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.
  Supported by private
P • Supported by public
funds or taxes contributions or P
U income from services R
B • Created by laws of the land Purpose:  Response of private I
L • Have to conform to
To respond to the organizations to
V
Social Welfare community needs
I government procedures, A
needs of people  Governed by own charters
C accountable to the gov’t.
with focus on the and board T
/ • Programs are determined disadvantaged E
and can only be changed by  less bureaucratic & more
law
and vulnerable
flexible
/
sector of society.
G N
• More sustainable  can pioneer projects that
O may be adopted by the G
 Bureaucratic & less gov’t. O
flexible  Sustainability is a
major concern

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”
(Stein,1970).

P C C R
F O D B E
R S O O R R F
O P R I O
U E V F
R O T N E E I P
P L G R R D L A E
M G A T P C N U
O A A D G L E
U R E R O O A A
L N N F I E B U D
L & A C & O R & R & N T A
&
I N I F N T L B
A M T L T D C I
C I Z A T T A
T M I L I I I I
Y N I I T I O I C
I I I
G
N N I N N N C O
O N N N N N K
G N G G G
N G G G G S N
G G

COMMUNICATION
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

Inputs Activities Outputs

(Objectives) (Actions) (Results)

HOW WHERE
Processes to achieve
WHAT the goal • The change we
• Set measurable want to see
goals / objectives • Alternatives
• plan selection
• Identify resources • step-by-step-action
• scheduling
• incorporate
changes
 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 2. Democratic
- Line & staff 3. Adhocracy
- Committee type of organization
2. Informal – unconscious & spontaneous 4. Collegial/ Professional team model
 Work Unity of
PRINCIPLES Span of Control
specialization Command

OF

ORGANIZATION Delegation of Hierarchical / Line & Staff

Authority Scalar Principle Principle

Division of Short Chain of Homogenous

Balance
Labor Command 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. Orientation/ Induction and Training
4. Performance Appraisal/ Rating
5. Promotion, transfer, retirement
STAFFING & Staff Development

Development of people is the most important aspect of staffing

Methods of Staff Development

(Skidmore)

 Lectures
 Group Actions
 Case Presentation
 Game exercises
 Role Playing
 Library Facilities
 Self Development Program
 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.
 1. Clear lines of authority and responsibility
Ways for Effective
2. Periodic reports
Coordination
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 BENEFITS
 Listen and attend critical points
 Administrative Purpose
 Increases awareness of skills
 Teaching
 Assess and identify areas of strength
 Research
 Avenue to be honest
 Accountability
 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  Interim and Miscellaneous

a) Client service
a) Progress reports, Improvement Report
b) Program, project, or research
b) Personnel Reports
c) Personnel
c) Recommendation reports
d) financial

 Time interval
CHARACTERISTICS OF AN EFFECTIVE WRITTEN REPORT

 Clear  Properly Classified

 Pertinent  Attractive Format
 Brief and complete  Objective
 Current  Presented on schedule/ time
 Accurate  Date and signed
 Informative
 Comparative
 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 PROVIDES BASIS FOR
DECISION-MAKING 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. Clarity
2. Completeness – adequate for the purpose
3. Conciseness
4. Concreteness
5. 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