New Haven Mayor Office
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Organizational change or redesign is a process that impacts the lives of all individuals in the organization. Since it also has an affect on lives outside the organization, it is not a process taken lightly. The first step in any such change or redesign process must be organizational diagnosis. In Sociological Paradigms and Organizational Analysis, Burrell and Morgan (1994) claim: “The basic design problem is to create and organizational design that matches the demand for information processing with the information processing capacity” (7). Three main factors are incorporated into organizational diagnosis to successfully realize this goal: organizational history, organizational environment (culture), and organizational goals. This organizational diagnosis will focus on the history, environment, and goals of the Mayoral Office of New Haven, Connecticut. The Mayoral Office in New Haven must process a great deal of information. Historically, New Haven’s population dramatically increased during the last half of the 19th century, rising from 40,000 at the end of the Civil War to 108,000 by the turn of the century (City, 2002). Immigrant labor helped the city rise to an industrial leader by the 1950s when Mayor Richard Lee began the first of his eight terms as Mayor of New Haven. The Mayoral Office had three primary goals during his tenure, stemming middle-class immigration, eliminating the slums, and revitali
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d appoints the New Haven Board of Education. The Mayor has also sponsored the Mayor’s Early Childhood initiative to supplement other programs the office designed to expand the quality and quantity of childcare and family support services for the city. New Haven has also received approval for a $1.1 billion school construction program, and its magnet school program has earned national acclaim (City, 2002).
The environment in the Mayor’s Office supports a diverse culture that puts community needs first. This is in evidence in personnel decisions. The organizational structure of the Mayor’s Office is a hierarchical but diverse one. Residents elect the Board of Alderman, the City Clerk, the Registrar of Voters and the Mayor. The Mayor in turn appoints the members of the Board of Education and the Public Authority Group. The Mayor also appoints those who will people his Staff Group, Public Services Group, Community Services Group, and Economic Group. Many of these groups are headed by Hispanic or African Americans reflecting the diversity of the city’s population. Such an organizational structure has served the Mayoral Office well in terms of efficiency, communication, and results. Nevertheless, this is one aspect of the M
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Approximate Word count = 1399
Approximate Pages = 6 (250 words per page)
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