Administrative Functions

Reference: Administration and Supervision in Social Work

Author: Erlinda A Cordero, Consuelo L. Gutierrez, and Evelina A. Pangalangan

Knowledge of administrative functions and pertinent skills will help prepare the social workers
to contribute towards the improvement of the organization’s management for the benefit of
both the workers and the clients.

Policy Formulation

A policy is defined as a stated course of action adopted and followed by the organization in
doing its work.It is considered as the context for all agency practice.

8 Stages in Policy Formulation

1. Identification of the problem or issue.

2. Analysis of the problem.
3. Informing the public about the problem
4. Development of policy goals including the involvement of other agencies.
5. Building of public support.
6. Legislation or enunciation of policy.
7. Implementation and administration.
8. Assessment and evaluation.

Importance of Policy

A policy should be considered the context for all social work practice. Areas of policy
consideration would include:

1. Policy values and objectives.

2. Policy target group of clientele.
3. Methods of implementation.
4. Environmental impact.

Principles of Policy Formulation (Trecker)

1. Policy must be based on and developed out of agency purpose.

2. Policies must be soundly based on adequately evaluated facts and experience.
3. Policy implies focus and direction for the attainment of the agency purpose.
4. Unity and consistency between the various policies of the agency and between the various
policies and purpose is essential.
5. Although the board is responsible for the enactment of the policy, the entire agency should
participate in the formulation process.
6. Policy should relate the agency purpose to the realities of the community setting and of the
agency’s own facilities and resources.
7. Policy-making, planning, and operations are intergrally related and cannot be separated.
8. New policies should develop out of an evaluation of the existing policies in practice as they
are systematically reviewed and studies.
9. Thorough knowledge of policy on the part of every staff member is essential.
10. Policies should be expressed in positive forms so that their constructive use is
emphasized.
11. The carrying out of policies in the spirit of their intent is a major responsibility of the
administration.
12. Conflict between statement of the policy and actual practice is a signal to the
administrator of a need to evaluate both.

Planning and Programming

A plan is a course of action for reaching a goal beginning now or at any predetermined time
in the future. Planning is the process of anticipating goals or targets and then preparing a
plan for reaching them.
A program is a unit of planned purposive action, while programming is the process or
preparing or setting up the program involving a specific period of time services.

Reasons for Planning (Rex Skidmore)

1. Efficiency - to achieve goals with a minimum cost and effect.

2. Effectiveness - to achieve the desired result which is to help people in need.
3. Accountability - planning is needed for evaluation and accountability to the public, to
families, and to the clients.
4. Morale - every staff member needs to understand exactly what to do and how to do the job.
These can be achieved if the administrator and staff members jointly plan the total operation
of the agency.

Essential Planning Elements

1. Goal or the what.

2. Resources, means, procedures, and methods or the how.
3. People involved in achieving the goals or the who.
4. Method of evaluation and review
5. Conditions under which the plan will be implemented.

Principal Types of Plans

1. Substantive Plans - designed to achieve program objectives.

2. Procedural Plans - designed for the organizational structure within which are embodied the
various administrative mechanisms.

Planning Principles (Trecker)

1. Planning should grow out of the expressed interests and needs of the persons who
comprise the agency.
2. Those who will be directly affected by the results of planning should have a share in the
making of the plan.
3. Planning must havean adequate factual basis.
4. The most eefective plans have come out of a process which combines face-to-face
methods with more formal methods of committee work.
5. The planning process must be individualized or particularized because of the differences in
situations.
6. Planning requires professional leadership.
7. Planning requires the efforts of volunteers, non-professionals, community leaders as well
as professionals.
8. Planning calls for documentation and full recording so that results of discussions and
deliberations will be preserved to provide direction and continuity.
9. Planning should make use of existing plans and resources rather than starting from scratch
with every new problem.
10. Planning is dependent upon thinking prior to action.
Basic Planning Steps (Skidmore)

1. Select Objectives
2. Consider agency resources.
3. Enumerate the alternatives.
4. Anticipate the outcomes of each alternatives.
5. Decide on the best plan.
6. Plan a specific program for action.
7. Be open to change.

Organization

Organization basically is both a structure and a process. Organization as a process means

the setting up of the individuals and functions into productive relationships and aimed
towards the accomplishment of certain common objectives.

The organizational structure is the pattern or network of relationships between the various
positions and the individuals holding such positions.

An organizational structure is a pictorial presentation of the form which the organization

structure takes. It shows how work is divided, what work each person, unit, section, etc is
responsible for, who directs the work of the line of authority, and to whom one is to report.

Types of Organizational Structure

1. Formal - refers to one which is established by law.

2. Informal - refers to the one estebalished unconciously by the spontaneous groupings of
persons and consists of rules, sentiments, traditions, and customs.

Kinds of Formal Organization

1. Line Organization
2. Functional Organization
3. Line and Staff Organization
4. Committee type of Organization

Models of Organization

1. Bureaucratic
2. Democratic
3. Adhocracy
4. Collegial of professional team model

Kinds of Organizational Chart

1. Vertical Chart - shows the position of authority of authority at the top with the different
levels in a horizontal position and the functions running vertically.
2. Horizontal Chart - shows the position of authority on the left side and presents the different
levels in a vertical position while the functions are shown horizontally.

3. Circular Chart - shows the position of authority from the middles of the circle and the
functions flow from the center.

Benefits Provided by an Organizational Chart (Davis and Filley)

1. It clarifies and defines the lines of responsibility and authority.

2. It helps prevent organizational ills such as buck-assing and empire-building.
3. It helps in developing sound procedures as it provides a visual aid
4. It aids communication as it gives a picture of where decision-making is.
5. It promotes greater efficiency as it helps in maintaining organizational stability, flexibility,
and balance.

Principles of Organization

1. Work specialization or division of work.

2. Unity of command where each and every member of the organization should report to one
and only supervisor.
3. Span of control which indicates the limit as to the number of people a person can supervise
well.
4. Homegenous assignment which identifies the relation of jobs, and that the functions must
not overlap, specific, and clear.
5. Delegation of authority.
6. Heirarchal or Scalar principle where people are organized in groups under leaders with
ascending or descending levels of authority.
7. Line and staff principle which involves the people who are directly involved in the
implementation and accomplishment of objectives.
8. Division of labor.
9. Short chain of command.
10. Balance between the size of different departments and in the decision-making process.
 Staffing

Staffing, personnel management, or administration is the process of acquiring, developing,

and maintaining a competent workforce to accomplish with maximum efficiency and economy
the functions and objectives of the organization.

Objectives

1. To secure and develop adequate and efficient personnel to aid management in

accomplishing the goals of the organization.
2. To aid every personnel to develop and perform to the limit of his capacity, recognizing his
interests and competencty.

Process/Elements of Staffing/Personnel Management/Administration

1. Effective recruitment, selection, and hiring.

2. Placement of the applicant.
3. Orientation or induction and training of new employees.
4. Performance appraisal or rating.
5. Promotion.
6. Transfer or movement of worker from one position to another.
7. Wage and salary administration.
8. Discipline of the employees.
9. Employee benefits and services.
10. Turnover, Separation, and Retirement.

Directing

Directing is the process of implementing the total plan and bringing into being all the
necessary and available resources to achieve the objectives. It is a continous task of making
decisions and embodying them in specific and general orders and instructions.
Directing is issuing instructions.

Basic Features of Issuing Instructions (Newman and Schatz)

1. Compliance should be reasonable.

2. It should be complete as to what is to be done and when.
3. It should be clear to the person receiving it.

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 plans.

Controlling

Controlling is defined as the work of constraining, coordinating, and regulation action in

accordance with plans of the achievement of specified objectives.

Essential Steps in the Control Process

1. Setting standards at strategic points.

2. Checking and reporting on performance.
3. Getting feedback or information about the results of performance
4. Taking corrective action.
Methods of Controlling

1. Reporting
2. Setting deadlines
3. Inspection
4. Prior approval of projects

Coordinating

Coordinating is best defined as the process of interrelating the various parts of the work of
an agency so that it functions as a whole. It is a process by which cooperation, agreement,
and understanding are secured to support a common endeavor.

Types of Coordination

1. Coordination of Thought: Relationship between mental activities.

2. Coordination of Action: Establishing of harmounious relationship between and among
physical activities.

Forms of Coordination

1. Perpendicular or Vertical Coordination: Effected through 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: 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. The use of committees, staff meetings/conferences, and group decision-making
techniques.

Teamwork

Leadership and teamwork can make a major difference in the services offered. Staff workers
working cooperatively work together can bring results that surpass in quantity and quality the
mere addition of the contribution of each. When they do not work together the results may be
negative or diminished.

Teamwork and Coordination

Five major processes in teamwork according to Skidmore:

1. Communication
2. Compromise
3. Cooperation
4. Coordination
5. Consummation

Communication

Communication in administration is that phase of the managerial process that transmits

ideas from one person to another for use in the performance of management functions.
Communication is the vital link that unites executives, board members, employees, and
clients of an agency or a program and establishes a liaison between the agency, the
government representatives and the concerned members of the community.
Purposes of Administrative Communication

1. To clarify what is to be done, how, and by whom.

2. To reinforce identity with agency purposes
3. To transmit problems, suggestions, ideas
4. To report progress
5. To promote participation
6. To promote social interchange or to provide recognition.

Patterns of Communication

1. Formal Communication - the rational, palnned system of procedures and channels by

which information flows from the lines of authority as seen in the organizational chart.
2. Informal Communication - communication does not follow the channels of authority. It is
channeled by the social contacts among the people in the agency.

Methods for Delivering Communication

1. Telephone
2. Face to face
3. Special Messenger
4. Meetings
5. Reports
6. Letter
7. Memo
8. E-mail, Facebook, Twitter, etc.
9. Informal Conference
10. Newsletters
11. Bulletin Boards
12. Suggestion box
13. The grapevine

Five C’s of Communication

1. Clarity
2. Completeness
3. Conciseness
4. Concereteness
5. Correctness

Budgeting and Financing

Budgeting is one of the areas of financial administration with which an administrator must be
concerned if he is to run the organization efficiently. The main areas in financial administration
are:

1. Securing funds or income

2. Using the funds in accordance with the objectives of the organization or budgeting
3. Maintaining appropriate records of financial transactions or accounting and also auditing.

Types of Budget

1. Line item budgeting - this format is based on line-item accounting and incremental
increases in projecting ahead for a year or more.
2. Program budgeting - this may cover several years, particularly as a program is offered and
approved for a specific amount of time.
3. Functional budgeting - this system encompasses program services but emphasizes the
supporting administrative services that are needed for operating an agency.
4. Zero-based budgeting - the agency starts with no money each year and describes and
justifies all expenditures for the coming year.

The Budget-making Process (Skidmore)

1. Setting the specific needs and goals of the agency.

2. Collecting and studying basic information regarding the current and past operations of the
agency.
3. Looking at alternatives and different ways of using money that may be available during the
year.
4. Deciding on Priorities for the agency.
5. Financing decisions regarding the budget.
6. Providing adequate interpretation and public relations.

Factors of an Ideal Budget

1. It is comprehensive.
2. It is clear and easily understood.
3. It is flexible.
4. It is workable.
5. It is accurate and realistic.

Financing in administration is the allocation of an organization/agency’s liquid assets to

ensure their most productive use.

Funds required by government agencies come from the taxes of the people. Those required
by non-government or voluntary agencies to administer and deliver their services come
mainly from the following sources:

1. Fees for services

2. Membership dues
3. Investment earnings
4. Use of capital resources
5. Sale of goods and publications; other grassroots fundraising efforts
6. Bequests; private foundations.
7. Tax funds or government grants
8. Grants or contracts for services
9. Donor contributions

Recording and Reporting

Every worker has a responsibility for record keeping of which there are various forms. The
variation is related to the agency’s purposes and the particular problem of the clientele. In
social work practice, recording always play a significant role, like in administration, recording
is a necessity. The primary purpose for recording is accountability.

Reporting as a process of management is broadly interpreted as a process of

communication. It is not only a two-way flow of information upward and downward but also
outward, across, and around.

Purposes of Reporting

1. For upward and outward purposes, to report the progress,future needs and plans, and
account for one’s performance and justification of a program. Thereport upward is also meant
for excutive control and planning.
2. For downward purposes, reports are made to inform the workers about policies, programs,
resources, procedures, and other atters affecting the organization.
Characteristics of an Effective Written Report

1. Clear
2. Pertinent
3. Brief but complete
4. Current
5. Accurate
6. Informative
7. Comparative
8. Properly classified
9. Attractive in format
10. Objective
11. Presented on schedule/time
12. Dated and signed

Public Relations

Organized public relations practice is the continuing effort to effect a harmonious

adjustment between an institution and its public. This is a free-flowing interchange of ideas
and information requires planned effective communication.

The function of public relations is to promote public understanding and acceptance of an

agency and its services. The purpose is to ensure that the image of impression which the
public carry of the agency is a favorable one, so that ultimately there will be greater
acceptance of the services of the agency.

Public Relations as an Organized Program

1. Facilitating and evaluating a free flow of opinions, attitudes, ideas, and reactions from all
persons.
2. Bringing these attitudes, opinions, ideas, and reactions to bear on the policies and
programs of an organization makes it possible for the organizations to chart a course
that will serve the mutual interests of all concerned.
3. Explaining and dramtizing the chosen course to all those who may be affected and
whose support is essential to the success of the organization served by the practitioner.

Principles of Successful Public Relations

 Know when and what your goals are.

 Know who you want to reach.
 Evaluate resources.
 Note how your benefits will dovetail with those you reach.
 Know specific techniques of public relations in regard to the preparation and participation
regarding advertising, publicity, and brochures.
 Be absolutely honest.
 Thank people. Show appreciation.

Public Image of the Organization

 All agency policies should reflect the overall policy of agency image.
 Ensure that the public is influenced to react to the agency in the desired way by good
relations to regard the organization as:
 a good organization to work for or invest in.
 an organization, whose services can be given with confidence and reality.
 Evaluation and Research

Evaluation covers several specific types of activities. It is useful to distinguish among four
important classes of evaluation research; research for program planning, program monitoring,
impact assessment, and research on project efficiency.

Reasons for Evaluation

1. Evaluation is essential to ascertain the extent to which the objectives of the agency are
being achieved.
2. Critical evaluation is an objective and systematic means of improving a service.
3. Evaluation insures the flexibility essential to the continious re-orientation of a services to
the changing needs of people in a changing setting.
4. Evaluation is a form of social accountability required by all funding sources and the
taxpayer or contributor at large.

Prepared by:
Sierra Patricia M. Santiago
BS Social Work
Social Work Agency Administration

Submitted to:

August Joy G. Dela Cruz, RSW, MPA, MSSW

Professor