Discussion 1: Organizational Culture and Client Treatment

Discussion 1: Organizational Culture and Client Treatment

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Discussion 1: Organizational Culture and Client Treatment

The philosophy and leadership style that a social work administrator implements undeniably poses an effect on the culture of a human service organization. Since human service firms focus on addressing social and individual growth within communities, the administrator’s leadership style and paradigm evidently influence the values, processes, and convictions practiced in these entities (Larkin, 2005). For instance, the effect may be positive when the leader implements a transformational style of leadership that allows the organization’s culture to respond towards diversity and intricacy (Mary, 2005). The principles and patterns that the administrator asserts contribute to the organization’s culture.

The organizational culture involves the long-existing values and convictions that pose an influence over the behaviors and attitudes of staff members (Scott, 2015). It can affect a social work administrator’s leadership style by coercing the leader to conform to practices and attitudes recognized by the organization’s employees. For instance, the administrator may be inclined to alter his or her leadership behavior to attain the goals, objectives, and mission of the respective organization (Tsai, 2011). Alternately, the organization’s culture may necessitate the administrator’s leadership style to focus on addressing its weaknesses, which also contribute to the organization’s performance.

Stakeholders usually assume an essential role in the organization. In fact, in most cases, stakeholders comprise persons that essentially contribute to the organization’s performance and reputation (Austin, 2016). Since customers assume this title, the organization’s treatment of its clients may be dependent on the measures that it uses as far as interaction with stakeholders is concerned. For example, if an organization maintains a robust customer service model, its interaction with clientele may prove effective in preserving a considerable consumer base (Austin, 2016). The treatment of other stakeholders such as employees and the public may affect how clients are treated and managed due to the influence that they possess.


Austin, D. M. (2016). Human services management: Organizational leadership in social work practice. New York, NY: Columbia University Press.

Larkin, H. (2005). Integral management and the effective human service organization. Journal of Integral Theory and Practice, 1(3), 1-22.

Mary, N. L. (2005). Transformational leadership in human service organizations. Administration in Social Work, 29(2), 105-118.

Scott, W. R. (2015). Organizations: Rational, natural, and open systems. Upper Saddle River, NJ: Prentice Hall.

Tsai, Y. (2011). Relationship between organizational culture, leadership behavior, and job satisfaction. BMC Health Services Research, 11, 98-112.

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