive media]. Walden University Canvas. https://waldenu.instructure.com/ Organizational Structure All organizations have formal structures through which to carry out their work and achieve their purposes (Netting et al., 2016). Skidmore (1990) defines struc tures as the "actual arrangements and levels of an organization in regard to power, authority, responsibilities, and mechanisms for carrying out [organizational] functions and practices" An organizational chart is the best descriptor of the structure of an organi zation and shows its lines of authority, relationships, and substructures (which may be called departments, units, or divisions). Each organization structures itself somewhat differently, a reflection of the particular programs it sponsors,

46 2 DISTINGUISHING FEATURES OF ORGANIZATIONS its financial resources, its system of governance, management philosophy, and agency traditions. An example of an organizational chart is provided in Figure 2 .1. The organizational diagram tells us many things about the organization. First, the chain of command-who reports to whom-is specified. Second, it provides some idea of the size and complexity of the organization. The programs are delineated. The number and type of staff assigned to each program may be fea tured. In short, the organizational chart is a blueprint of the agency's structural relationships. SUBSTRUCTURES Organizations, once created, seek to establish systems to carry out their work and, further, to ensure their own survival and growth. The development of formal sub structures affects how and how well the work is carried out. Formal substructures include the divisions, departments, or units needed to do the agency's work, staff ing patterns, the pattern of governance, including the appointment or election of board and committee members, and board-administration-staff arrangements. The structure of the organization includes its physical location and space. Some organizations occupy one location; others may have a main headquarters and one or more satellite offices. The Legal Aid Society of New York, for example, serves its clients through a complex, city-wide network of twenty-six borough, neighbor hood, and courthouse offices (Legal Aid Society, n.d.). The Jewish Board of Family and Children's Services (2016) offers programs in seventy-five locations throughout the five boroughs of New York and in the suburb of Westchester County. Its scope of program offerings is vast and includes health care coordination, outpatient treatment programs, early childhood programs, and domestic violence shelters and transitional housing. Some programs are residen tial, others are outpatient only, and still others are for short-term interventions. Each program has its own administrator, such as the director of services for the developmentally disabled or the director of group treatment. Not all programs are available in all locations. For example, therapeutic nursery school services are provided at one specific location. Counseling services, on the other hand, may be housed in many locations. The dispersion of the target population served may require multiservice sites to provide accessibility to clients. These satellite service centers constitute a decentralized subsystem for the local implementation of ser vices. Given the breadth of the population served by the organization, the use of multiple sites is essential to accomplish program goals. Public human service agencies, too, are often structured on a county-by-county basis, with varying degrees of control from the umbrella state organization. The size of the organization, number of clients served, and range of programs offered are also important variables in determining the need for decentralized sites. Size is an important determinant of the overall structure of an organization and the nature and breadth of its substructures. Organizational design is a formal process of integrating people, information, and technology. Using this definition outlined above and the resource link People First San Diego, identify and describe People First San Diego's organizational design.

Explain how the design supports People First San Diego's mission.

Explain the importance and function of organizational charts. Then, explain what the People First San Diego organizational chart tells you about the company.