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UBC Theses and Dissertations

Case studies in documenting the process of organizational change for community organization purposes Audain, Michael James

Abstract

This study is an initial and exploratory venture toward examining organizational change as it applies to the field of social welfare in Greater Vancouver. Specifically the formulation for documenting change as outlined in the proposal of the Area Development Project of the Greater Vancouver Area was used in three separate case studies. The study has concerned itself with documenting the process of organizational change (both planned and unplanned), rather than analyzing the effect organizational change has had upon services and/or agencies. The first case study deals with three social actions initiated in 1964 by the Society of Women Only, a group of deserted women in the Vancouver Area. In each action process the organization was attempting to create change in governmental systems of a mutual support and social control nature. The change processes were documented from their inception but not to their conclusions. The structured organizational change documented in the second case study occurred in 1961. At that time two divisions of the Social Planning Section of the Community Chest and Councils of Greater Vancouver, the Groupwork and Recreation Division and the Family and Child Welfare Division were combined. The combined divisions became the Welfare and Recreation Council. The whole change process was documented from its inception in 1960 until the change was assessed by a special committee in January - March 1965. The third case study considers the documentation of organizational change being attempted in a geographic area known as Sunrise Park in the city of Vancouver. The purpose of this change process has been to formulate plans for action by the health, recreation, education and welfare agencies towards solving problems that exist or may exist as a result of the introduction of a large public housing project into the area. The case study deals with change process in its initial stages as the organizational change in the period under study was only just beginning. Each writer has concluded his case study by making a number of critical observations concerning the utility of the selected model for the development of both theory and practice in the field of community organization.

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