New Clerk Academy Tallahassee, Florida Role of the Clerk in the Courts OFFICE ORGANIZATION Hon.

Report
New Clerk Academy
Tallahassee, Florida
Role of the Clerk in the Courts
OFFICE ORGANIZATION
Hon. Paula S. O’Neil, Ph.D.
Pasco County Clerk & Comptroller
Objectives
Organizational Structure and Design
Considerations
Importance of Division of Labor
Elements of Organizational Structure
Review Examples of Organizational Charts
from various Clerks’ Offices
Points to Consider
Division of Labor
 Subdivision 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 Coordination
Informal communication
Sharing information
High media-richness
Important in teams
Formal hierarchy
Direct supervision
Common in larger firms
Problems -- costly, slow, less popular with young staff
Standardization
Formal instructions
Clear goals/outputs
Training/skills
Elements of Organizational Structure
Departmentalization
Span of
Control
Organizational
Structure
Elements
Formalization
Centralization
Span of Control
Number of people directly
reporting to the next level
Assumes coordination through
direct supervision
Wider span of control possible:
with other coordinating
methods
employees perform similar
tasks
employee skills are
standardized
tasks are routine
Moving to flatter structures
Centralization and Decentralization
Centralization
Formal decision making authority is held
by a few people, usually at the top
Decision making authority is
dispersed throughout the organization
Decentralization
Formalization
Causes
As firms get older, larger, and more regulated
Necessary for Clerks due to quantity of statutes,
rules, ordinances, administrative orders, etc.
Problems
Reduces organizational flexibility
Work rules can undermine productivity
Employee alienation, powerlessness
Rules become focus of attention
Mechanistic vs. Organic Structures
Mechanistic
Organic
• Narrow span of control
• Wide span of control
• High formalization
• Little formalization
• High centralization
• Decentralized 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 Structures
 Minimal hierarchy -- staff
reports directly to owner
 Roles are fairly loosely
defined for flexibility
 Informal communication
for coordination
©T.Bradner/Alaska Journal of Commerce
 Centralized structure -owner makes most
decisions
Functional Organizational Structure
Organizes employees around specific knowledge or
other resources (marketing, production)
Clerk
Finance
Courts
Records
Evaluating Functional Structures
Benefits
Supports professional identity and career paths
Permits greater specialization
Easier supervision --similar issues
Creates an economy of scale --common pool of talent
Limitations
More emphasis on subunit than organizational goals
Higher dysfunctional conflict
Poorer coordination -- requires more controls
Divisional Structure (Example 1)
Organizes employees around outputs,
clients, or geographic areas
Clerk
Customer
Service
Docketing/
Filing
Talent
Management
Divisional Structure (Example 2)
Organizes employees around outputs,
clients, or geographic areas
Clerk
North
Courthouse
Central
Courthouse
South
Courthouse
Evaluating Divisional Structures
Benefits
Building block structure -- accommodates growth
Better coordination in diverse markets
Limitations
Duplication, inefficient use of resources
Specializations are dispersed, creating silos of
knowledge
Matrix Structure (Project-based)
Employees ( )are temporarily assigned to a specific
project team and have a permanent functional unit
Clerk
Information
Technology
Project A
Manager
Project B
Manager
Project C
Manager
Criminal
Courts
Civil
Courts
Evaluating Matrix Structures
Benefits
Uses resources and expertise effectively
Improves communication,flexibility, innovation
Focuses specialists on clients and products
Allows interaction within specialty across groups
Limitations
More coordination required within group
Two bosses dilutes accountability
More conflict, organizational politics, and stress
Team-Based Structure Features
Self-directed work teams
Teams organized around
work processes
Very flat span of control
Very little formalization
Usually found within
divisionalized structure
AAP Image/Dave Hunt
Network Organizational Structure
Call
Center
(New Port
Richey)
Information
Technology
(Wesley
Chapel)
Main
Office
(County Seat)
Customer
Services
Finance
(Dade City)
(Various Cities)
Human
Resources
(Land
O’Lakes)
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
Internal Auditor
Chief Deputy Clerk
Court Services
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 Clerk
Administrative
Assistant
Internal Audit
Courts
Department Director
Courts Manager
Finance
Department Director
Assistant
Finance Director
Civil Processing
Courts Manager
Information Systems
Department Director
Information
Systems
Payroll
Infrastructure
Accountants
Applications
Fixed Assets
Case Initiation
Project Manager
Operations
Department Director
Assistant
Operations Director
Supervisor Carousel
Cashier
Carousel
(Inverness
Courthouse)
Records
Department Director
Records Department
Manager
Official Records
Records
Management
Tax Deeds
Grants
Supervisor Carousel
Courts Manager
Clerk's
Accounting & Budget Manager
Criminal Division
Supervisor
Project Portfolio
Commission Records
Emergency
Management
Cashier Carousel
(West Citrus
Government Ctr.)
Bookkeeping Board
Criminal Special
Processing
Accounts Payable Board
Special Processing Appeals
Purchasing
Compliance Division
Information Desk
Courtroom Clerks
Domestic Relations
Mailroom
Human Resources
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 11-252012 from https://lakecountyclerk.org/clerk_of_court/organizational_chart.aspx
McShane, Steven L. & Von Glinow, Mary A. 2005. Organizational Behavior, 3
Ed. New York: McGraw-Hill Companies, Inc.
rd
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

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