New Clerk Academy

Tallahassee, Florida

OFFICE ORGANIZATION

Role of the Clerk in the Courts

Hon. Paula S. O’Neil, Ph.D.Pasco County Clerk & Comptroller

Objectives

Organizational Structure and Design ConsiderationsImportance of Division of LaborElements of Organizational StructureReview Examples of Organizational Charts from various Clerks’ OfficesPoints to Consider

Division of LaborSubdivision 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 CoordinationInformal communicationSharing informationHigh media-richnessImportant in teams

Formal hierarchyDirect supervisionCommon in larger firms Problems -- costly, slow, less popular with young staff

StandardizationFormal instructionsClear goals/outputsTraining/skills

OrganizationalOrganizationalStructureStructureElementsElements

Span ofSpan ofControlControl

CentralizationCentralization

Department-Department-alizationalization

FormalizationFormalization

Elements of Organizational Structure

Span of ControlNumber of people directly

reporting to the next levelAssumes coordination through direct supervision

Wider span of control possible:

with other coordinating methodsemployees perform similar tasksemployee skills are standardizedtasks are routine

Moving to flatter structures

Formal decision making authority is held by Formal decision making authority is held by a few people, usually at the topa few people, usually at the top

CentralizationCentralization

Decision making authority isDecision making authority isdispersed throughout the organizationdispersed throughout the organization

DecentralizationDecentralization

Centralization and Decentralization

Formalization

CausesAs firms get older, larger, and more regulatedNecessary for Clerks due to quantity of statutes, rules, ordinances, administrative orders, etc.

ProblemsReduces organizational flexibilityWork rules can undermine productivityEmployee alienation, powerlessnessRules become focus of attention

Mechanistic vs. Organic Structures

Mechanistic

• Narrow span of controlNarrow span of control

• High formalizationHigh formalization

• High centralizationHigh centralization

Organic

• Wide span of controlWide span of control

• Little formalizationLittle formalization

• Decentralized decisionsDecentralized 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 StructuresMinimal hierarchy -- staff reports directly to owner

Roles are fairly loosely defined for flexibility

Informal communication for coordination

Centralized structure -- owner makes most decisions

©T.Bradner/Alaska Journal of Commerce

Organizes employees around specific knowledge or other resources (marketing, production)

ClerkClerk

FinanceFinance CourtsCourts RecordsRecords

Functional Organizational Structure

Evaluating Functional Structures

BenefitsSupports professional identity and career pathsPermits greater specialization Easier supervision --similar issuesCreates an economy of scale --common pool of talent

LimitationsMore emphasis on subunit than organizational goals Higher dysfunctional conflictPoorer coordination -- requires more controls

Organizes employees around outputs,clients, or geographic areas

Divisional Structure (Example 1)

ClerkClerk

CustomerCustomerServiceService

Docketing/Docketing/FilingFiling

TalentTalentManagementManagement

Organizes employees around outputs,clients, or geographic areas

Divisional Structure (Example 2)

ClerkClerk

NorthNorthCourthouseCourthouse

CentralCentralCourthouseCourthouse

SouthSouthCourthouseCourthouse

Evaluating Divisional Structures

BenefitsBuilding block structure -- accommodates growthBetter coordination in diverse markets

LimitationsDuplication, inefficient use of resourcesSpecializations are dispersed, creating silos of knowledge

Project CProject CManagerManager

Project BProject BManagerManager

Project AProject AManagerManager

InformationInformationTechnologyTechnology

CriminalCriminalCourtsCourts

CivilCivilCourtsCourts

Matrix Structure (Project-based)

ClerkClerk

Employees ( )are temporarily assigned to a specificproject team and have a permanent functional unit

Evaluating Matrix StructuresBenefits

Uses resources and expertise effectivelyImproves communication,flexibility, innovation Focuses specialists on clients and productsAllows interaction within specialty across groups

LimitationsMore coordination required within groupTwo bosses dilutes accountabilityMore conflict, organizational politics, and stress

Team-Based Structure Features

Self-directed work teamsTeams organized around work processesVery flat span of controlVery little formalizationUsually found within divisionalized structure

AAP Image/Dave Hunt

MainMainOfficeOffice

(County Seat)(County Seat)

InformationInformationTechnologyTechnology

(Wesley (Wesley Chapel)Chapel)

Call Call CenterCenter

(New Port (New Port Richey)Richey)

CustomerCustomerServicesServices

(Various Cities)(Various Cities)

FinanceFinance(Dade City)(Dade City)

Human Human ResourcesResources

(Land (Land O’Lakes)O’Lakes)

Network Organizational Structure

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

Chief Deputy Clerk

Court Services

Internal Auditor

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 C lerk

Internal A udit A dm in istrative

A ssistant

Courts Department Director

Finance Department Director

Information System s Department Director

Operations Department Director

Records Department Director

Courts Manager Assistant Finance Director

Information Systems

Assistant Operations Director

Records Departm ent Manager

Civil Processing

Courts Manager

Case Initiatio n

Courts Manager

Criminal Division S upervisor

Criminal Specia l

P rocessing

Special Processing A ppeals

Courtroom C lerks

P ayroll

A ccountan ts

Fixed Assets

G rants

Clerk's Accounting & Budget Manager

Bookkeeping B oard

Accounts Payable Boa rd

P urchasing

Domestic Rela tions

Infrastructure

A pplications

Project Manager

Project P ortfolio

E m ergency M anagem ent

Supervisor C arousel

Cashier Carousel

(Inverness Courthouse)

Supervisor C arousel

Cashier Carousel (West Citrus

Government Ctr.)

Compliance Division

Information D esk

Human Resources

Official R ecords

R ecords

M anage m en t

Tax Deeds

M ailroo m

Commission Records

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 11-25- 2012 from https://lakecountyclerk.org/clerk_of_court/organizational_chart.aspx

McShane, Steven L. & Von Glinow, Mary A. 2005. Organizational Behavior, 3rd Ed. New York: McGraw-Hill Companies, Inc.

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