STRATEGIC HR MANAGEMENTSTUDENT WORKBOOK.docx

STRATEGIC HR MANAGEMENT
STUDENT WORKBOOK
Building the Future: HR’s Role in Organizational Design
By Steve Weingarden, Ph.D.

Project team
Author:Steve Weingarden, Ph.D. SHRM project contributor:Bill
Schaefer, SPHR, CEBS External contributor:Sharon H. Leonard
Copy editing:Katya Scanlan, copy editor
Design:Jihee Lombardi, senior design specialist
© 2011 Society for Human Resource Management. Steve
Weingarden, Ph.D. For more information, please contact:
SHRM Academic Initiatives
1800 Duke Street, Alexandria, VA 22314, USA Phone: (800)
283-7476 Fax: (703) 535-6432
11-0100-SW
Weingarden, Ph.D. 11
Case Overview
This case study provides a history and overview of
organizational design (OD). You will use the information in the
overview to complete an exercise as a hypothetical
organizational design consultant working with a real company
of their choice.
You will read about the deﬁnition and purpose of organizational
design, methods of measurement, six models of organizational
structure and two models on how to apply organizational
structure principles.
This case provides an overview of organizational design and
includes a scenario- based structured exercise. It is intended for

advanced undergraduate students. Students studying human
resources (HR) will likely benefit most, but general business
students should gain insight from the module, particularly
regarding the role of HR in organizational design.
Learning Objectives
You will participate in a structured exercise about
organizational design, learning overarching principles and
critically applying those principles to a hypothetical consulting
situation. At the end of the case, you will be able to:
1. Identify how organizations gain sustainable competitive
advantage through human capital strategies such as
organizational design.
2. Describe HR’s role in developing human capital strategies
and HR’s effect on an organization’s success.
3. Apply an organizational design consulting model to an
organization.
Organizational Design: An Overview
Read this section before attempting the structured exercise.
Definition and Purpose of Organizational Design
Organizations are composed of deliberately selected and
deselected people who coordinate their efforts toward a specific
goal (Etzioni, 1964). The ultimate purpose of an organization is
to achieve a specific goal or mission. The people selected
(whether self-selected or chosen) and deselected are significant
in some manner that helps the organization achieve the desired
goal.
Organizational design centers on the organization’s human
resource needs to achieve the organization’s specific goal.
Organizational design answers the question, “What is the best
organizational structure?” and has two objectives:
1. To facilitate the flow of information within the organization.

2. To integrate organizational behavior across different parts of
the organization so the behavior is coordinated (Duncan, 1979;
see also Stanford, 2007 for a similar deﬁnition).
Organizational structure and its connection to strategy are core
components of the organizational design process.
22© 2011 Society for Human Resource Management. Steve
Weingarden, Ph.D.
Weingarden, Ph.D. 21
Organizational design centers on the human resource
requirements an organization needs to achieve its specific goal.
Expertise in “A”Expertise in “B”
Coordination of Behavior

Information Flow
Information Flow
Organizational Mission
and Goals
Information Flow
Information Flow
Expertise in “C”Expertise in “D”
The organizational design definition presented in this case is
simplified; scholars tend to define organizational design more
broadly. For scholars, organizational design often refers to all
aspects of the relationship between the organizational work and

the employee (Sandler, 1974). This relationship includes
organizational strategy and structure as well as more granular
issues such as work processes and leadership (e.g., see Burton,
DeSanctis and Obel, 2006; Nadler, Tushman and Nadler,
1997). In fact, it is the organizational design process—
speciﬁcally the structuring process— that is the pivotal
connector between the business of the organization (e.g., top-
level leadership and organizational strategy and goals) and the
other forms of HR support (e.g., workﬂow process design,
selection, development and compensation).
An example of this connection is provided through an integrated
management system known as requisite organization. One
implementation map of requisite organization involves an eight-
step process:
StepProcess
1
Build the senior leadership team.
2
Design the organizational strategy.
3
Determine the structure needed to implement the strategy.
4
Design the working relationships between functions.
5
Ensure people are in the right roles for now and in the future.
6
Manage performance; ensure that managers are skilled at
managerial leadership.
7
Strengthen the role of managers who are responsible for
managing other managers.
8
Build the compensation system.
Adapted from Dutrisac, Koplowitz and Shepard (2007).
This case focuses on how to determine the structure needed to

implement strategy and set the foundation for other HR
processes.
The HR practitioner’s main role in the organizational design
process is that of partner. There are three core aspects of this
partnering relationship:
1. To provide leaders with structural diagnosis through
identiﬁcation of the root causes of organizational performance
issues.
2. To help leaders evaluate a range of design options by
offering clear design criteria.
3. To ensure that leaders align their organizational design
decisions to short-term and long-term strategic goals by
identifying critical organizational activities and current areas of
strength and weakness (Corporate Executive Board, 2009).
With these aspects of the relationship in mind, the HR
practitioner best contributes to the partnership by:
· Providing tools that measure the current internal and external
environment and current organizational structure.
· Offering knowledge of various organizational structures,
including the pros and cons associated with each structure.
· Reinforcing that leaders consider strategy as a cornerstone in
their design and structure decisions.
These activities represent the strategic role of HR, encouraging
HR professionals to engage with others in the organization to
create the right culture and build the right organization (SHRM,
2007).
Most of the HR practitioner’s organizational design work occurs
when an organization’s design needs to be revisited or
redesigned because changes in the competitive environment
require changes for the organization and its goals; a redesign
may be needed to maintain or achieve alignment (Nadler,

Tushman, & Nadler, 1997).
In fact, it is critical to identify the current organizational
strategy and the internal and external environment of the
organization to develop the structure. Structures must ﬁt the
current and future environment of an organization.
Reorganization is needed when the current structure does not
align with the situation (Bolman and Deal, 2003). To understand
the current and future organizational strategy,
it is essential that the OD consultant, whether internal or
external, has access and input into the knowledge gained
through senior leadership decisions regarding organizational
direction. The OD consultant must have the available scope to
identify the number of items that go into organizational design
decisions (Robinson & Robinson, 2005).
The ﬁrst step to determine the most appropriate organizational
design is to identify aspects of the organizational environment.
A large component of the internal environment is determining
where an organization is in the organizational life cycle.
Organizational life cycle models depict stages where an
organization is born, develops, grows, matures and dies.
One of the more delineated models of the organizational life
cycle is summarized on the following page.
Passageorganization Description
courtship
· There is no organization.
· Founders are in love with an idea.
Infant
· Very busy doing.
· Risk is introduced.

· Focus is on short-term results.
· Idea generation is no longer vital.
Go-go
· Moves fast and often intuitively.
· Danger of having too many opportunities viewed as priorities.
· Short-term focused but with vision.
· Founders may be using strategies that are no longer efficient.
adolescent
· Planning and coordinating for the long term.
· Less focus on short-term results.
· Employees desire organizational stability.
Prime
· Stable and predictable results.
· Plans and procedures are in place for achieving efficiency.
· Awareness of external environment.
· May become more inward-focused toward the end of this
stage.
mature
· Results-oriented.
· Institutionalized systems.
· More interpersonal relationships.
· Sense of urgency is lost.
aristocratic
· Admiration of the past and desire to maintain status quo.
· More interested in how something is done (ritual) than what is
done or why it is done.
· Less awareness of external competition.
· May see increased prices for product or service.
early Bureaucracy
· Results stray from earlier higher levels.
· In-fighting and expulsion of some leaders.

Bureaucracy
· Very little is accomplished.
· Peaceful and friendly.
· Agreement without action.
Death
· No results.
· Organization is dissolved.
Adapted from Adizes (1979).
There are no guarantees that an organization will make it from
one stage to the next. In fact, one of the key opportunities for
an OD consultant is to recognize indicators that suggest an
organization is in a risky or an unhealthy stage and aid in
making adjustments. One example might be the recognition that
an organization has extreme levels of formalization (e.g., an
inappropriate desire for everything to be written) as part of a
greater overall syndrome. Reverence for documentation might
suggest that an organization is in the bureaucracy phase, which
would place it at risk of death. An OD consultant could help
redirect the organization to a healthier stage.
In addition to the organization’s life cycle, other aspects of the
organizational environment should be considered for
organizational design or redesign (Duncan, 1979).
Internal environmentexternal environment
Organizational goals
Talent management strategy
Cross-functional cooperation and conflict

Adapted from Duncan (1979).
Customer and client profiles Suppliers’ profiles Competitors’
profiles Sociopolitical environment
Industry technology environment
The above list is intended to be overly inclusive (Duncan,
1979). Each organization will have varying environmental
factors that inﬂuence decision-making. Ideally, the OD
consultant will ask questions (e.g., “What are your strategies?”,
“Who are your key clients?”, “How is your competitive
environment changing?”) about the most relevant environmental
demands or will identify those key demands through direct
client focus.
Measuring the Current Organizational Structure
An analysis of an organization’s internal and external
environment is necessary when deciding what structure will best
aid the organization.
Understanding of the internal environment is achieved through
the measurement of the following structural dimensions:
Structural DimensionDescription
Specialization
Degree to which an organization’s activities are divided into
specialized roles.
Standardization
Degree to which an organization has standard rules or
procedures.

Formalization
Degree to which instructions and procedures are written down.
centralization
Degree to which the authority to make certain decisions is
located at the top of the management hierarchy.
configuration
The shape of the role structure of the organization. This
includes:
· Chain of command: the number of vertical levels or layers on
the organizational chart.
· Span of control: the number of direct reports per manager;
number of horizontal levels or layers on the organizational
chart.
Adapted from Pugh (1973).
These dimensions are usually measured through a survey and
subsequent analysis.
It should be noted that in measuring the internal organization,
the question then arises, “What level for each dimension is
appropriate?” It is important to understand that the structural
dimensions are more for comparison purposes rather than
overall intensity measurement. These dimensions are especially
useful in defining a profile for where an organization may be in
terms of:
· Self-perception of culture.
· External perception by clients and customers.
· External comparisons to competitors.
· External perceptions by potential partners.
Understanding of the external environment is achieved through
the measurement of contextual factors:

contextual FactorDescription
origin and history
Whether an organization was privately founded; the kinds of
changes in ownership, location and other related changes the
organization has experienced.
ownership and control
Type of ownership (e.g., private or public). Is control divided
among a few individuals or spread among many individuals?
Size
Number of employees, net assets and market position.
charter
Nature and range of goods and services.
technology
Degree of integration achieved in an organization’s work
processes.
Location
Number of geographically dispersed operating sites.
Interdependence
Extent to which an organization depends on customers,
suppliers, trade unions, any owning groups or other related
entities.
Adapted from Pugh (1973).
Contextual dimensions help formulate a better understanding of
the external environment and the relationship between the
internal and external environment.
Once the structural dimensions and contextual factors have been
examined and the connection between an organization’s
structure and strategy is understood, the OD consultant can
consider alternatives for solution design. The art of
organizational design is assessing the essential aspects of the
environment and their meaning for the organization’s future.
Translating those aspects into the right structure is critical to
building results like increases in efﬁciency and cost avoidance.
There is no one best structure, and the consultant’s decisions

depend on the supporting evidence for each organization.
Models of Organizational Structure
As stated above, there is no one best organizational structure;
however, several forms have emerged over time. Most current
thought leaders address the vertical and horizontal structures (at
a minimum). Much of the following summaries of vertical,
vertical and horizontal, and open boundary structures are
adapted from Anand and Daft (2007).
Vertical Structures (Functional and Divisional)
Two main types of vertical structure exist, functional and
divisional. The functional structure divides work and employees
of the organization by specialization of activity. For example,
all HR professionals are part of the same function and report to
a senior leader of the HR function. The same reporting process
would be true
for other functions, such as ﬁnance or operations. A functional
structure provides the advantage of having technical expertise
located in one place. The structure tends to be resistant to
change, though, and cross-functional activity is more difﬁcult to
promote.
Functional
Senior Leader Work Specialization A
Employees Work Specialization A
Sub-function 1
Sub-function 2

The work of one organization is divided by specialization of
activity.
In a divisional structure, work and employees are most often
divided by output, although a divisional structure could be
divided by another variable such as geography. An example of a
divisional structure would be a food manufacturer that divides
work and employees by the type of food product. The candy
division would have an entire staff (e.g., HR, finance and
operations staff), while the frozen foods division would have an
entirely different staff (e.g., HR, finance and operations staff).
The divisional structure provides more focus and flexibility on
each division’s core competency and allows for more
coordination than the functional structure.
In a divisional structure, however, there is less interaction
between employees with similar technical career paths; there
are no centers of excellence. A divisional
structure can also result in a loss of efficiency and duplication
of effort because each division needs to acquire the same
resources.
Divisional
Senior Leader Product A&B
Employees Product A All Functions
Employees Product B All Functions
The work of one organization is divided by output.

Vertical and Horizontal Structure (Matrix)
As a solution for some of the issues found in the functional
structure, matrix structures are sometimes used. A matrix
structure combines the functional structure with the divisional
structure and creates a dual-command situation. An example of
a matrix structure would be a clothing manufacturer that divides
work and employees by function, but also arranges employees to
have accountability to a geographical manager. The major
advantage of the matrix organization is that it creates a
functional and divisional partnership, and the intent of the
structure is to focus on the work more than the people. The
common disadvantage for matrix structures is that it is hard to
manage. The matrix structure also requires greater interpersonal
competency by organizational staff. These disadvantages can be
exacerbated in situations where the matrix goes beyond two-
dimensional (e.g., a
function’s employees report to two different managers) to
multi-dimensional (e.g., a function’s employees report to more
than two different managers).
Matrix
Senior Leader Work Specialization A
Senior Leader Product A
& Product A

The work of one organization combines a functional and
divisional structure.
Open Boundary Structures (Hollow, Modular and Virtual)
More recent trends in structural forms remove the traditional
boundaries of an organization. Structures using this “boundary-
less” concept include the hollow, modular and virtual
organizations (Anand & Daft, 2007). Please note that in the
following charts, distinctions between organizations and size of
work are depicted through the use of “encompassing” boxes and
alterations to the size of individual graphics.
Hollow structures divide work and employees by core and non-
core competencies. Hollow structures are an outsourcing model.
The organization maintains its core processes internally but
outsources non-core processes. Key to this model is that work
processes are the point of decision. For this model to succeed,
incentives must be aligned between the organization and the
outsourcing organizations. Hollow structures are most effective
when the industry is price competitive and there
are enough choices for outsourcing. An example of a hollow
structure is a sports organization that has its HR functions (e.g.,
payroll and beneﬁts) handled by outside organizations.
Consideration of organizational environment remains crucial in
open boundary models. For example, some industries cannot
outsource non-core processes due to government regulation (for
example, health insurance organizations may face considerable
problems in outsourcing Medicare processes). In some cases,
the potential for outsourcing may have to be negotiated with a
union.

Hollow
Senior Leader Organization A
Employees Organization A
Core Competency Process
Employees Outsourced Organization
Non-Core Competency Process
The work processes of one organization are split between
internal employees and outsourced organizations.
Modular structures differ from hollow organizations in that
components of a product are outsourced. Modular structures
may keep a core part of the product
in-house and outsource non-core portions of the product. An
example of a modular structure is a headwear manufacturer that
outsources hat knitting, purchases the pre-shaped hat and then
applies specialized embroidery in-house before placing the
headwear on the market. Modular structures can help with
efﬁciency and speed and may lead to increases in quality. For
the modular structure to be an option, the product must be able
to be broken into chunks.
In a modular structure, risk occurs if the parent organization
removes itself from the quality check on the end product or if
the outsourced organization uses a second outsourced
organization. In those cases, the reputation of the parent

organization may be compromised if the product quality is
jeopardized and the name of the parent organization appears on
the product.
Modular
Senior Leader Organization A
Core Piece of Product 1
Employees Outsourced Organization
Non-Core Piece of Product 1
The work product of one organization is split between internal
employees and outsourced organizations.
Virtual structures are collaboration organizations. Partnerships
are formed with external organizations—often competitors—that
complement one another’s competence. These structures are
created to respond to an exceptional and
often temporary marketing opportunity. An example of a virtual
structure is an environmental conservancy where multiple
organizations provide employees to a virtual organization to
save, for example, a historical site, possibly with the intent of
economic gain for the partner organizations. Virtual structures
require increased communication. Two potential drawbacks to
virtual structures are a lack of trust between organizations and a
lack of organizational identiﬁcation among employees.

In the conservancy example, the lack of trust may lead to
competition instead of cooperation, and employees in the
virtual structure may lack a common goal, possibly jeopardizing
the opportunity for success.
Virtual
Core Competency from Organization A
Employees Organization B
Core Competency from Organization B
The work and employees of two organizations are combined to
form a partnership.
Open boundary structures may add pressure to OD consultant’s
decisions. Arguably, there is more risk associated with open
boundary designs. Employees in the current structure could be
adversely affected in the name of efﬁciency. Because open
boundary designs represent external partnerships, if
restructuring does not lead to greater organizational
effectiveness quickly, organizations may be quick to abandon
change. This would be seen as a failure for the OD consultant.
Other structures exist beyond those reviewed here. As noted
with the matrix structure, creation of a new structure may be
appropriate. It is the OD consultant’s responsibility to identify
and propose the best structure to ﬁt a particular situation.

Models to Apply Structure Principles to Organizational Design
An OD consultant needs models and tools to guide an initiative
with a client. In organizational design consulting, the types of
information a consultant wants to obtain and present relate to
the previous content in this module. That information helps
determine the fit of the current structure, possible redesigns and
the link to organizational strategy. Many different models and
tools exist or could be created to help with organizational
design. Two of the more popular diagnostic models are briefly
covered here.
Goold and Campbell’s Toolkit
Goold and Campbell (2002) reviewed how organizational
executives make design decisions and created nine tests of
organizational design. The tests are questions for the consultant
to ask the organizational executive and for the organizational
executive to then decide whether a possible design meets the
standards. Four of the tests are related to fit, and the remaining
tests are related to good design. The tests are summarized
below.
testKey Question
market advantage
Does your design direct sufficient management attention to your
sources of competitive advantage in each market?
Parenting advantage
Does your design help the corporate parent add value to the
organization?
People
Does your design reflect the strengths, weaknesses and
motivations of your people?
Feasibility
Have you taken account of all the constraints that may impede
the implementation of your design?
Specialist culture

Does your design protect units that need distinct cultures?
Difﬁcult links
Does your design provide coordination solutions for the unit-to-
unit links that are likely to be problematic?
redundant hierarchy
Does your design have too many parent levels and units?
accountability
Does your design support effective controls?
Flexibility
Does your design facilitate the development of new strategies
and provide the flexibility required to adapt to change?
Adapted from Goold & Campbell (2002).
The Goold and Campbell tests of organizational design help
balance the right amount of hierarchy, control and process into
organizational structure.
Galbraith’s Star Model
Galbraith’s Star Model of organizational design links strategy
to structure. Five organizational design categories included in
the Star Model are strategy, structure, processes, rewards and
people. Conceptually, the ﬁve categories are interrelated;
changes in one category affect another.
Strategy
People
Structure
Star Model
Rewards
Processes

Adapted from Galbraith, 2005.
Aspects of the Star Model may be more or less important
depending on the organization. What is crucial is to ensure that
the ﬁve categories align with each other.
From a practitioner standpoint, the one common theme is that it
is important to stay focused on strategy each step of the way
(e.g., see Williams & Rains, 2007).
Key Takeaways from the Overview.
1. Organizational design should be linked to strategy.
2. HR’s role in organizational design is strategic and sets the
foundation for additional HR work and processes.
3. Consider the organizational environment.
4. Open your mind to internal and external design models.
5. Use models and tools to lead the organizational design
process.
Structured Exercise
Your Role and the Organization
You are a consultant at a management consulting organization
with expertise in human resources. Your organization
specializes in organizational design, helping clients analyze
their existing organizational design, providing alternative
models, and discussing the costs and beneﬁts of each model.
The scope of your organization’s work sometimes encompasses
design or redesign of an entire organization, but mostly the
focus is at the departmental level.
The general operating model and business process for your
organization is shown below.
Your Organization’s Operating Model
Your Consulting Firm’s Model of Work
Organizational Design Core Work

Scope
Design
Detailed Design
Implement
Evaluate
What we do
We help our clients scope, design and develop organizational
design solutions.
Your organization tends to manage projects using a seven-step
process. A pivotal step to your organization’s success is the
internal review meeting where you share your recommendations
with other members of your organization.
Phase
Involved Parties
Key activities
1. Initial client discussion
· Client
· Assigned consultants from your organization
· Conversation about organizational and departmental needs
· Discussion of possible barriers to organizational effectiveness

2. Determination of project
· Client
· Brief recommendation to client about goals of the project and
the work to be completed
· Agreement by client that there is a project
3. Information gathering
· Client subject matter experts
· A review of the current state of the organization and/or
department
· Appropriate interviews
4.
Solution
s design
· Identification of alternative models
· Analysis of advantages versus disadvantages
5. Internal review meeting

· All members of your organization
· Presentation of client needs and recommendations
· Shared learning and feedback from colleagues at your
organization
6. client presentation
· Client
· Recommendations presentation and document and discussion
with client
· Agreement on solution
7. reﬁnement
· Changes to project recommendation
· Preparation for implementation
Current Projects
Your organization currently has several client projects
underway. You have been assigned to one of those projects. As
part of your work, you are expected to:

1. By using organization design models, analyze the situation
associated with the consulting engagement to which you are
assigned.
2. Form recommendations for the design/redesign of the
structure associated with the particular consulting engagement.
3. Participate in the internal review meeting discussion about
the recommendations, including the similarities and differences
between the consulting engagements undertaken by each of the
student groups or individual students.
For the information gathering step, prepare to brief your
classmates on your consulting engagement in two to three
minutes. Explain what the client organization does, what the
client organization is interested in accomplishing and how your
organization can help the client organization. Specifically,
make recommendations for your client and provide support for
why those
recommendations are appropriate. Following your presentation,
open the floor for discussion with your classmates and
instructor. Your classmates and instructor will offer supportive
feedback and constructive challenges to your recommendations.
The discussion should last five to eight minutes.

YOUR ASSIGNMENT
1. Read the “Organizational Design: An Overview” background
information.
2. Select an organization as the consulting client. This can be an
organization at which you work or an organization that you
research. Use the organization’s website, government websites
and/or commercial websites such as Hoovers
(www.hoovers.com) to learn more about the organization. After
collecting as much information as you can through the Internet,
consider using library database search engines to supplement
the information.
3. Collect as much information as you can to answer questions
related to the organizational design. Some of the information
may include evidence of organizational strategy, stage in the
organizational life cycle, internal environment, external
environment, structural dimensions and contextual dimensions.
Use the “Organizational Design Consulting Survey” to capture
information related to your client.
4. Once you have collected sufﬁcient information about the
organization, Complete the Organizational Survey Questions
AND the Recommendations Form.
5. Upload to Canvas for grading. Provide sufficient information
and data to back recommendations. I will be grading quality
over quantity.

Organizational Survey
Use this form when collecting information about your client
organization. Use those questions that seem most relevant. You
will probably be unable to answer some of the questions.
Organizational Purpose
· What is the mission of this organization?
· What is the organization’s goals?

Organizational Passage
· Describe the historical development of this organization.
· In your opinion, how does this organization respond to risk?
· Describe how this organization approaches its external
environment. How aware is this organization of its external
environment?

· How much emphasis does this organization put on results,
both short term and long term?
Internal Environment
· How well does this organization coordinate across functions?
How is information shared across functions?
· What are the core processes and products provided by this
organization? What unique processes and products does the
organization produce well?

· Are there processes and products that prevent this organization
from optimal performance? If so, how?
External Environment
· Describe the clients of this organization. Are there potential
future clients that are desirable for this organization?
· What suppliers does this organization depend on to meet its
mission and goals?

· Describe the competitors of this organization. What are some
industry trends?
· Is there any regulation anticipated that will affect this
organization and its industry? Please explain.
· Is there any new technology anticipated that will affect this
organization and its industry? Please explain.

Structural Dimensions
· How speciﬁc are procedures at this organization? Does this
organization use detailed work processes?
· How important are items such as employee handbooks,
organizational charts and job descriptions to this organization?
· What levels of leadership have decision-making authority at
this organization? Is this organization focused on employee

empowerment?
· What is the span of control at the highest level of the
organization (i.e., CEO level)? What is the span of control for
ﬁrst-line supervisors at this organization?
Contextual Factors
· Explain the ownership structure of this organization.

· How many employees work at this organization? What
ﬁnancial information is available for this organization? How
does this organization rank in comparison to its competitors?
· What are the goods and services this organization provides
that support its mission?
· How is this organization structured geographically?

Recommendations: Organizational Design Form
Use this form to record your recommendations for
organizational design for your client organization. Also, feel
free to use the organizational design models presented in the
module to help deﬁne your ideas for this form.
Strategic mission and goals of client organization
Strategic gap related to client’s current organization design
Strategic goals of recommended organization redesign
recommended model for client organization

Why is the recommended model most appropriate?
Why are other models not appropriate?
What are the risks associated with your recommended model?
Key descriptive points about your client organization
1.
2.
3.

Key points about your client organization’s strategy
1.
2.
3.
other key points about your client organization
1.
2.
3.
Your recommendation and how the recommendation links to
strategy

1.
2.
3.
Key points supporting your recommendation
1.
2.
3.
References
Adizes, I. (1979). Organizational passages: Diagnosing and
treating lifecycle problems of organizations. Organizational
Dynamics, 8 (3), 3-25.
Anand, N., & Daft, R. L. (2007). What is the right organization
design?

Organizational Dynamics, 36 (4), 329-344.
Bolman, L. G., & Deal, T. E. (2003). Reframing organizations:
Artistry, choice and leadership (3rd ed.). San Francisco, CA:
Jossey-Bass.
Burton, R. M., DeSanctis, G., & Obel, B. (2006). Organization
design: A step-by- step approach. New York: Cambridge
University Press.
Corporate Executive Board. (2009). HR’s role in organizational
restructuring: Driving effective enterprise change. Arlington,
VA: Corporate Executive Board. Retrieved December 18, 2009,
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1800 Duke Street
Alexandria, VA 22314-3499

00:00:10fL FILMAKERS LIBRARY, INC. New York, N.Y
PRESENTS
00:00:20[sil.]
00:00:25NARRATOR Twenty years ago we came to Sunset
Park, Brooklyn to make a film about juvenile crime.
00:00:30[sil.]
00:00:35NARRATOR Some of the gang leaders we met died
violently, others spent their teenage years behind bars. Two
nuns, Sister Mary Paul and Sister Geraldine led us to the gang
members we filmed. The sisters had recently moved to Sunset
Park to create the Center for Family Life. They believe that
their unique brand of social work could strengthen this troubled
community by supporting its children and families. Although
the violence did not stop overnight, we watched as many gang
members like Stingray Santiago and his brother Cisco turned to
the center as an alternative to the streets. Twenty years after
completing our film about juvenile crime, we returned to Sunset
Park and discovered that Sister Geraldine was still working with
the same Santiago Family that terrorized this neighborhood two
decades ago. We learned that Cisco left the gangs to become a
police officer and now helps his sister Rosa try to prevent her
children from making the same mistakes he made. We followed

the next generation of Cisco Santiago's Family for three years,
chronicling their hopes, struggles and continuing relationship
with Sister Geraldine and the Center for Family Life. This is
their story.
00:02:05LUIS CASTRO I mean, it's like… it's like
war, (inaudible). Every day we go outside we're trying to
survive.
00:02:10FRANCISCO "CISCO" SANTIAGO We've been there.
00:02:10LUIS CASTRO Just trying to survive that's all we were
doing.
00:02:10FRANCISCO "CISCO" SANTIAGO Luis's Uncle We've
been through it. I mean, I've been shot at. I've… I've been
chased by gangs and it's like luckily I'm still here to talk about
it, and that's one thing that I… I talk to you guys about it all
time. It's like you guys go out there, walking in packs, you
never know who's got the gun or who's got the knife.
00:02:30LUIS CASTRO I used to get into a lot of trouble, I
used to get into a lot of trouble.
00:02:30FRANCISCO "CISCO" SANTIAGO Oh you gotto trust
him, he did.
00:02:35LUIS CASTRO So one day, you know, mama is giving
my little weapon and stuff. You know what I'm saying? She told
me, she told me, I gotta sit down for weeks let me tell you pal, I
learned, and I'll say, and I thank God for my moms. You know
what I'm saying? My uncle, Cisco, they're like fathers to me

too.
00:02:50How do you feel about your real father?
00:02:50LUIS CASTRO About my father, he was hardly over
there, he comes when he wants to, you know and… and it hurts,
because… You know what I'm saying? I ain't gotta a pop's or
whatever. You know what I'm saying? He is not there and I'll
get along, I still love him to death. I won't let you know I'm
hurting, but it hurts.
00:03:05ELENA "TATY" CASTRO Luis's Sister.
00:03:05ROSA SANTIAGO CRUZ She feels sad because he
wasn't there for her. You know she didn't have a father.
00:03:10LUIS CASTRO I know what she's crying for, you
know, our hearts. You know she is, we have.
00:03:15ROSA SANTIAGO CRUZ Luis's Mother Put it this
way, I was mother and father's to you.
00:03:15LUIS CASTRO Yeah, my mom (crosstalk)(inaudible).
00:03:20ROSA SANTIAGO CRUZ Yeah, we've been through
hell and back, but we're still surviving.
00:03:25[sil.]
00:03:30A Brooklyn Family Tale A film by Roger Weisberg &
Murray Nossel Christmas, 1997
00:03:45[sil.]
00:03:50LUIS CASTRO Who's going to go, going to get
somebody, I got the drugs, I got the drugs today.
00:03:55This is all we got, just 1275! Oh, he was holding

out, he was holding out!
00:04:00From where we got this?
00:04:00That's the reed son. Roll that shit, like that shit and
smoke it.
00:04:10[sil.]
00:04:25SISTER GERALDINE TOBIA Co-Director, Center
for Family Life I think that with Luis like with many
other young people the pull of the street and the… a culture on
the street that could give them uh… money or quick prestige
is so powerful. But I've always loved the adolescent age group.
It's the one most of the world liked to get away from, because
they're not easy. And I've always wanted to give them a place in
the community where they were valued and not shunned.
00:04:55LUIS CASTRO I get to home, I get to home and what
are you doing? Crying. Why? There's no… There's no reason for
it.
00:05:00BENNY "LITTLE" CRUZ Luis's Stepfather
00:05:00ROSA SANTIAGO CRUZ I mean, okay, there's no
reason for but I worry and you got to understand, I've been
through it. I've been in gangs, I know who's out there. I mean,
it's not like I'm a new Jackie here, you know, and I always told
you, look this is going on, I don't like what, I don't like some of
your friends because, you know, when I'd say something I got
no (inaudible ) tongue, and you drink sometimes with them, you
sometime come here drunk. That's not a permission that I ever

gave you for you to drink. You're only 16 years old, you know.
I don't want to see you going down the drain just like your real
father went down the drain, you know. You know, you almost
lost your father. I mean, I've been through hell and back with
you. I raised you by myself, you know, so that's why I
(inaudible ) and because I love you. If I didn't love you and I
was a mother that didn't care then I'll let you do what the hell
you want to do out there.
00:05:50BENNY "LITTLE" CRUZ See we're telling him not to
do these things, because we had done it, and look… look what
we have.
00:05:55LUIS CASTRO I'm… I'm not… I'm not in a warfront.
Back in the days, yeah, there's some crazy shit, but, so you have
to understand where teenage life comes in, you did it, we're
going to do it and our future generation is going to do it.
00:06:10ROSA SANTIAGO CRUZ Yeah, but that’s why we’re
here.
00:06:10LUIS CASTRO It's a part of life, because no kid, I
don't want to hear, but the brainy bunch does not exist. Got to
be safe.
00:06:20[sil.]
00:06:30SISTER GERALDINE TOBIA The gangs, but the cruel
phenomenon of “That's normal, that's not abnormal behavior,
it's normal behavior for groups of adolescence to clique
together.”

00:06:40LUIS CASTRO And you want, and you want some
Pizza? No, I know it’s all fat. I know. I know. You know why
I'm not going to sit, because I'm going to eat it all by myself, all
by myself.
00:06:50SISTER GERALDINE TOBIA What we’ve worked on
is finding a different context within which the adolescent can be
the leader. The after-school program is an opportunity to bring
that street life indoors. It helps young people understand how
they can be giving, powerful and capable by showing the same
strength and the same skills in a different way. The role that
they have that's anti-social, let's give them that role in a social
environment.
00:07:30Luis, Luis!
00:07:35Luis has volunteered as a counselor in the Center's
after-school program for 4 years.
00:07:45SISTER GERALDINE TOBIA We've said to that
population of young people, you have a very valuable role you
can play. We can train you to be a childcare worker.
00:07:55I'm sort of dumb I think.
00:07:55LUIS CASTRO No you're not dumb.
00:07:55SISTER GERALDINE TOBIA It just channels all
of that energy, all of that idealism and it focuses it. The focus is
on younger children who need you, you are needed in society.
00:08:10LUIS CASTRO Okay, now you see the arrow pointing
up, right there, this one? There you go! And then the last one

here.
00:08:15Long time no see?
00:08:20After this day, Luis suddenly stopped going to his job.
Luis learned that his mother was pregnant. He began fighting
with his stepfather, and his mother threw him out of the house.
00:08:35LUIS CASTRO It doesn't matter, that's still my house.
I don't give a shit what he says.
00:08:40DARLENE CLASSEN Luis's girlfriend Well.
00:08:40LUIS CASTRO He could pay the bills, he could pay the
rent, I lived in that house way before he was even thought of,
so…
00:08:45DARLENE CLASSEN Well if…
00:08:45LUIS CASTRO And my Family has lived in that house,
my aunts lived in my house. What?
00:08:50DARLENE CLASSEN Why aren’t you in there now?
00:08:50LUIS CASTRO Because I'm just fed up with his
shit. You’ve seen what happened that night.
00:08:55DARLENE CLASSEN Yeah.
00:08:55LUIS CASTRO I was going to stab the shit out of him,
right?
00:08:55DARLENE CLASSEN Yeah.
00:08:55LUIS CASTRO What I'm going to, burn the car, right?
00:09:00DARLENE CLASSEN Uh-huh.
00:09:00LUIS CASTRO If I stay there either he's going to hurt
me or I'm going to hurt him. And if I hurt him, I know I'm going

to have to hurt my mother, because she's going to get into
it. And that's what I don't want. So she's just the main problem
there. I don't want to do anything now but…
00:09:15[sil.]
00:09:20LUIS CASTRO You know I got my love for Darlene
too. You know, yesterday, you were my crew, you know what
happened there, of course. You know what happened and you
know what happened.
00:09:25And can you just do, just do love with that.
00:09:30LUIS CASTRO I know I'm saying though, but I'm still
going to be tied down. I can't be let down, I'm already in it.
00:09:35So what? You know you could just have your girls on
the side kid.
00:09:40LUIS CASTRO I can't do that. She's going to find out
no matter what.
00:09:40That's good, that's good.
00:09:40LUIS CASTRO You know what I'm saying? So it’d be
better playing it safe.
00:09:50April, 1998 Luis has dropped out of school. He has also
learned that his girlfriend, Darlene, is pregnant.
00:10:00ROSA SANTIAGO CRUZ You’re 16 Luis.
00:10:00LUIS CASTRO It's okay.
00:10:00ROSA SANTIAGO CRUZ Darlene is 19, you still got
your whole life ahead of you. What makes you think that it's
going to be easy raising up a kid? I know you're not even going

to school. You're not even looking for a job.
00:10:15LUIS CASTRO Although I've told you that I'm moving,
right?
00:10:20ROSA SANTIAGO CRUZ Yeah to Ohio. I don't like
that idea of Darlene taking you away from me, you're 16 years
old.
00:10:25LUIS CASTRO She's not taking me away from you,
you know.
00:10:25ROSA SANTIAGO CRUZ Yeah, she is because she's
with you. I mean, you're going to be with her, you're not going
to be with me.
00:10:30LUIS CASTRO It's not like I want you anyways. I don't
know. No parent that'll throw their kid on the street for their
man.
00:10:35ROSA SANTIAGO CRUZ I didn't throw you out
because of Little. The reason I threw you out, because you
pulled… you pulled out a knife on me, and I'm supposed to be
your mother.
00:10:45LUIS CASTRO He said get out and you agreed with
him and that's all.
00:10:45ROSA SANTIAGO CRUZ Oh yeah, because you pulled
out a knife on me.
00:10:45LUIS CASTRO What would you want me to do if
both of you guys are trying to hit me?
00:10:50ROSA SANTIAGO CRUZ You got mad, because Little

went to the kitchen and took the radio away from you, right? I
got in the middle, I got pushed around by him and you at the
same time and you pulled up your hands with the knife, right or
wrong?
00:11:00LUIS CASTRO Yeah.
00:11:00ROSA SANTIAGO CRUZ And then what I told you,
guy you're going to stab me.
00:11:05LUIS CASTRO I was very much.
00:11:05ROSA SANTIAGO CRUZ So I came and I took the
broomstick and I beat… and I beat you both with the
broomstick.
00:11:05LUIS CASTRO No you didn't hit him, you hit me only
once.
00:11:10ROSA SANTIAGO CRUZ But I, oh, but I got to hit
you, right? And still you said, you hit me one more time, I'm
going to kill you, right or wrong?
00:11:15LUIS CASTRO Yeah. I got tired of you I would've
done it too, I got tired of you, that’s it, because every time…
00:11:20ROSA SANTIAGO CRUZ What's it… What you're
going to get of it?
00:11:20LUIS CASTRO Every time you're going to try to hit me
because of him? I mean…
00:11:20ROSA SANTIAGO CRUZ It's not nothing to do
because of him, it's the smart remarks that you come out Luis.
00:11:25LUIS CASTRO It's always because of him, it's always

because of him.
00:11:25ROSA SANTIAGO CRUZ No, it's your nasty attitude.
00:11:25LUIS CASTRO It's always because of him. He got you
on check and that's it.
00:11:30ROSA SANTIAGO CRUZ Nobody got me a check.
00:11:30LUIS CASTRO So whatever he says, whatever he's
says, you jump to it.
00:11:30ROSA SANTIAGO CRUZ He's my husband, I got to go
for what he says.
00:11:35LUIS CASTRO You jump to it.
00:11:35ROSA SANTIAGO CRUZ Yeah, he's my husband.
We're legally married, rather you I could have not then like I
said you don’t like it then the door was there and you left. Right
or wrong?
00:11:50SISTER GERALDINE TOBIA At a certain Point
adolescents have to see most of the negatives of their parents in
order for them to be able to grow. And in that process, I think,
the relationship between him and his parents grew more intense
and… and more volatile. And it was at that time that I thought
that we had a responsibility, um… to bring some boundaries
around that… that behavior. Luis I'm asking you, please come
today. I really want to talk with you and see you. I don't care
what's going on, I don't care what moved you in, I just want you
here for a little while, please Luis.
00:12:30[sil.]

00:13:00LUIS CASTRO What mother would throw their son out
in the street for their husband, think about it, you know?
00:13:05SISTER GERALDINE TOBIA Then let's ask her why
she did.
00:13:05LUIS CASTRO If I'm not sent off… Because she wants
to make him happy, that's the only reason. They took our over
protection of me, so they say or whatever, because I threw a
bottle at him in the car, because he tried to hit me. There's only
one man that hits me and that's my father. What makes you
think I'm gonna let him do it?
00:13:20SISTER GERALDINE TOBIA But right now, no one
should be hitting you, you're too big for that.
00:13:20LUIS CASTRO Exactly.
00:13:25SISTER GERALDINE TOBIA But you still could have
a way of expressing anger to one another, to… to your
stepfather and your mother and I think that's what we were
hoping could happen, either you could say…
00:13:35LUIS CASTRO I don't know, I just had like, you know,
I know it's wrong, it's a sin and everything to have total hate for
somebody, but I just do, I just can't just hate him. Yes, I
do, because he was trying to be the father that I never had, you
know, and he's always, I mean, I could understand that he's
trying, you know, whatever, but he was moving in that too
fast. You understand?
00:13:55SISTER GERALDINE TOBIA I understand that. I've

heard that from so many teenagers.
00:13:55LUIS CASTRO He was moving in fast, and I thought
like if I would have stood in that house it would've led to either
two things, me getting locked up or me getting killed. I have a
real bad temper. I can't control my temper.
00:14:10SISTER GERALDINE TOBIA Elaine knows that.
00:14:10LUIS CASTRO Elaine knows that, my uncle Cisco
knows that, Jose knows that. And my mom knows how to
control me, and she… she used to tell him, just leave him alone,
let me handle him. My mother used to tell him…
00:14:20GERALDINE TOBIA I'm going to interrupt for a
minute, and I'm going to tell you the reason why we're having
this meeting, is that I feel that I need to give you the message
today, that I think you can control yourself. I'm giving you that
message that that is like not acceptable, that it isn't acceptable
that you can just lose your temper and then someone else has to
control it for you. I asked for this meeting specifically so that
we could do two things; one, help you deal with all of the stuff
that's causing the anger, your mom, your stepfather, your father.
I said that to Elaine that we have to give you opportunities to
deal with it directly. And secondly to say, any other way is not
acceptable. And you need to get that in your head that you are
in control. You're entering manhood and you need to be in
control of that temper. We wouldn't be here if we don't believe
honestly and truthfully that there is a wonderful young man

there. I'm talking about getting those feelings that would
sufficiently, so you’re real person that you are. Some of us see
glimpses of every so often, can grow. You are really a lovable
young man. You are. When someone is loved, they look for
their own strength in themselves. When they're detested for
their behavior, behavior isn't the person, it's an action, it
isn't who the person is, behavior is an act. And I guess I go
beyond the act and I try to find that person behind the act and
then look for, who is this person, what is it that they have,
what's brought them to this point in their life? I mean,
that's really social work, learning about what brought them to
where they are.
00:16:35Luis's sister, Elena, takes part in a Center
for Family Life theater workshop.
00:16:40Okay, now you can add words to this, in character
whatever is on your mind, it doesn't have to be directly related
to what (crosstalk)(inaudible) has happened.
00:16:45ELENA I don't understand when my parents don't let
me go to college in Albany. They say it's so frustrating that they
don't trust me.
00:16:55My sister never minds her business, she's always trying
to rule.
00:17:00Boys, why did my mother asked me to stress out, boys.
00:17:00ELENA And nobody listens to me, nobody lets me do
what I want to do.

00:17:05You know, when we found this school, see the people
(inaudible ) we got this on the form, parents get together they
just have to (inaudible ) the same, they just send their children
outside to wander on their grave. This is life to live is a
(inaudible ) so that something go really wrong from the
time we're seeing our friends (inaudible ) it's all gone all night
long. (Inaudible).
00:17:50[sil.]
00:18:10LUIS CASTRO Who told you about being pregnant?
00:18:10DARLENE About who?
00:18:15LUIS CASTRO About my sister being pregnant?
00:18:15DARLENE I think your uncle.
00:18:15LUIS CASTRO Which one?
00:18:20DARLENE Tonga(ph).
00:18:20LUIS CASTRO She's the one who told me?
00:18:25DARLENE But it's not like it came to a surprise to
you.
00:18:25LUIS CASTRO Well, I sort of expected it, but then
again…
00:18:30DARLENE Because might, you know, it's for real and I
guess the truth, before you only suspected them both.
00:18:35LUIS CASTRO Yeah, but I feel… I feel
stupid, because when everybody was coming up to me asking if
she's pregnant, I'm defending her saying no and telling
everybody to mind their freaking business. And I come to find

out that it’s true and then I got to hide my arse
somewhere, right? But I don't feel like she's hiding who it is.
She don’t want to say who it is, because she knows I'm going to
go ever there. Then…
00:18:55DARLENE And how are you going to find him?
00:19:00LUIS CASTRO I have a lot of friends, okay. I'll find
out, I… I'll find… I find out things.
00:19:05DARLENE You can only blame the guy. May be she
thought if she got pregnant, that was like her way out of the
house may be.
00:19:15LUIS CASTRO Where's she gonna go? She can't even
buy her panties now. Where's she's gonna go?
00:19:25DARLENE She's young. People… People are gonna tell
her anything and, you know, she'll believe it.
00:19:30LUIS CASTRO Think about it, who's going to rent an
apartment to a 14-year-old, no damn body. Well then have a
baby what, when she's 15?
00:19:40DARLENE No, she'll still be 14.
00:19:40LUIS CASTRO She'll still be 14, really bad, 14 years
old. She's still be playing with Barbie dolls.
00:19:50A few weeks later, Luis and Darlene moved to
Cleveland, Ohio, where Darlene has relatives.
00:19:55[sil.]
00:20:00SISTER GERALDINE TOBIA So I've had as many
situations where an adolescent might have a child and it was the

motivation to do better, as um… an adolescent will have a
child and the whole Family goes down in poverty. I don't know
which way this Family will go.
00:20:15[sil.]
00:20:20Mother's Day, 1998 Elena's baby is expected within a
few weeks of her brother's and mother's babies. She kept her
pregnancy a secret during her first trimester.
00:20:35[sil.]
00:20:40I love you.
00:20:40ELENA I love you too.
00:20:45I'm not going to (inaudible ), I'm staying there until the
baby is born, even though when the baby is born still I'm going
to be there for you, you know. I'm going to try and do
everything I could do.
00:20:50ELENA I visited the doctors today and, uh… they gave
me a checkup and whatever. I heard the baby's heart beat.
00:21:05[sil.]
00:21:15July, 1998 Elena's baby was born 8 weeks premature, at
31lbs. 9ozs.
00:21:20ELENA Michael wake up, it's mummy.
00:21:25ROSA SANTIAGO CRUZ And that's the blackened
view we're talking about, right?
00:21:25ELENA Yeah.
00:21:25ROSA SANTIAGO CRUZ (Inaudible ).
00:21:30ELENA You got so much hair. Playing

pickaboo, pickaboo. Hi, there you go!
00:21:40ROSA SANTIAGO CRUZ Hi, you got a boy baby.
00:21:45There you go.
00:21:50[sil.]
00:22:20Two weeks after having her baby, Elena returns to her
job as an after-school counselor.
00:22:30I just put a little dark blue on the middle, that and put
it on your mask like this. I know it looks messy because there's
extra sticking off the edges, right? But that's okay, we'll take
care of that at the end. How are you feeling today?
00:22:55ELENA Better than yesterday.
00:22:55Yeah. You know, yesterday the stitches were bothering
you. I didn't know, I don't know what you named your baby?
00:23:00ELENA Michael Mathew.
00:23:00Michael Mathew, it's nice. Who's gonna be taking care
of the baby? Do you… Are you going to stay home with him?
00:23:05ELENA Me and my mom. While I go to school my
mum is going to take care of him.
00:23:15Luis returns to Brooklyn to visit his new nephew.
00:23:20LUIS CASTRO Alright, alright, alright, alright,
alright. Hey, hey, hey. I got the power.
00:23:35ELENA Yeah, right.
00:23:40SISTER GERALDINE TOBIA That would not want to
say about this neighborhood, we're here because most girls get
pregnant early so therefore we're going to be here to make sure

that you don't get pregnant. We just didn't find that
respectful. Hold you, um… um… People need to see their way
themselves and that's not for us to define, to spell out, or to
prescribe, that's not my role, it's to be in the journey with
people, give them a sense of, you can go somewhere, rather than
you're the dregs of the earth and we're here to save you. It’s
more like where, why are you not seeing all that you have to
offer.
00:24:30Sunset Park celebrates the Center's 20th anniversary.
00:24:35[sil.]
00:24:50SISTER GERALDINE TOBIA That is just great. At
any given time anyone of us who live here in Sunset Park, you
need something and we have something to give. Oh I love it.
And I hope that the center is been that place where the
possibilities for that give and take, take place.
00:25:10(Inaudible).
00:25:10SISTER GERALDINE TOBIA And absolutely major
goal of the center is to help each individual person be
everything they can possibly become. Not to label people, look
for people's strengths and not just their pathology. The mission
is to really support Family life. Here are the 20 years of Sunset
Park and the Center for Family Life. This will be our hope and
dreams and prayers for the future. As the Center for Family Life
goes into its next decade.
00:25:50[sil.]

00:26:20Rosa's baby was born on September 11, 1998 with a
heart defect. He died three days later.
00:26:25[sil.]
00:27:00Two weeks later is the wedding day of Rosa's brother,
Cisco Santiago. He is marrying Gretchen Gomez, a supervisor at
one of the Center's after-school programs.
00:27:10Cisco.
00:27:15[sil.]
00:27:20Want to have drinks. We'll see you in a little while.
00:27:25The guys are meeting over there?
00:27:30Guys are meeting here at 2 o'clock.
00:27:30The guys are meeting in his house at 2:00.
00:27:35I don’t have a camera.
00:27:35Are you nervous?
00:27:40CISCO SANTIAGO I just want to get over it.
00:27:45[sil.]
00:28:00SISTER GERALDINE TOBIA The marriage of
Gretchen Gomez and… and Cisco Santiago is a thrilling event
for me. I've known Cisco since he was about 13 or 14. And
Gretchen applied to work for us at the age of 16.
00:28:20They right now are married as husband and wife. They
can give their first little kiss, right? Little kiss.
00:28:30SISTER GERALDINE TOBIA They are the new
leaders, not us anymore, more kids know their names, than
ours. So the thrill for me is that, you know, they… they have

become the new generation that's going to run this
neighborhood and they're just the finest two human beings I
know.
00:28:55Adios, amigos.
00:29:00October, 1998
00:29:05[sil.]
00:29:50SISTER GERALDINE TOBIA Where's Elena?
00:29:50ROSA SANTIAGO CRUZ She's never here.
00:29:50SISTER GERALDINE TOBIA No!
00:29:55ROSA SANTIAGO CRUZ I stay over here. I don't even
go out anymore, I stay home.
00:30:00SISTER GERALDINE TOBIA And you're happy doing
that?
00:30:00ROSA SANTIAGO CRUZ Yeah, and this is the baby
we got. I don't like being in the street no more, so I stay here. I
do my things, I clean, I cook then I start seeing my soap
operas.
00:30:10SISTER GERALDINE TOBIA When you lose someone
very special like that, it takes a little bit of the life out of you,
takes a little bit of the life out of you and the enjoyment of life,
and somehow it's going to take time for you to get past that. I
can't imagine what it is to lose a child.
00:30:30ROSA SANTIAGO CRUZ It hurts.
00:30:30SISTER GERALDINE TOBIA It hurts.
00:30:35ROSA SANTIAGO CRUZ He keeps me occupied so I

try to… to forget everything that goes on.
00:30:40[sil.]
00:30:45January, 1999 Luis and Darlene visit from Cleveland
with their 4 week old baby, Luis Jr.
00:30:55[sil.]
00:31:25LUIS CASTRO There you go, there you go. oh my
God, one’s enough.
00:31:35DARLENE Oh yeah, after that pain, no more, uh… uh,
never, 15 hours.
00:31:40LUIS CASTRO 15 hours, so?
00:31:40DARLENE What do mean so?
00:31:45LUIS CASTRO Wasn't it worth it?
00:31:45DARLENE It was worth it, but the pain was, no… no…
no… no.
00:31:50LUIS CASTRO Don't worry about it.
00:31:50DARLENE Because my body can't afford to take the
pain.
00:31:55LUIS CASTRO Oh my God, you're a worse.
00:32:00DARLENE What's the meaning of worse?
00:32:00LUIS CASTRO My sister feeds her kid like
crazy. Every time he cries she'll throw a bottle into his
mouth. I'll say he's tough. He'll come out just like my sister.
Attitude, you know, (inaudible ). Hey, hello? And your mother
better get home soon. Welcome home, this kid is (inaudible ).
00:32:31ROSA SANTIAGO CRUZ I'm sorry.

00:32:35SISTER GERALDINE TOBIA Oh my
goodness!Darlene how are you?
00:32:35DARLENE I'm fine.
00:32:40SISTER GERALDINE TOBIA Oh, you got two?
00:32:40DARLENE Yeah, you're okay.
00:32:45SISTER GERALDINE TOBIA Hi, how are you doing?
Okay. What kind of work are you doing?
00:32:50LUIS CASTRO I work with marble and granite. I'm a
craftsman.
00:32:55SISTER GERALDINE TOBIA That's great, that's a
wonderful trade!
00:32:55LUIS CASTRO Good money. Did mum show her the
piece I'd made you?
00:33:00SISTER GERALDINE TOBIA Oh how beautiful!
00:33:05LUIS CASTRO Virgin Mary with the baby.
00:33:05SISTER GERALDINE TOBIA Oh that's so beautiful!
00:33:05LUIS CASTRO We make a chess board in marble, we
make pieces.
00:33:10SISTER GERALDINE TOBIA Do you get benefits?
00:33:15LUIS CASTRO Everything, both coverage and
everything.
00:33:15GERALDINE TOBIA That’s great! I know
your Family is proud of you.
00:33:15LUIS CASTRO Yeah.
00:33:20GERALDINE TOBIA Your mother is, your stepfather

is, they’re really proud.
00:33:20LUIS CASTRO And we got a better relationship now.
00:33:25DARLENE Yeah.
00:33:25GERALDINE TOBIA You and Little?
00:33:25LUIS CASTRO (Inaudible ), we're like friends
now, we’re just always hanging out and stuff, you know, but
he's not working, it's critical. I sort of take it off when we get
out of this house, I think it was just all of us living here, it was
like…
00:33:35DARLENE That's what happens.
00:33:35GERALDINE TOBIA A little distant, yeah.
00:33:40LUIS CASTRO Yeah, it was like, I don't know there
was too many people living here, you know, we had her, then
we had Maggie and my sister my mom and the little one, it was
just like…
00:33:45SISTER GERALDINE TOBIA On top of each other.
00:33:45LUIS CASTRO I was like, oh God, we gotta get
out. New Yorkis too crowded to teach any kid or give any kid a
life, it's too crowded, that's the way I feel. But that's why I'm
telling to my mom to move out there. You know, my mom wants
to move out there she's going to go check it out, because it's
better, I mean, raise my nephew in a better neighborhood than
here you know.
00:34:05SISTER GERALDINE TOBIA You're very proud of
him and Darlene.

00:34:05ROSA SANTIAGO CRUZ Yeah, I am.
00:34:10SISTER GERALDINE TOBIA Over the years I've
noticed that working with families who have histories of kind of
being beaten down, getting messages both within their
own immediate Family or from the world outside that they're
not capable, they become so comfortable with the negative
identities and they're not comfortable with their strength and
their positives. I know, you've been talking about your dreams
too, the things you want and so has Ben. Michael is getting so
chubby. I wouldn't want to become Pollyannaish. People need
you to be able to get in there and honestly help them see… see
what they're struggling with. They… They don't want that to be
watered down, they want to be able to trust enough to be able to
tell you their negative feelings about themselves. And we need
to be able to honestly know those people so we see their
strengths as well.
00:35:10[sil.]
00:35:15BEN You're not helping your mother nothing. I don't
want to kid your own kid. You don’t want to do nothing. You
don't want to go to school. You say you do, but when it's time
go to school you don't go to school, you want to go hangout.
But did you understand something, you're a mother now. All
that hanging out is completely like, you know, die down. I don't
say nothing to you because I know you're going to come out
stupid on me. You want to curse now and this not what I'm

supposed to do, beat you up, no, that's not my style, that’s not
the way I work.
00:35:45ELENA And goes without.
00:35:50BEN Why? All of sudden we say, you're partying, you
say, no, I'm not, you want to leave. What I'm supposed to do,
grab you by your neck and hold you down? That's what we're
supposed to do? No, I don't think though, I don't work like that.
00:36:00ELENA If I was doing something bad then?
00:36:05BEN You're not going to school.
00:36:05ELENA But I was working.
00:36:10BEN That no, you're not supposed to be working.
00:36:10ELENA So?
00:36:10BEN So, what do you mean so?
00:36:10ELENA Um… either way, either way, I'm doing
studying, I was doing studying.
00:36:15BEN You got the responsibility to go to school, that’s
our… that's our responsibility. If you don't go to school we get
into trouble, automatically we get into trouble. You're not
supposed to be working, you're supposed to be at school.
00:36:30ELENA Nobody was giving me money so I had to get it
for myself.
00:36:35BEN It doesn't… It doesn’t make any difference.
00:36:35ELENA Yes it does. If you're not making, if nobody
gives you money you gotta work, right?
00:36:45BEN If I'm old enough, yeah. But If I'm not old

enough, I got to stay in school.
00:36:45ELENA So I gotta go to school with the same shit, all
the time, right? I don't think so.
00:36:55BEN There you go, you’re trying to go over me. You're
not an adult. If you were really was an adult, you know which is
right.
00:37:05[sil.]
00:37:40March, 1999 Rosa is pregnant again. MAGGIE CRUZ
Benny's Daughter
00:37:40SISTER GERALDINE TOBIA Remember last week, I
asked you if you could, um… help your mom and… and Ben
like enjoy this pregnancy and give them a chance to, you know,
have this baby and support them? And you weren't… you
weren't, um… with it, were you? Um… Can you tell Ben why?
00:38:15ELENA Because he left all his other kids, what
makes… what makes us think that he's going to stay around for
this one.
00:38:20SISTER GERALDINE TOBIA So you're worried?
00:38:25ELENA Yeah, I don't want my mum to suffer.
00:38:25BEN She's doing the same thing to her son.
00:38:30ELENA No.
00:38:30BEN She's never here for him, she don't take care of
him.
00:38:35ELENA So?
00:38:35BEN So! And she's worrying about her mother, she's

not even worrying about her kid, so she's only speaking what
she's saying.
00:38:50ELENA It seems like they want to put us in a house so.
I think we live for them, it's right.
00:38:55SISTER GERALDINE TOBIA Now tell me
something, right, okay but… but Elena I really and truly want
you to ans… answer this, okay, from your heart. Do you really
believe that they would like you both out?
00:39:10ELENA That's right.
00:39:10SISTER GERALDINE TOBIA You really believe that?
00:39:10ELENA Yes I do.
00:39:15SISTER GERALDINE TOBIA Well, we're going to
have to work on that, if you really believe they want you out of
here, they may no…
00:39:20ROSA SANTIAGO CRUZ She makes no sense.
00:39:20ELENA He's telling you to sign the papers then you
want to do it, so do it I'm not scared.
00:39:25ROSA SANTIAGO CRUZ I haven’t signed them.
00:39:25ELENA You act like I'm scared, I'm not scared.
00:39:25ROSA SANTIAGO CRUZ See, there she goes,
nobody's telling that you're scared.
00:39:25ELENA I'm not scared so if you're going to do it stop
threatening, stop threatening me with it.
00:39:30ROSA SANTIAGO CRUZ It’s like you do really want
us to go through it. We've given you the chance to change and

to be a mother, that's it.
00:39:40SISTER GERALDINE TOBIA You want to get it over
with?
00:39:40ELENA Yeah, because if that if there's an argument
they're saying, oh, you know, that's why I'm putting you in a
home, so I'd be like do it, do it, I'm not scared. They think that
I'm going to cry and, oh don't put me in there, I'm not going to
beg, please.
00:39:55SISTER GERALDINE TOBIA You know what did you
do when… when you thought she might um? What did you do?
00:40:00ELENA Tried to kill myself.
00:40:00SISTER GERALDINE TOBIA So.
00:40:05ROSA SANTIAGO CRUZ Which she tried to do
yesterday also, she dropped some pills.
00:40:10[sil.]
00:40:15SISTER GERALDINE TOBIA Rosa, the last two fights
you two have had, they've both been about the same thing.
00:40:20BEN About?
00:40:20ROSA SANTIAGO CRUZ About?
00:40:25SISTER GERALDINE TOBIA Her… Her threatening to
kill herself.
00:40:30ROSA SANTIAGO CRUZ We don’t know. Alright,
but… See I don't understand. I don't really understand myself,
because when I was.
00:40:35SISTER GERALDINE TOBIA That scares you, that

scares you.
00:40:35ROSA SANTIAGO CRUZ I mean Elena gets me
angry, she makes me want to take, uh… life before she does it
or take my life but…
00:40:45SISTER GERALDINE TOBIA She's… She says that
she's that depressed.
00:40:50ROSA SANTIAGO CRUZ What is that she's so
depressed about?
00:40:55SISTER GERALDINE TOBIA I don't know.
00:40:55ROSA SANTIAGO CRUZ I mean could you really…
I've done lots of times, she don’t want to ask, she tells me, it's
none of my business, so I'm minding my business.
00:41:05[sil.]
00:41:10SISTER GERALDINE TOBIA It's okay to have a sad
child. Don't blame yourself just hang in… hang in with her.
00:41:15ROSA SANTIAGO CRUZ I’m not hanging myself. I’m
not hanging myself. I’ve tried, I’ve tried to help her.
00:41:20SISTER GERALDINE TOBIA Stay still and just…
00:41:25ROSA SANTIAGO CRUZ And she… she makes no
sense. I mean, there's gotta be something wrong that's going on
with her and Michael.
00:41:30SISTER GERALDINE TOBIA Is there anyway that we
could just not find a reason for her feeling so sad and just let
her? She's a child.
00:41:45April, 1999

00:41:50[sil.]
00:41:55You know mom is worrying about baby and you.
00:42:00ELENA I told them I'm not ready to be in the house
24/7, I like to go out and that's it.
00:42:10We didn't take care of him yesterday?
00:42:10ELENA Yeah, we took care of him so she wants me to
be at home. She thinks it's you.
00:42:20She thinks it's me, what?
00:42:20ELENA That's making me stay out.
00:42:25Her attitude.
00:42:25ELENA My attitude?
00:42:25Yes.
00:42:30ELENA No.
00:42:30Yeah, you do have an attitude problem. You're rolling
your eyes, serious, and you don't listen. You know, you don't
act like kids.
00:42:40[sil.]
00:42:50June, 1999
00:42:50SISTER GERALDINE TOBIA Do you think he's best
for you?
00:42:55ELENA That's why I'm happy with him right now,
so…
00:43:00SISTER GERALDINE TOBIA Do you think he's best
for you?
00:43:00ELENA What, you see how you are, you keep

on laughing, keep on.
00:43:05SISTER GERALDINE TOBIA No… no… no… no…
no… no. I don't want her involved in this, I want you to ask
yourself that question. Do you think he's best for you?
00:43:10ELENA He is, right now, and I don't care what
anybody says, anybody.
00:43:20[sil.]
00:43:25SISTER GERALDINE TOBIA It would be much easier
for your mother. For her just to drop it, not care whether you go
to school, not care whether you have a boyfriend who hits
you or mistreats you. I heard he broke your… your beeper?
00:43:35ELENA My beeper, yeah.
00:43:40SISTER GERALDINE TOBIA I mean, what do you
want your mother to do, to say all those things are great that are
happening to you? He couldn't possibly love you more than your
mother or Ben. And I… I find that that's a lot what’s going on
right now. You’re struggling whether you want to be part of
this Family or you want Michael, and it's going on every day.
00:44:05[sil.]
00:44:10ROSA SANTIAGO CRUZ Maggie, don't give me much
trouble. Maggie comes from school, she got to do the dishes,
she cleans the room, she cleans the baby. She doesn't have to be
doing this. She comes from school sometimes she pulls out her
book and she's out the door again.
00:44:20BEN We say to clean something you clean that

so simple as that. Why is she like that, because she wanna do
what she wanna do. And I'm not having you here, you go by my
rules or you go to the home, right now that's it for me, she's
going to a home. As soon as the social worker comes I don't
know why it's taking him so long I want to know. It's the best
thing for her, for me and my wife, simple as that.
00:44:40ELENA And why you wanted to put Luis in a
home when he was out here.
00:44:45ROSA SANTIAGO CRUZ Why, because he was out of
control also, but look at him now.
00:44:50ELENE Then he want to go, I think he's not making a
penny for us, he used to be by himself, because you took out,
you… you… you took out the paper for Maggie too fast to be in
a home, the kids that come into the house you're going to put
them in homes because you can't take of them.
00:45:00ROSA SANTIAGO CRUZ Yeah, then why have, why…
why take care of your son when I don’t have to.
00:45:05BEN Luis in past wanted to do what he wanted to do,
because he was 15 and he was going crazy, understand. He
always came back to me and he tells me, I'm sorry, listen I was
wrong. He came here admit himself he was wrong, and that's
what I love about Luis. The only time she came to me, is to ask
for something, but she never came to me and say sorry about
anything.
00:45:30ELENA Because most of the time you're wrong.

00:45:30BEN Because I'm not wrong, I'm not wrong.
00:45:35ELENA And most of the time you're wrong and you
can't admit it.
00:45:35BEN What's the reason that you hate me so much?
00:45:40ELENA The reason I do, because you don't know how
to mind your business.
00:45:40BEN It is my business.
00:45:40ELENA It's not your business, I'm not your
daughter, I'm not your blood, you got to worry about Maggie,
alright. She's your sperm, I'm not, I'm not, simple as that. While
he's drunk I asked him for money and I admit that, while he's
drunk I asked him for money, because that's the only way we
could talk like that, that's the only way I could get money when
he's drunk.
00:46:05SISTER GERALDINE TOBIA And that's what you
want?
00:46:05BEN That's what she wants.
00:46:05ELENA That's all I want. I don't need his love. I don't
want, I don't, I swear to God I don't, I' don't, I don't.
00:46:15SISTER GERALDINE TOBIA Well, you both have to
work on this. We can't just have a vicious circle that just has no
end. And I have to say honestly, you both play a role in
this, you both do. They had this very strong belief that all of us
come into the world is broken and divided within ourselves and
that our journey through life is… is… is finding that integrity

and that wholeness. And there's where the Family and
community come in, because often we’re broken families or
we're broken communities. And working on that wholeness is to
me a holy act.
00:47:05July, 1999 Center for Family Life Summer Day Camp
00:47:15ELENA See you on Monday.
00:47:20[sil.]
00:47:30ELENA I'm gonna get you, I'm gonna get you, I'm
gonna get you, oh, mummy. Bye, yeah.
00:47:45In July, 1999 Sister Geraldine suffered a seizure while
driving and had a serious car crash. The seizure was a
complication of cancer treatments. She chose not to reveal to
any of the families she was working with that she had cancer.
00:47:55ELENA Hi, Sister Geraldine this is Elena.
00:48:00SISTER GERALDINE TOBIA Hi Elena.
00:48:00ELENA Hi.
00:48:00SISTER GERALDINE TOBIA It's good to talk to you
and I missed you.
00:48:05ELENA Yeah, my mum told me about the accident,
that's how I knew.
00:48:05SISTER GERALDINE TOBIA In some ways the
accident probably saved my life, because they rushed me right
away to a hospital where they operated on the head. See the…
the seizure was caused by blood going to my head and they got
the blood drained out and…

00:48:20ELENA So they operated on your head?
00:48:20SISTER GERALDINE TOBIA On my head. Yeah, they
stopped the blood from going in it.
00:48:25ELENA That's scary.
00:48:25SISTER GERALDINE TOBIA Yeah, it is. You were
away for a while, right?
00:48:30ELENA Yeah, for like four days.
00:48:30SISTER GERALDINE TOBIA What happened?
00:48:35ELENA Well, me and my mom got into an
argument and Little got involved. He wanted to hit me and I
flipped down and then they called the cops and I got arrested.
00:48:45GERALDINE TOBIA Oh gosh!
00:48:50ELENA And then I went to court on Monday and they
placed me in a… in a home, Urban Strategies.
00:48:55GERALDINE TOBIA Uh-huh.
00:48:55ELENA And then I called my mom if she could go pick
me up, because I was going to leave from there, she didn't, so
she went to go pick me up.
00:49:00SISTER GERALDINE TOBIA And you got home?
00:49:05ELENA Yeah, and everything's been fine since that
day. We spoke about it and everything.
00:49:10SISTER GERALDINE TOBIA You spoke with Little
too?
00:49:10ELENE Yeah.
00:49:10SISTER GERALDINE TOBIA Uh-huh.

00:49:10ELENA And told… I told him what he did to get me
angry and he apologized to me and I apologized to him and
everything has been going good so far.
00:49:20SISTER GERALDINE TOBIA Oh, that's so good! And
I'm glad to hear that you and he are getting along better.
00:49:25ELENA Yeah.
00:49:30SISTER GERALDINE TOBIA Because he really does
care about you.
00:49:30ELENA Hmm…hmm…
00:49:30SISTER GERALDINE TOBIA I think being somewhat
handicapped was for me both a blessing and a difficulty. The
hard part is being needy and it was good for me to feel being
needy, because I know what it's like for our clients to feel like
they've lost, or our neighbors, you know, our community people
to feel dependent. And it's not always a comfortable thing, but
it's… it's a good thing to get past, because there… there is a
grace I think in being given to.
00:50:00On September 13, 1999 Rosa and Benny's baby, Jesus,
was born. A week later Rosa's brother Cisco, and his wife,
Gretchen, visit with their new baby.
00:50:10[sil.]
00:50:15CISCO What's the matter Michael? What's up? They
got you caged in?
00:50:20[sil.]
00:50:30CISCO You’re big brother already soon or big cousin.

00:50:35ROSA SANTIAGO CRUZ No, Michael is our nephew,
my son is his uncle.
00:50:40CISCO Oh that's your uncle! Oh boy! You just
figured that one out.
00:50:45(Inaudible ) uncle, look at that. Yeah.
00:50:50CISCO Isn't that weird, your uncle is younger than you,
so you have to respect him.
00:50:55ROSA SANTIAGO CRUZ I went to see Sister
Geraldine on Sunday.
00:50:55Oh yeah!
00:51:00ROSA SANTIAGO CRUZ And she looks good, she
looks pretty good.
00:51:00Hmm…hmm…
00:51:00ROSA SANTIAGO CRUZ She's just dying to come
home she said. Her legs are better.
00:51:05Yeah!
00:51:05ROSA SANTIAGO CRUZ And she took it so strong
too.
00:51:10Yeah, Sister Geraldine is a strong person.
00:51:10ROSA SANTIAGO CRUZ Hmm…hmm…
00:51:15SISTER GERALDINE TOBIA When Jesus Noel was
born, Rosa went out of her way to bring her new baby to see me.
He is a beautiful baby and he's healthy and I think we're all now
going to pray in Thanks Giving for having little Jesus Noel in
our lives. I hope I'll be around to see him grow up. And I have

great hopes for him and Michael Mathew. I think gifts that were
in that Family are being more expressed where they were may
be more hidden behind anger and other ways they express their
attachment to one another. I think now they're… they're more
comfortable just uh… expressing another side of themselves to
each other.
00:52:00Sister Geraldine became critically ill, but she
continued to work from her hospital bed. She died of cancer on
April 25, 2000
00:52:10[sil.]
00:52:15ROSA SANTIAGO CRUZ I was about 11 when I first
met her. She was our second mother there so she's going to be
missed.
00:52:25I know that you're here because you loved to see
Geraldine. She's experienced your love so deeply in her.
00:52:35You're so missed sister, every day, every moment at
CFL.
00:52:35CISCO I remember you knowing me better than I knew
myself. All those days in you is close to my heart, your
tenderness, understanding and even when you scolded me
occasionally.
00:52:50ROSA SANTIAGO CRUZ When we were in gangs and
we've always in fights she will get in the middle, she will get
slapped and she never gave up on us, that's why some of them
now to this day are still alive because of her.

00:53:00Three, two, one.
00:53:05To Sister Geraldine.
00:53:10LUIS CASTRO She will never crotch, she'd always
been on top of somebody. I think if she had a chance to talk to
Satan himself she could straighten him out.
00:53:20ELENA They're cutting down some of youth program
and even when she was in the hospital, she was still working,
calling places, all these places for us just to have jobs this
summer.
00:53:35LUIS CASTRO Once the tree dies the leaves won't
bloom anymore, and that's how I feel, she was our tree and we
were just leaves on it.
00:53:40DARLENE Never she wouldn’t want you or anybody to
feel that you need to hurt to be, you know, strong. She wanted
you to stand strong on your own.
00:53:55[sil.]
00:54:05ROSA SANTIAGO CRUZ If it wasn't for her, who
knows what route my son would have taken or… or Elena. By
now she is in heaven, but she will always be a part of my heart.
00:54:20[sil.]
00:54:35Produced and directed by ROGER WEISBURG, &
MURRAY NOSSEL Edited by HOWARD SHARP, Original
Music Composed, Arranged, and Produced by MARK SUOZZO,
Field Producer JULIE SACKSAssociate Producer DEBORAH
CLANCY, Cinematographer EDWARD MARRITZProduction

Assistants STACEY BASRNETT, MARY CONNER, BILL D'
AGOSTINO, JOEDAN OKUN, CHEN HIS WONG On line
Editor DOUGLAS O'CONNOR Sound Editors DOW
McKEEVER MARSHA MOORE Post Production Sound Mixed
by DOW McKEEVER Additional Camera ROBERT ACHS,
KEVIN CLOUTIER, BRIAN DANITZ, SCOTT GOODMAN,
KENNY GRONNINGSATER, MEAD HUNT TONY PAGANO,
GORD WATERMAN, RICH WHITE Principal Sound JUAN
RODRIGUEZ, Additional Sound CARLO ALBANESE, JOSE
AVILES, PAUL BANG, DANIEL BROOKS, RICHARD
JULIANO, JUDY KARP, FRANCISCO LATORRE, MARK
MANDLER, JOHN MURPHY, JACK NORFLUS, ROBERT
REED, DEAN SARJEANT JERRY STEIN, JAMES WILLIAMS
Production Interns PATRICK BOYTON, JAMIE DEAN, ERIC
FORMAN, TED GESING JASON HAN LAUREN HARDER
AMANDA THOMAS AISHA JAFRI ALEXIS JALLAD, PAULA
KLING, BARBARA KOPELOFF JASON NU GINA
RAICOVICH A Production of Public Policy Productions in
association with Thirteen/WNET New York © 2001 Public
Policy Productions, Inc.
00:55:25[sil.]
00:55:40END TRANSCRIPT

STRATEGIC HR MANAGEMENTSTUDENT WORKBOOK.docx

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