BASED ON THESE FACTS: Richard Patton grew up in a small town where the economy was based on agriculture. His parents were hardworking and devout, and subjected their children to severe discipline. As a boy, Patton had done odd jobs to pay for his own clothes and school supplies. He was disciplined, conservative, industrious, and repectful of authority. In college, Patton was mainly interested in the "down-to-earth" aspects of courses in his major in public administration. He found theoretical ideas boring because it was difficult to apply the abstract to practical matters. He went to work in a local social welfare agency. A few years later Patton accepted an offer to direct a public welfare agency in a large county with more industry, more varied economy, and more diverse population than his home. Patton directed 40 staff and was governed by the County Board of Commissioners and a county Social Service Commission. Although the county had a mixed population including African Americans, Native Americans and Chicanx, no members of these groups worked at the department. Programs included Supplemental Security Income (SSI) and Medicaid to be administered under guidelines set by the state and federal governments.
Patton discovered, however, that the staff frequently failed to follow the guidelines, seemed unfamiliar with them, applied rules inconsistently, and appeared indifferent to their client's needs. The staff was inefficient and lackadaisical in Patton's judgment. Patton had a clear plan of action. What was needed was a highly structured and disciplined organization. He envisioned himself as keeping a finger on all the agency's programs. Authority would be delegated to supervisors selected from within the organization, and line workers would be classified according to a strict hierarchy. Jobs would be specialized and all employees would be trained to do their jobs in a prescribed manner. Weekly staff meetings would be used to review and modify work styles and to inculcate respect for authority. In putting his plans into effect, Patton rejected the suggestions of the workers. "If they don't like the way the office is run, they can work some other place," he thought. However, dissatisfaction and dissent soon boiled over. Line workers challenged Patton's edicts at staff meetings, complained about the many of the imposed rules and regulations, wrangled over policies and goals, and threatened to appeal to the governing boards. It was hard for Patton to believe he had been wrong in thinking the welfare department needed the imposition of a more rigid system, but he now recognized that his reforms had failed and that there were aspects of management to which he had been blind.
-What organization theory may have been more appropriate for the change of this organization?

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The Answer of BASED ON THESE FACTS: Richard Patton grew up in a small town where the economy was based on agriculture. His parents were hardworking and devout, and subjected their children to severe discipline. As a boy, Patton had done odd jobs to pay for his own clothes and school supplies. He was disciplined, conservative, industrious, and repectful of authority. In college, Patton was mainly interested in the "down-to-earth" aspects of courses in his major in public administration. He found theoretical ideas boring because it was difficult to apply the abstract to practical matters. He went to work in a local social welfare agency. A few years later Patton accepted an offer to direct a public welfare agency in a large county with more industry, more varied economy, and more diverse population than his home. Patton directed 40 staff and was governed by the County Board of Commissioners and a county Social Service Commission. Although the county had a mixed population including African Americans, Native Americans and Chicanx, no members of these groups worked at the department. Programs included Supplemental Security Income (SSI) and Medicaid to be administered under guidelines set by the state and federal governments.
Patton discovered, however, that the staff frequently failed to follow the guidelines, seemed unfamiliar with them, applied rules inconsistently, and appeared indifferent to their client's needs. The staff was inefficient and lackadaisical in Patton's judgment. Patton had a clear plan of action. What was needed was a highly structured and disciplined organization. He envisioned himself as keeping a finger on all the agency's programs. Authority would be delegated to supervisors selected from within the organization, and line workers would be classified according to a strict hierarchy. Jobs would be specialized and all employees would be trained to do their jobs in a prescribed manner. Weekly staff meetings would be used to review and modify work styles and to inculcate respect for authority. In putting his plans into effect, Patton rejected the suggestions of the workers. "If they don't like the way the office is run, they can work some other place," he thought. However, dissatisfaction and dissent soon boiled over. Line workers challenged Patton's edicts at staff meetings, complained about the many of the imposed rules and regulations, wrangled over policies and goals, and threatened to appeal to the governing boards. It was hard for Patton to believe he had been wrong in thinking the welfare department needed the imposition of a more rigid system, but he now recognized that his reforms had failed and that there were aspects of management to which he had been blind.
-What organization theory may have been more appropriate for the change of this organization?

BASED ON THESE FACTS: Richard Patton Grew Up in a Small