Running head: ORGANIZATIONAL ANALYSIS

OrganizationalAnalysis
JeliannCarrillo
SW4020
WayneStateUniversity

Running head: ORGANIZATIONAL ANALYSIS

OrganizationandServices
TheNationalCouncilonAlcoholismandDrugDependenceGDAisanonprofit
publichealthorganizationthatturnscaringintoactionbyprovidingeffectivealcoholand
drugabuseintervention,preventionandtreatmentservicestochildrenandadultswith
substanceusedisorders.NCADDiscommittedtoimprovingcommunityhealthand
reflectthediversityofWayne,OaklandandMacombcounties(Services,n.d.).
NCADDofferssixprimaryservices.Thefirstonewillbethefocusofthis
analysis,thetreatmentclinics.NCADDVantagePointaddictiontreatmentclinicsare
premierhealthfacilitiesforindividualsseekingtreatmentforaddiction.Inconjunction
withthetreatmentclinictheyalsohaveanAlcoholHighwaySafetyProgram,which
servespeoplewhohavebeenarrestedfordrinkinganddrivingoffenses(OUILand
OWI)andofferstwoprogramlevels(Services,n.d.).AccordingtotheNCADD
website,thisprogramoffersaDrugEducationClass,whichissimilartotheAlcohol
HighwaySafetyEducationProgram,butfocusesonotherdrugsasopposedtoalcohol.
Itisconductedtwiceamonthforindividualswhohavebeenarrestedfordrugrelated
cases.
ASSISTisaspecializedpreventionprogramtargetingAfricanAmericanmales,
ages1217,whoresideinsupportivelivingsettings(i.e.grouphomes,placement
centers,delinquencyprograms,etc.).AccordingtotheNCADDwebsite,theprogram
providesinstructiveinformationonthedamagingeffectsofalcohol,tobaccoandother

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drugswhileteachingdecisionmakingskills,socialskills,andtheimportanceofbuilding
apositiveselfimage.Lessonsaresupplementedwithgroupdiscussion,roleplay,
behaviorrehearsalandvisualaids.Caregiversareprovidedwithtrainingonhowto
effectivelyreinforcepreventionmessagesinthechildrens,daytodayactivitiesand
coursework.Theyalsoofferajuvenilediversionprogram,whichisdesignedin
collaborationwiththeJuvenileJusticesystem.Thisuniqueprogramprovidestreatment
forachild(1217),whohasbeenintroublewiththelawduetoalcoholandorother
druguse(Services,n.d.).
Finally,NCADDalsooffersTheFirstConnectionProgram.This
comprehensiveoutreachparentandchildeducationprogramisdesignedtoempower
parentsastheprimaryalcoholanddrugpreventionspecialists.TheFirstConnection
programtargetsfemalesfrom1117andtheirmothers.AccordingtotheNCADD
website,lessonsincludeselfesteemdevelopment,positivedecisionmaking,
understandingpeerpressure,childmanagementtechniques,achievementmotivation
andinformationondrugsandalcohol,HIV/AIDSandothercommunityresources.
MissionandGoalDisplacement
AccordingtotheNCADDwebsite,theofficialmissionstatementisasfollows:
TheNationalCouncilonAlcoholismandDrugDependenceisavoluntary,nonprofit
agencycommittedtoimprovingcommunityhealththroughprovidingsubstanceabuse
prevention,education,training,treatmentandadvocacyforthemetropolitanDetroit
Area.Thegoalssetforthbytheorganizationare:

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Toprovidequalityaddictiontreatment,preventioneducationand

recoveryservices.
Toadvocateforpropereducationpreventionandaddictiontreatment

services.
Toreducethestigmaanddiscriminationofthediseaseofaddiction.
Fosterasafeandhealthyrecoverycommunity

After69yearsofserviceNCADDmaintainsfocusontheirgoals.Accordingto
Mrs.WoodwardtheclinicaldirectoratNCADD,theorganizationsgoalshavebeenthe
samesincetheorganizationwasfoundedin1963(personalcommunication,2015).Goals
doshiftwithintheorganizationtomeettheneedsoftheclients.Forexample,insome
casesNCADDprovidescommunityserviceforclientswhoneedittocleartheir
probationstatus.TheambitiousgoalsNCADDhassetfortheirprestigiousorganization
hasshapedandinfluencedtheorganizationandtheservicesitdeliverstotheirtarget
population.Theirmethodsofrecoveryandtreatmentplansarestemmedfromthe
individualgoalsfirst,thentheorganizationgoals.
OrganizationalStructureandStaffing
Theorganizationsstructureisbrokendownbyhierarchy.Likeallnonprofits
NCADDhasaboardofdirectors,whichisresponsibleforhiringtheexecutivedirector,
makinggovernancedecisions,andprovidesfiscaloversightovertheorganization.The
boardofdirectorsarealsoresponsiblefortheoversightofthedirectorsofeachservice.
NCADDisbrokendownintofourprimaryservicesthatrequireanoverseeingdirector.
Asaninternfortheclinicaloutpatienttreatmentservicesmyresponsibilitiesare

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designatedbytheclinicaldirector,LindaWoodward.Mrs.Woodwardoverseesatotalof
twentypositionsbothpaidandunpaid.Tohelpwiththeoversightandaccountability,
Mrs.Woodwardhasfiveserviceleadersmadeupofcounselorsforeachservicethe
clinicalfacilityoffers.Thoseleadersoverseecasemanagementworkers,therapists,and
interns.Thestructureismeanttodistributepowerandresponsibilitiesforeachposition.
Withintheorganizationthereisgreatdiversity.NCADDstaffscounselorsof
manydifferentraces,agegroups,genders,beliefsandsexualorientation.Inthetreatment
facilitywehavetwofulltimeAfricanAmericanmalecounselors,twoCaucasianwomen
counselors,threeAfricanAmericanwomencounselors,onewomancounselorfrom
Africandescent,andoneIndianAmericanwomancounselor.Theagerangefor
counselorsisbetween2560yearsofage.Theinternsconsistofameltingpotofraces
thatinclude:Black,White,Latino,andArab.Thereisalsoabroadrangeofageswithin
theinternpopulationfrom2145yearsofage.OfthenineinternsNCADDhas,onlyone
ismale.Wehaveamixtureofreligiousaffiliationsandnonreligiousaffiliations
(Christian,Catholic,Baptist,Atheist).NCADDstaffsmostlyheterosexualswiththe
exceptionofoneknownlesbian.Notonlyarethestaffdemographicsdiversebutalsothe
beliefs,traditionsandtreatmentstylesvaryamongstcounselors.Allofthesedifferent
personalitiesanddemographicshelpservethediversepopulationweserve.
BeingsuchadiverseorganizationIdecidedtofocusontheminoritystaff,which
inthiscaseincludesmyself.BeingtheonlyLatinaintheorganizationdoesnotmakeme
feelanydifferent.IamusedtobeingtheonlySpanishspeakerinmostplacesandIhave
learnedtoembraceit.NCADDdoesagoodjobofembracingdifferentculturesand

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backgrounds.InOctober2014wehadanemployeepotluckwhereweallbrought
differentdishesfromourcountriesandsharedthem.Thiswasasignificanteventfor
someonelikemetofeelasenseofinclusion.Althoughmycultureisnotanissue,I
noticedthatmyreligiousdisaffiliationwas.DuringouremployeepotluckIwassingled
outandjudgedwhenIrefusedtoholdhandswiththerestofNCADDstaffandsaygrace
overthefood.Thisexperiencemadeitcleartomethatpeoplesbeliefsatthisorganization
cannotbeseparatedfromtheircareer.NCADDreferencesreligionintheirpractice,
whichissomethingIpersonallyamnotcomfortablewith.Ialsodecidedtotalktoanother
intern,whoisArabAmericanandisalsoalesbian.Aquestionedherfeelingsasa
minoritywithintheorganization.Sheexpressedthatsheisnotcomfortablediscussingher
sexuality,religiousbeliefsorcultureintheorganization.Itissomethingshediscusses
withindividualsshefeelscomfortablewithbutdoesnotbroadcastherpersonallife
(personalcommunication,2015).AfterreflectingonthisexperienceIknewNCADD
mustworkonitsfriendlinesstodiversityandsensitivitytodifferences.
TheoreticalConstructofOrganization
Aftersubmergingmyselfinresearchaboutthedifferenttheoreticalconstructsof
organizationsIfoundthatNCADDisbestasanorganizationwithopensystems.Inthis
light,individualclientsareviewednotasisolatedentitiesdrivenbyinternalprocessesbut
associalbeingswhosepersonalitiesandbehaviorsemergefromconstantinteractionwith
theworldaroundthem(Netting,Kettner,McMurtry,Thomas,2012)Asopensystems,
clientsbothgivetoanddrawfromelementsexternaltothemselves(Netting,Kettner,
McMurtry,Thomas,2012).Elementssuchasculture,communityandfamilyareall

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contributorstotheirbehavior.Manyorganizationschoosetoignoreinfluencesor
pressuresfromoutsidesources,thechangingideal,values,andexpectationsoftheglobal
community(closedsystems),whichiswhymanystrategicplansfail.Acknowledgingthat
NCADDusesanopensystemsframework,theyviewtheirclientstoexistinasocialfield
andtakeintoconsiderationtheirphysicalecologicalenvironment.NCADDisinalow
incomecommunitywherethingslikeeducation,transportationandeconomicalfactors
mayhinderrecovery.
Whenpeoplethinksocialwork,theyautomaticallythinkoflowpayingjobsand
humanitarians.Undoubtedly,mostpeopledonotgointothefieldofsocialworkbecause
ofthepay.Socialworkersaremotivatedbythedesiretoalleviatesufferingandadvocate
forsocialjustice.TheoryYandHumanrelationstheoryassumethatworkersare
motivatedbyfactorsotherthanwages.NCADDemployeesworktogethertoincrease
productivity(Netting,Kettner,McMurtry,Thomas,2012).Theyfeelasenseofsocial
responsibility,whichservesasmotivationtoeffectivelyservethecommunity.The
positivesocialrelationsamongstaffisastrongcontributortothesuccessofthe
organization.AfterreviewingthedifferentmanagementtheorieswithMrs.Woodward
wecametotheconclusionthatNCADDismoreinlinewiththosetwotheories.
Inthebusinessworld,humanrelationsareacriticalpartoforganizational
success;anorganizationmayhaveawonderfulbusinessplan,butwithoutemployeesto
carryoutthatplan,itisworthless.It'softensaidthatahappyemployeeisamore
productiveemployee(Yen,n.d.).Nothingprovesthismorethanthehistoryofthehuman
relationsmovementinmanagement(Yen,n.d.).Studieshavebeenconductedtoprove

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thistheorytobecorrect.In1950,psychologistAbrahamMaslowproposedtheideathat
therearefivebasiclevelsofneedsthatmustbemetforhumanstobemotivated:
physiologicalneeds,safetyneeds,theneedtobelong,esteemneeds,andself
actualizationneeds.Maslowbelievedthattheseneedsaremetinorder,andthatonly
whenapersonfeelsthattheirlowerlevelneedsaremet,canheorshemoveontofulfill
thehigherlevelneeds(Yen,n.d.).Healsobelievedthatonceapersonfulfilledalevelof
need,thatpersonwasnolongermotivatedbythatneed(Yen,n.d.).Suchstudiesfound
thatthewayapersonistreateddirectlyaffectstheirjobsatisfactionandproductivity
(Yen,n.d.).
Inaddition,Mrs.WoodwardthoughtthattheManagementbyObjective(MBO)
theoryalsoappliestoNCADD.Sincetheorganizationisclearwiththeirgoalsand
objectivesshebelievesthatinherpositionshemakesdecisionsbasedonthemost
efficientwaystoachievethosegoals.AccordingtoThompson,themostimportanttool
themanagerhasinsettingandachievingforwardlookinggoalsispeople,andtoachieve
resultswiththistoolthemanagermust:first,beabletoinstillintheworkersasenseof
vitalcommitmentanddesiretocontributetoorganizationalgoals;second,controland
coordinatetheeffortsoftheworkerstowardgoalaccomplishment;and,last,helphisor
hersubordinatestogrowinabilitysothattheycanmakegreatercontributions
(Thomason,1998).NCADDisahealthymixtureofallthreetheories,whichallowsthe
organizationtorunsmoothly.
Theuseofthesetheorieshasmadetheemploymentandclientenvironmenta
pleasantone.EmployeesatNCADDhavetheirownofficespaceandarecomfortable

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meetingwithclientsintheprivacyoftheiroffices.Everyonerespectseachotherswork
andpersonalspace.EmployeesatNCADDhaveamanageablecaseloadwithreasonable
weeklyhours.Theclientsrespondwelltothecounselorsfeelverywelcomedwhen
comingintothefacility.
SWOTAnalysis
AfterreviewingtheorganizationsSWOTwithMrs.Woodwardweanalyzedsome
ofNCADDsexternalopportunitiesandthreats.TheopportunitiespresentedforNCADD
arelimitless.Thisisaverypromisingorganizationandtheopportunitiespresentedare
attainable.Someofthoseopportunitiesincluderecoveryorientedsystemsofcare,co
occurringmentalhealthandsubstanceabuseservices,prisonerreentryprograms,
organizationalmergers,andcollaborationswithotherentities(personalcommunication,
2015).Thethreatspresentedtotheorganizationarecommonthreatstomostnonprofit
organizations.Somethreatsdiscussedwerereductionsinfunding,increasedcompetition
forfewerresources,limitedornophilanthropy,direeconomicforecast,andanincrease
competitionforclientsfromnewandoldcompetitors(personalcommunication,2015).
Tocombattheseexternalthreats,theclinicalfacilitymustworkinconjunction
withtheadministrationofficetofindwaysaroundthesethreats.Theclinicalfacilitymust
reporttheirutmostupdatedclientinformationandimportantretentioninformationtothe
administration.Aswellastheadministrationkeepfocusonthegoalsoftheorganization
andkeepabreastofthecompetition.
Bykeepingupwithwhatthecompetitionisdoingweareabletoanalyzesomeof

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theinternalstrengthsandweaknessesoftheorganization.InthisprocessInoticedthat
theinternalweaknessesareprettysevere.ThelistformulatedbyMrs.Woodward
included:annualdeficits,mountingdebts,staffreductions,lowstaffmorale,aging
technologyhardwareandsoftware,andagingstaff(personalcommunication,2015).
Althoughtheweaknessesmayseemoverwhelmingtheorganizationhasmanystrengths
toshowfor.Someofthestrengthsinclude:Historyoftheservicetothecommunity,
nationalaccreditationforservice,approvedorganizationalinfrastructure,competentstaff,
leanadministration,comfortableofficespace,programdevelopmentandimplementation,
andstrongoutpatientclinicalservice(personalcommunication,2015).
Asdiscussedoneoftheopportunitiesistocollaboratewithotherentities.Atthis
timetherearefeworganizationsthatoffertheservicesNCADDoffersinthearea.
AccordingtoMrs.Woodward,theorganizationplanstoexpandinthefuturebymerging
withothersmallerorganizationswhichwillhelpwithfundingandcommunitysupport.
Collaboratingwithnearbyorganizationsshowscommunityinvolvementandunification.
Inaddition,NCADDGDApartnerswithotherorganizationsandisamemberofthe
PartnershipforaDrugFreeDetroit,PREVCO(PreventionCoalitionofSoutheastern
Michigan)andisanaffiliatememberoftheNationalCouncilonAlcoholismandDrug
DependenceaswellasanaffiliateoftheNationalAssociationforChildrenofAlcoholics
(NACoA)bothnationalresearchandadvocacyorganizations.Servingonmanycoalitions
andcommunitygroupsNCADDGDAisaconstantpresenceinlocaldrugprevention
activities(suchas"SafeandSoberSummer"and"FreefortheWeekend")(Services,
n.d.).

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Recommendations

AspecificproblemIhaveidentifiedislackoforganization.Ihavenoticedthat
theclinicalfacilitykeepsalloftheirclientrecordonpaperandtheirfilingsystemisnot
veryorganized.Asdiscussedoneoftheirweaknessesistechnologicaladvances.Many
organizationstodaykeepclientfilessecuredonsomeformofharddrive.Thisisan
exampleofacompetitivedisadvantagethatcaneasilybefixed.Switchingovertoan
electronicfilesystemissaferandmoreconvenientthatthesysteminplacenow.
Duetotheagingstaffchangeisnotalwayseasy.Manyolderpeoplerefrainfrom
changeespeciallywhenitcomestotechnology.AprimeexampleisMrs.Woodward
herself,whichchoosestowriteeverythingoutandrefusestouseacomputerforanything.
Othercounselorshaveexpressedthatchangingsystemsinplacehasneverbeenaneasy
task.TheNCADDhasdonethingsthesamelikeclockworkandintroducingnewideasis
notsomethingtheytakeintoconsiderationoften.Therationalmightbethatifithas
workedthusfar,whychangeit?Timeshavechangedandwiththattheorganizationmust
makeaccommodationstoadapttothesechanges.Notonlytechnologicaladvancesbut
alsonewinterventionandtreatmentplanshavebeenintroducedthatmaybettersuit
clientsinthisgeneration.Clientelehasalsochanged.Weliveinagenerationwhereour
clientsaregettingyoungeranddrugsaregettingstronger.Wemustbeinformedandwell
equippedwithwhatstocome.
Takingintoconsiderationallofthestrengths,weaknesses,opportunitiesand
threatsinconjunctionwiththetheoreticalframeworksandorganizationalstructures

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withintheorganization,NCADDsfutureispromising.Tacklingsomeoftheissues
duringtheirstrategicplanningwillhelptheagencygrowtremendously.Theclinical
facilityandadministrationkeepeachotherabreastofanychangesandcontinuetohave
greatchannelsofcommunicationtokeeptheorganizationrunningeffectively.

References
Netting,E.,Kettner,P.,McMurtry,S.,&Thomas,L.(2012).Understanding
Organizations.InSocialWorkMacroPractice(5thed.,p.229).UpperSaddle
River,NewJersey:Pearson.
Services.(n.d.).RetrievedMarch4,2015,fromhttp://ncadddetroit.org/services1.html
Thomason,T.(1998).ManagementbyObjectives.InManagementbyObjectives(2nd
ed.,Vol.20,p.1).SanDiego,California:JosseyBass/Pfeiffer.
Woodward,L.(2015).PersonalCommunication.
Yen,L.(n.d.).HumanRelationsMovementinManagement.RetrievedMarch3,2015,

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fromhttp://study.com/academy/lesson/humanrelationsmovementin
managementtheorylessonquiz.html