Organizational Structure of a Human Service Agency

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Habitat for humanity is a human service organization that provides services to communities, locally, nationally, and internationally. The organization was founded in 1976 by Millard and Linda Fuller and is an ecumenical Christian ministry whose mission is “that every man, woman, and child should have a decent, safe, and affordable place to live” (Habitat for Humanity, 2013, About Us par.1). This paper aims to analyze Habitat for Humanity’s organizational structure and processes, community building and its affect on the organization, compare the Blake McCanse Leadership Grid and Hershey Blanchard Situational Leadership Model, and identify strategic plans or organizational charts. According to Lewis, Packard, and Lewis, organizational structure is “what people normally think of when describing an organization: how departments and other functions are organized and who reports to whom” (Lewis, Packard, & Lewis, 2007, chpt. 5 para.4). Organizational structures can be simple or complex, and may vary depending on the goals, needs, size, environment, technology, age, and resources of the organization (Lewis, Packard, & Lewis, 2007). In evaluating the organizational structure of Habitat for Humanity, it is complex and can be characterized as possessing both functional and divisional properties. The structure is composed of three parts: Habitat for Humanity International is the organization’s main control center and is stationed in Americus, Georgia; local or Community-level affiliates more than 1500 in the United States and about 80 national organizations worldwide, and Regional and Area offices that coordinate between Habitat International and Local Affiliates (Habitat for Humanity, 2013). The structure of Habitat for Humanity International is divisional and characterized by roles that involve; raising awareness and informing the national and international community
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