Social Science - Sociology Assignment

Throughout the course, as you have completed your People First assignments, you have imagined yourself as a leader within the fictional organization. You have been gathering information and analysis about the organization’s design, culture, staff management, strategic plan, financial management and funding sources, and evaluation. Now, in this Final Project, you must revise and compile your individual assignments into a comprehensive report for the board of directors. You must also add a new section on evaluation, focusing on service effectiveness and employee engagement.

To prepare:

· Download the Leadership Report Template and use it for this Assignment. 

· Review your submissions for Weeks 3–8 Assignments and any Instructor feedback received.

· Revise and polish these submissions, and then place them into the appropriate spot in the Leadership Report Template.

· To complete the new section on Evaluation, access People First San Diego’s websiteLinks to an external site.. Review the Employee Engagement Data located on the Dashboard. Consider what the evaluation data say about employee engagement and how you might act on the data. Also review this week’s Discussion, where you determined outcomes and a measurement tool for the organization’s therapy services.

Assignment below

Submit an 8- to 10-page report (not including title page or references) in which you analyze the status of the fictional People First San Diego organization in the following sections:

· Organizational Design (Week 3 Assignment)

· Organizational Culture and Cultural Competency (Week 4 Assignment)

· Management and the Role of Human Resources (Week 5 Assignment)

· SWOTT Analysis (Week 7 Assignment)

· Funding Sources (Week 8 Assignment)

· Evaluation (New Section)

· Service Effectiveness. How would you go about measuring effectiveness of the therapy services offered? What evidence-based tools would you use (2–3 tools) and why? Draw from this week’s Discussion.

· Employee Engagement. Based on the information provided, what is employee engagement like and why? What specific actions will you take based on the data?

WKS 3-8 ASSIGNMENT ATTACHED Separately

1

Organizational Design of People First San Diego

WKS 3

September 20, 2026

Organizational Design of People First San Diego

Organizational design is a formal process of bringing together people, information and technology, so that an organization can accomplish its objectives. It dictates responsibility assignment, structures authority and flows of information within the organization. People First San Diego's organizational structure has clear roles, responsibilities, and reporting structure. The structure of the organization gives a framework for employees and leaders to operate together and supports the services and goals of the organization. The design also creates clarity for employees about their duties and who they are responsible to consult with, when making decisions or when resolving issues.

The organizational structure of People First San Diego aligns with its mission as it establishes an organized way to provide services. A clearly defined structure ensures that staff members have clear scope of work and can work towards shared objectives of the organisation. The design links people, information and technology to coordinate resources effectively. Having a clear understanding of their roles and the impact they have on the organization helps employees communicate effectively and collaborate (Verhoeven & Madsen, 2022). This is significant because without coordination between various areas of an organization, it could not achieve its mission. The framework also offers leaders a means of holding themselves accountable and keeping the activities of the organization focused on the mission.

An organizational chart is crucial because it visualizes the structure of an organization. They depict the positions, hierarchy, reporting relationships and organization linkages (Urrets, 2024). An organisational chart can be helpful to employees to understand who they are working with and how they fit into the organisation. It can also be used to identify communication channels and establish clarity of authority. When exploring organizational design, organizational charts are helpful tools that reveal the flow of authority and the organizational structure within a company.

The People First San Diego organizational chart contains details about the structure of leadership and responsibilities. It demonstrates the connections between various roles and illuminates the organization's line of command (Walden University, n.d.). The chart may be useful for employees to know who their supervisor is and where decisions are being made. It also shows how organizational design is not just about individual employees – it's also about the way that roles interact. Leaders can use the chart to inform their understanding about whether responsibilities are clear, and reporting is structured. The chart can also be used for communication purposes as employees can use it to determine who to ask for information or for help.

In general, the organization design of People First San Diego offers a framework for coordinating people, information, and technology. Its organizational chart makes it easier to understand the organization, as it indicates authority and reporting relationships. Good design can facilitate communication, accountability, teamwork and achievement of the organisation's mission. Therefore, understanding the organization’s design and chart is important for leaders because both provide a foundation for managing employees and coordinating organizational activities.

Reference

Walden University. (n.d.). People first San Diego. Cdn-Media.Waldenu. Edu. Retrieved 19 September 2026, from https://cdn-media.waldenu.edu/2dett4d/Walden/SOCW/6070/FSD/index.html#who

Verhoeven, J., & Madsen, V. (2022). Active employee communication roles in organizations: A framework for understanding and discussing communication role expectations. International Journal of Strategic Communication, 16(1), 1–20. tandfonline. https://doi.org/10.1080/1553118x.2021.2014503

Urrets, P. (2024, March 26). Improve your company’s communication with the power of the organizational chart. Humand. https://humand.co/en/blog/organization-chart/

2

Analyzing Funding Options for People First San Diego

WKS 8

October 25, 2026

Analyzing Funding Options for People First San Diego

People First San Diego is a not-for-profit entity whose main purpose is to provide housing, employment, and health care services to vulnerable members of the San Diego community, especially those who are poor or homeless in places like Logan Heights. The organization has just been affected by the loss of its long-time grant; therefore, it needs other sources of funding for sustainability and growth. This paper will assess three possible ways to raise money for People First San Diego, including the benefits, drawbacks, and possibilities of each option.

The first alternative for funding is to apply for grants from private foundations, community foundations like the San Diego Foundation, and government departments. The advantages of grants include obtaining large sums of money for several years for specific programs that are quantifiable, thus increasing the credibility and capacity of the organization (Instrumentl, 2024). Grants usually have very specific budgets and criteria, which match the strategic planning process and the SWOT analysis of People First San Diego. However, there are numerous drawbacks: it is a very competitive process that has a success rate of only 10%-30%, it requires lots of work from the employees to prepare applications and reports, and it may also limit the use of funds, as previously experienced by this organization (Vilardo, 2025).

The second alternative involves developing individual donations by making appeals directly, utilizing the internet, peer-to-peer donations, and hosting events within communities. Individual donations are the largest form of charitable income in the U.S., providing greater flexibility without having the limitations associated with grant funding (Giddings Consulting Group, 2026). This approach provides several advantages, such as developing relationships with donors, lower thresholds for involvement, and fast response to situations. In the case of People First San Diego, personal stories about client success and positive local effects can motivate people. Limitations involve the dependency of contributions on economic situation, continual work with donors, and small amounts of donations as opposed to larger grants, thus the necessity of many donors to compensate for funds lost.

The third alternative involves seeking corporate sponsorships and collaborations. The corporations can offer monetary assistance, in-kind contributions, or employee volunteering schemes as a trade-off for corporate social responsibility and visibility. Advantages include the possibility of obtaining substantial funding, improved visibility within the community, and employee involvement that could result in wider networking (Instrumentl, 2024). Disadvantages include the necessity of fostering good relationships, potential misalignment of corporate and nonprofit organization objectives, limited scope of funding which is tied to specific projects or events, and difficulties of cold calling in case of small nonprofits.

Ranking these alternatives according to their promise and feasibility in the case of People First San Diego, the first alternative that comes up is that of individual donations. With the recent grant funding being withdrawn and the organization’s reputation in the community, it makes more sense for the organization to work towards cultivating a diversified individual donor base. This would provide the organization with greater control and sustainability with relatively low investment needs compared to the other two alternatives. The next most feasible option is corporate sponsorship due to the strong business community in San Diego. The grants come in third place as although it provides the highest funding possibility along with matching the metrics driven nature of the organization, the competition and risks involved makes this alternative unfeasible at the moment.

References

Giddings Consulting Group. (2026). How do nonprofits make money? 8 revenue models. https://giddingsconsulting.com/blog/how-nonprofits-make-money/

Instrumentl. (2024). What is the best funding for nonprofit organizations?. https://www.instrumentl.com/blog/best-funding-for-nonprofit-organizations

Vilardo, L. (2025). Nonprofit grants: Find & win funding (2026). Scottship Solutions. https://scottshipsolutions.com/blog/nonprofit-grants-guide/

2

Management and the Role of Human Resources in Addressing Personnel Conflict

WKS 5

10/03/2026

Management and the Role of Human Resources in Addressing Personnel Conflict

Human Resources (HR) acts as a strategic partner in organizations, specifically in the social work environment, like People First San Diego. Apart from performing duties related to recruitment, selection, administering benefits, and employee engagement tracking, HR plays an important role in helping the management in dealing with personnel policies, handling conflicts, performance management, and ensuring compliance with the law. The management often seeks help from HR in dealing with conduct violation, ethical issues, or performance problems to make sure that all these processes are managed in a just and legally correct way. HR provides advice on documentation, investigation, coaching, training, progressive discipline, and creating an inclusive culture, enabling managers to concentrate on management tasks (Armstrong & Taylor, 2023).

In People First San Diego example, there is a conflict of interpersonal relationship involving the long-time employee Patrice and a social worker named Bo. This falls under relationship conflict which involves personal incompatibility and emotions instead of a conflict of interests or purely a task related conflict (Jehn, 1995). The use of belittling language, eye-rolling and muttering along with constant misgendering of Bo who identifies as they/them are all indications of a negative working environment that Patrice creates. The generational gap and refusal to recognize a non-binary identity seem to motivate the behavior where Patrice considers herself to be the ‘old guard’.

This case is in clear contradiction with People First San Diego’s Diversity & Inclusion Statement, whose core values include “Authentic belonging” and a dedication “to create a space where all have the freedom to be who they are” by embracing multiple perspectives (People First San Diego, n.d.). Harassing a co-worker and consistently using inappropriate pronouns contradicts this dedication to equality and diversity. It is in contradiction with the organization’s vision of putting people first and creating networks of wellness and hope since a hostile atmosphere inside the organization prevents from demonstrating those values while working with clients. Legally, discrimination on the grounds of sexual identity is considered discrimination according to Title VII of the Civil Rights Act of 1964 based on Bostock v. Clayton County (2020). Although isolated errors may not be considered a violation of the law, repeated and deliberate misgendering and belittling may contribute to a hostile work environment when being severe or pervasive.

To address the situation, the first step would be to consult with HR and seek a collaborative approach. In the first place, I would gather all observations, feedback from my colleagues and previous individual meetings with Patrice where she has been downplaying the problem. With HR, I would look at organizational policies concerning respectful workplace environment, anti-harassment and inclusion. We would plan a formal conversation with Patrice with the involvement of HR in order to convey expectations, the negative effect of Patrice's behavior on our colleagues and organization, as well as the necessity to use the correct pronouns and not to make belittling remarks. HR might offer some training related to diversity, equity, inclusion and gender identity in order to encourage behavioral changes. In case if Patrice does not change her behavior, the progressive action would include the issuance of the written warning or performance improvement plan and other forms of discipline. Meanwhile, we would also need to consult Bo and my team in order to make sure that their well-being is taken into consideration.

This way we would protect the staff members, uphold the organizational values and exemplify person-centered values of social work.

References

Armstrong, M., & Taylor, S. (2023). Armstrong's handbook of human resource management practice: A guide to the theory and practice of people management. Kogan Page Publishers. http://dspace.khazar.org/bitstream/20.500.12323/6399/1/ARMSTRONGS_HANDBOOK_OF_HUMAN_RESOURCE_MA%20%281%29.pdf

Bostock v. Clayton County, 590 U.S. 644 (2020).

Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256–282. http://www.iot.ntnu.no/innovation/norsi-pims-courses/huber/Jehn%20(1995).pdf

People First San Diego. (n.d.). Who we are. https://cdn-media.waldenu.edu/2dett4d/Walden/SOCW/6070/FSD/index.html

2

Organizational Culture at People First San Diego

WKS 4

September 26, 2026

Organizational Culture at People First San Diego

Organizational culture includes values, beliefs, norms, assumptions, and practices that define the relationships between the organization’s members and their decision-making process (Northouse, 2021).

The organizational culture at People First San Diego is based on the idea that people come first. The organizational mission is focused on providing housing, employment, and mental, physical, and emotional health services that will help develop people’s resilience, well-being, and financial stability. The vision of the organization is connected to providing hope to vulnerable people and cooperation in order to create a network of wellness in San Diego. The Diversity & Inclusion Statement underlines the importance of the idea of “authentic belonging” and commitment to equity and inclusion in order to ensure that multiple perspectives could be used to solve complex community issues (Walden University, n.d.). The culture of care includes not only the people receiving the services but also the employees that have competitive salaries and good benefits (health insurance, dental, vision, 403(b) match, leave), as well as professional development (Walden University, n.d.).

Location, Population Served, Demographics, and Cultural Competencies

People First San Diego provides its services in Logan Heights located at Valle Avenue, San Diego. The neighborhood consists of Hispanic/Latino population by 80-87 percent and smaller African American, White and other population. Logan Heights features a greater poverty rate and higher number of homeless people compared to the city. As for the city itself, about 182,000 people live in poverty conditions (13 percent of the total population) and about 4,887 people are homeless. In the past fiscal year, the organization has helped more than 3,500 people with transitional housing (10 studios and six 2-bedroom apartments, maximum stay of two years), medical service, career/life skills assistance and counseling for depression, anxiety and trauma (Walden University, n.d.).

Demographics of the staff do not provide a clear picture, however, according to employee feedback, the staff is not as diverse as the mostly Latino population it serves, which may result in a gap in the staff’s life experience and demographic diversity. This makes it important for practitioners to possess high levels of cultural competency in terms of cultural humility and self-reflection about their own biases, awareness of the cultural values, family systems, language preferences, as well as the immigration and poverty history of Latinos, ability to work from trauma-informed and strengths-based perspective, to be bilingual (Spanish) or have easy access to professional translators, and understand intersectionality in clients’ lives (Osborn et al., 2023).

Supporting a Culture of Equity and Inclusion as a Leader

As a leader, I would adopt concrete measures that align with the organization’s DEI mission and the social-work concepts of equity. First, I would establish continuous cultural competence training and reflective supervision focused on the Latino community of Logan Heights, taking into consideration the information about clients and staff from the data available. Second, I would increase the efforts to recruit, mentor, and provide leadership opportunities to people so that the demographics of the staff could mirror those of the clientele, thus solving the problem of lack of representation identified by the staff members. Third, I would ensure the availability of feedback mechanisms for the staff where the employees could share their thoughts on how inclusive they find the work environment without being afraid that the culture of the agency is “too positive.” Fourth, I would invest in developing bilingual materials, building alliances with the Latino community organizations, and implementing equitable workload practices to prevent burnout.

Through the alignment of actions and principles, the organization will be able to shift from mere rhetoric to a culture of equity and inclusivity that will benefit the organization’s employees and the diverse community it serves.

References

Northouse, P. G. (2021). Leadership: Theory and practice (9th ed.). Sage.

Osborn, P. R., & Karandikar, S. (2023). Practice-based knowledge perspectives of cultural competence in social work. Journal of Ethnic & Cultural Diversity in Social Work, 32(6), 285-297. https://www.tandfonline.com/doi/pdf/10.1080/15313204.2022.2046228

Walden University. (n.d.). People First San Diego. https://cdn-media.waldenu.edu/2dett4d/Walden/SOCW/6070/FSD/index.html