Sw-administration.pdf

Social Work Administration

Social Work - a practice-based profession and an academic discipline that promotes social change and development, social cohesion, and the empowerment and liberation of people. - engages people and structures to address life challenges and enhance wellbeing. Principles central to social work • • • •

social justice human rights collective responsibility respect for diversities Definition approved by the IASSW General Assembly and IFSW General Meeting in July 2014

Social Welfare Administration - is a process of working with people in ways that release and relate their energies so that they use available resources to accomplish the purpose of providing needed community services and programmes.”

Herleigh Trecker (1971)

Social Welfare Administration

process of efficiently providing resources and services to meet the needs of the individuals, families, groups and communities to facilitate social relationship and adjustment necessary to social functioning.

P U B L I C / G O

• • •

•

Supported by public funds or taxes

Created by laws of the land

Have to conform to government procedures, accountable to the gov’t. Programs are determined and can only be changed by law

•

 Supported by private contributions or income from services

Purpose: To respond to the Social Welfare needs of people with focus on the disadvantaged and vulnerable sector of society.

More sustainable  Bureaucratic & less flexible

 Response of private organizations to community needs 

Governed by own charters and board

 less bureaucratic & more flexible

 can pioneer projects that may be adopted by the gov’t.  Sustainability is a major concern

P R I V A T E / N G O

SOCIAL WELFARE AGENCY - A non-stock, non-profit organization engaged in providing social welfare programs and services to disadvantaged or vulnerable individuals, families, groups and communities.

ADMINISTRATION “process of defining and attaining the objectives of an organization through a system of coordinated and cooperative effort”

P O L I C Y

F O R M U L A T I O N

P R P O L G A R N & A N M I M N I G N G

O R G A N I Z I N G

S T A F F I N G

D I R E C & T I N G

C O N T R O L L I N G

C O O R D I N A T I N G

R R E E P C O O R & R T D I I N N G G

COMMUNICATION

B F U I D N G A E & N T C T I I N N G G

(Stein,1970).

P U B L I C

R E L A T I O N S

E F V E A E L U D & A B T A I C O K N

Hundreds of people in the world take exams every day. Surely, something so common can’t be too difficult for you.

Policy •

are principles, rules, and guidelines adopted by an organization to reach its long-term goals

•

designed to influence and determine all major decisions and actions

Principles of policy formulation 1. based on and developed out of agency purpose

2. factual 3. consistency 4. participative 5. realistic (contextual)

6. plan and policies are integrated 7. available in written and expressed in positive form 8. new policies should develop out of an evaluation of the existing policies in practice H. Trecker

Eight stages in policy formulation 1. Identifying the Problem

2. Analyzing the Problem 3. Informing the public 4. Developing policy goals

5. Building public support 6. Legislation or enunciation of policy 7. Implementation and administration

8. Assessment and evaluation

Planning and Programming

Planning

O Process of establishing goals or targets,

mapping out activities and projecting the means towards the accomplishment of goals

Reasons for Planning 1. Efficiency – achieve desired results with minimum cost

2. Effectiveness – responsive to the needs 3. Morale – feeling of achievement and satisfaction & being needed

4. Accountability – responsibility towards the public Rex Skidmore

Basic Planning Steps Activities (Actions)

Outputs (Results)

HOW Processes to achieve the goal

WHERE

Inputs (Objectives)

WHAT • Set measurable goals / objectives

• Identify resources

• • • • •

Alternatives plan selection step-by-step-action scheduling incorporate changes

• The change we want to see

TYPES OF PLANS define the framework of the organization’s vision and how the organization intends to make its vision a reality. • done by the top management of an organization. •

• Creates the blue print for the strategic plan • entail detailing resource and work allocation among the subunits within each division. • usually developed by middle level managers.

• developed to create specific action steps that support the strategic and tactical plans. • Short term • Developed by supervisors, team leaders, and facilitators to support tactical plans.

Characteristics of a Good Plan O Based on clearly defined goals or objectives

(consistent with human needs, based of research/facts) O Easily understood and communicated O Flexible

O Resources are maximized O Contribute to improvement of service

Program and Programming O Program – a unit of planned purposive action

O Programming – the process of preparing or setting up the program involving a specific period of time of services

ORGANIZING AS A FUNCTION ORGANIZATION AS A PROCESS ARRANGES PEOPLE AND RESOURCES TO WORK TOGETHER TO ACCOMPLISH A GOAL

ORGANIZATION AS A STRUCTURE THE SYSTEM OF TASKS, REPORTING RELATIONSHIPS, AND COMMUNICATION LINKAGES

ORGANIZATION AS A PROCESS 1. Distinguish clearly the various functions needed to 2. Group functions into organizational units 3. Provide for physical facilities and resources 4. Find qualified personnel

ORGANIZATION AS A STRUCTURE - THE SYSTEM OF TASKS, REPORTING RELATIONSHIPS, AND COMMUNICATION LINKAGES - THE PATTERN OR NETWORK OF RELATIONSHIPS BETWEEN THE VARIOUS POSITIONS AND INDIVIDUALS HOLDING SUCH POSITIONS

Types:

Models

1. Formal – by law

1. Bureaucratic

- line organization - Functional - Line & staff - Committee type of organization

2. Informal – unconscious & spontaneous

2. Democratic

3. Adhocracy 4. Collegial/ Professional team model

PRINCIPLES

Work specialization

Unity of Command

Span of Control

Delegation of Authority

Hierarchical / Scalar Principle

Line & Staff Principle

OF ORGANIZATION

Division of Labor

Short Chain of Command

Balance

Homogenous Assignment

STAFFING & Staff Development -

art of acquiring, developing, and maintaining a competent workforce to accomplish with maximum efficiency and economy the functions and objectives of the organization. Process: 1. Effective recruitment, selection and hiring. 2. Placement

3. 4. 5.

Orientation/ Induction and Training Performance Appraisal/ Rating Promotion, transfer, retirement

STAFFING & Staff Development Development of people is the most important aspect of staffing

Methods of Staff Development (Skidmore)

 Lectures  Case Presentation

 Role Playing  Self Development Program

 Group Actions

 Game exercises  Library Facilities

 Continuing Professional education  Exchanges

Directing  process of implementing the total plan and bringing into being all the necessary and available resources to achieve the objectives

Characteristics:

 Initiates Action

 Continuous Activity

 Pervasive Function

 Descending Order of Hierarchy

Importance:  Initiates Action

 Motivates Employees

 Integrates Efforts

 Effective Utilization of Resources

Principles of Directing  Maximum Individual Contribution - potential for the attainment of organizational goals  Harmony of Objectives  Unity of Command – receiving instruction from one superior at a time

 Managerial Communication

- instructions are clearly conveyed & understood

 Follow Through - monitor the extent to which the policies, procedures, and instructions are followed

Steps in Directing 1. Setting up the major responsibilities, persons, units and branches 2. Placing the jobs, responsibilities, and functions properly in an organizational pattern

3. Issuing the directions, special assignments and orders 4.Controlling or directing closely by basic policies and plan

Controlling

- is the process of ensuring that actual activities conform to plans

Types of control Feedback Control (Past) This process involves collecting information about a finished task, assessing that information and improvising the same type of tasks in the future.

Concurrent control (Present) It is also called real-time control. It checks any problem and examines it to take action before any loss is incurred.

Predictive/ feed forward control (future) This type of control helps to foresee problem ahead of occurrence. Therefore action can be taken before such a circumstance arises.

Coordinating • process of interrelating the various parts of the work to function as a whole.

• process by which cooperation, agreement, and understanding are secured to support a common endeavor.

Types:

* Coordination of thought

* Coordination of action

Forms of Coordination 1. Perpendicular or vertical coordination- this is effected through the competent delegation of responsibility and the corresponding authority for the performance of every act from the largest to smallest. 2. Horizontal coordination or cross-coordination- this refers to supervisors or executives on the same level coordinating and relating their activities or functions among themselves.

Ways for Effective Coordination

1. Clear lines of authority and responsibility

2. Periodic reports 3. Effective communication system

Criteria of Successful Coordination • it is not forced • it is timely and operates horizontally and vertically

• it must be provided with high levels of cooperative behaviour

Conditions for successful coordination: • members should have confidence and trust among themselves

• influence and motivate without traditional forms of line authority • relationships must be such as to enable a person to perform well even with more than one superior

5 Cs in TEAMWORK 1. Communication 2. Compromise 3. Cooperation 4. Coordination 5. Consummation

Budgeting and Financing Budget 

“financial plan” for an agency or program



“is a plan action expressed in monetary terms.” - Melvin Gross

Financing - the allocation of an agency’s liquid assets to assure their most productive use.

Factors of an Ideal Budget 1. comprehensive 2. clear and easily understood

3. flexible 4. workable and realistic 5. accurate Cost - benefit - is the relationship of the resources required or the cost-to attain certain goals Chart of Accounts – list of income and expenditures to be accounted for

Types of Budget 1. Line-Item Budgeting - itemized budgetary needs 2. Program Budgeting - useful in the management tool in monitoring the

effect of key allocation decisions 3. Functional Budgeting - encompasses program services but emphasizes the supporting administrative services. 4. Zero-Based Budgeting (ZBB) -the agency starts with no money each year

Accounting - art of recoding, classifying, and summarizing in a significant manner the money transactions

Recording - including making entries, classifying includes sorting mass of transactions in an orderly manner; summarizing Auditing -

state of making a careful examination of documents, records, reports system of mutual controls and accounting procedures.

Financial Records -

an ongoing record of what the agency has spent on what and how well it is staying within the budget.

Financial controls - processes, policies and procedures that are implemented to manage finances -

provides reasonable assurance that budget and other resources will be used in a regular, ethical, economical, effective and efficient manner.

RECORD & RECORDING Record

- “an account in written or other permanent form serving as an evidence of a fact or event”

Recording 

is the system used to control an organization's records from the creation, maintenance, use, and disposition.



process is of identifying records, classifying records, and storing records, as well as coordinating internal and external access.

PURPOSE & BENEFITS OF RECORDING

PURPOSE 

Administrative Purpose



Teaching



Research



Accountability

BENEFITS 

Listen and attend critical points



Increases awareness of skills



Assess and identify areas of strength



Avenue to be honest



Ability to recall information



Supervisory bond



Professional development

REPORTING 

a process of providing information to various levels of management so as to enable in judging the effectiveness and become a base for taking corrective measures, if necessary.

Purposes of Reporting to Management 1. Means of Communication - upward, outward, downward 2. Satisfy Interested Parties - accountability 3. Serve as a Record - provide valuable and important records for references 4. Legal Requirements 5. Develop Public Relations 6. Basis to Measure Performance 7. Control - reports are used as bases of actions and instructions to improve performance

CLASSIFICATION OF REPORTS 

Subject matter a) b) c) d)



Client service Program, project, or research Personnel financial

Time interval

 Interim and Miscellaneous a) Progress reports, Improvement Report b) Personnel Reports c) Recommendation reports

CHARACTERISTICS OF AN EFFECTIVE WRITTEN REPORT



 

   

Clear Pertinent Brief and complete Current Accurate Informative Comparative



 

 

Properly Classified Attractive Format Objective Presented on schedule/ time Date and signed

PREPARING an AGENCY REPORT



Defining and stating the problem



Scope of the problem



Planning methods for obtaining relevant information



Collecting and analyzing information



Forming conclusion/s



Organizing the report



Summary



Preparing the draft, editing, publishing Gallagher

PUBLIC RELATIONS -

function which evaluates public attitudes, identifies the policies and procedures of an individual or an organization with the public interest

To promote public understanding and acceptance of an agency and its services

Salient principles of public relation 1. Know your goals.

2. Know your public. 3. Evaluate resources. 4. Give before you get.

5. Know specific techniques of public relations. 6. Be honest 7. Show appreciation.

EVALUATION AND RESEARCH EVALUATION - Systematic process of collecting and analyzing data to determine achievement of and to what degree objectives have been or are being achieved in order to make a decision

REASONS FOR EVALUATION  Find out the extent to which the objectives of the agency are being achieved  Means of improving a service  Ensures flexibility and responsiveness of organizations’ services to peoples changing needs.  Social accountability

ESSENTIALS FOR DOING EVALUATION  A clear definition of the goals and objectives to be attained  A clear definition of the intervention and change activities to be undertaken  Documentation of the activities undertaken to achieve the goals defined

- Use of scientific research methods to plan intervention programs, monitor implementation of new programs and the operation of existing ones, and to determine how effectively programs achieve their goals.

EVALUATION RESEARCH -

Use of scientific research methods to plan and develop intervention programs, monitor implementation and operation and to determine program effectiveness.

EVALUATION vs. EVALUATION RESEARCH PARTICULAR

GENERAL

TO IMPROVE SOMETHING

TO PROVE SOMETHING

HOW WELL IT WORKS?

HOW IT WORKS?

PROVIDES BASIS FOR DECISION-MAKING

PROVIDES BASIS FOR DRAWING CONCLUSIONS

4 TYPES OF EVALUATION 1. PROGRAM PLANNING  identifying how the program intends to address the problem

 how intervention will lead to the stated outcome, objective, goal, or impact

2. PROGRAM MONITORING (process evaluation) • how the program addresses the problem,

• what it does, what the program services are and how the program operates. • focus on how a program is working, program performance,

• whether program activities occur according to plan or achieving its goals

4 TYPES OF EVALUATION

3. IMPACT ASSESSMENT • how does the program reach its outcomes or impact • what happened after the program or project completed

4. ECONOMIC EFFICIENCY (Assessment of efficiency) • how cost-effective is the program

Communication • “the transfer of meaning from one person to another through signs, signals, or symbols from mutually understood language system.”

The Five C’s of Communication

1. 2. 3. 4. 5.

Clarity Completeness – adequate for the purpose Conciseness Concreteness Correctness

Patterns of Communication 1. Formal Communication- flows from the lines of authority 2. Informal Communication- does not follow channels of authority 3. GRAPEVINE- fast but inaccurate

“Importance of Communication in Social Work Administration Skidmore

• 1. Effectiveness - Communication is basic in the delivery of services in the formulation of sound policies and in decision-making. Such communication must be two-way and must be democratic.

• 2. Efficiency- Staff members must communicate openly among themselves the procedures, methods, cases policies, goals and efficient techniques.

• 3. Morale- The leaders and staff members should feel connected in order to be supportive of one another to achieve the agency goals

Purposes of Administrative Communication 1. To clarify what is to be done, how, and by whom 2. To reinforce identify with agency purposes;

3. To transmit problems, suggestions, ideas; 4. To promote progress; 5. To promote participation; and

6. To promote social interchange or to provide recognition