ABSTRACT
This chapter analyzes environmental impact on strategic and structural change in human service organizations. The structure of organizations operating in turbulent environments tends to be organic and flexible, focusing on expertise rather than position-based power. Organizations operating within environments that are rich in resources will generally tale on a reactive strategy, while those operating in lean environments tend to adopt proactive ones. The organizations operate within a task environment characterized by considerable instability and high mortality, in which resources are relatively scarce. The welfare market encouraged the evolution of an inter-organizational environment in which public, private and voluntary organizations all compete to play a central role in social service provision. Generalism is expressed through a broad range and scope of activities aimed at developing a wide network of relations with environmental elements in order to achieve optimal utilization of existing and potential resources.
