Dinuba Public Schools

Ref: http://www.cogmap.com/chart/dinuba-public-schools

The organizational structure of the Dinuba Public Schools is composed of five layers. The layers shown in the organizational structure, as well, range from the top management (board member) to the lower positions and jobs (such as librarian and warehouse supervisor). This shows that there is clearly a chain of command that exists, where the top of the chain, the board members, make decisions, and the bottom of the chain, the employees such as the librarian, are in charge of listening to the orders and executing them. Clear responsibility authority is shown at the top, as the key decisions are made by the board members, and carried out by the people receiving the orders. Also, in the middle of the chain, significant contributors to the chain who receive and delegate command (such as the Cafeteria Director) are in charge of listening to orders and delegating tasks to the people at the bottom of the chain. Hence, in the middle of the chain, there is both listening to orders and giving of orders. This clearly shows the levels of hierarchy, as there are clearly more workers near the bottom of the chain, and less at the top. In this case, however, there isn't one Managing Director, but rather a board of directors that make the important decisions for the organization.

There is clearly evidence of delegation in this chain of command, as specific commands and orders are given to certain chains of command. For example, monetary information is handled by orders being sent from the board of directors to the superintendent, who then passes the taks to the person in charge of fiscal services, who then delegates tasks to four specialized workers at the bottom of the chain, specifically people in charge of Health benefits, Payroll, and Accounting. This relates as well to how the company is more centralized and less collaborative, as the board of directors clearly have the most control, and the tasks are delegated to different people in charge of certain things, such as Money (Fiscal Services) and People (Personnel). It also appears that Dinuba Public Schools are a tall organization, as there are quite a few levels of management in the middle of the chain of command. This is seen with jobs such as Special Services Director, Maintenance and Operations Director, and Personnel. These tasks simply receive an order from higher levels of command, and delegate the task to one or two people that are lower in the chain of command. Since there are 5 layers of organization in the organization as well, there is clearly some level of intervening management.

There is, however, some evidence of delayering as well, as some people in the middle of the chain delegate tasks to many people, rather than simply one or two people below them in the chain. Examples of such jobs are the Assistant Superintendant and the Manager of Fiscal Services, who delegate tasks to four or more people. There could be more delayering done, however, to improve communication speeds and encourage greater delegation. There is also evidence of a matrix structure present with Dinuba Public Schools. Since people of the same type of skills work together, the organization works smoother, and the jobs are done more efficiently. An example of this is with the Special Services Director, and how he delegates to both a Psychologist and a Speech Therapist.

All in all, the Dinuba Public Schools organization has a somewhat organized structure.