SW 338.

Social Work Administration

Management

 It is the coordination and administration of tasks to achieve a goal.

Such administration activities include setting the organization’s
strategy and coordinating the efforts of staff to accomplish these
objectives through the application of available resources.
 Management can also refer to the seniority structure of staff
members within an organization.

 Five basic operations of a manager

o Setting objectives
o Organizing
o Motivating the team
o Devising systems of measurement
o Developing people

 Three layers of management

o Low-level management

 It includes roles like front-line team leaders, foremen,

section lead and supervisors. It is responsible for
overseeing the everyday work of individual employees
or staff members and providing them with direction on
their work.
 Its responsibilities often include ensuring the quality of
employee’s work, guiding staff in everyday activities and
routing employee problems through the appropriate
channels. They also are responsible for the day-to-day
supervision and career planning for their team, as well as
providing feedback on their employees’ performance

o Middle management
 Middle managers are overseen by senior management.
 This includes those working in the roles of a department
manager, regional manager and branch manager.
 It is responsible for communicating the strategic goals
developed by senior management down the line to
front-line managers.
  They spent more of their time on directional and
organizational functions.
 This includes defining and discussing important policies
for lower management, providing guidance to lower-
level management to achieve better performance and
executing organizational plans at the direction of senior
management.

o Senior Management
 It includes the chief executive officer, presient, vice-
president, and board members, is at the top layer of this
management hierarchy.
 It needs ti set the overall goals and direction of an
organization. It develops strategic plans and company-
wide policy and makes decisions about the direction of
the organization at the highest level.
 They also usually play an essential role in mobilizing
outside resources and are held accountable to the
company’s shareholders as well as the general public for
the performance of the company.

 Different management styles:

o Persuasive management style

 A compelling leader spends a lot of time with their team

members.
 Being engaged with employees allows the persuasive
manager to lead by example, and to gain buy-in and
compliance from the team by persuading rather than
instructing or demanding.
 Influential managers are aware of the work that their
team members are doing on a day-to-day basis and are
involved in their work lives.

o Democratic management style

 Manager invites the team to be directly involved in

decision-making. Open lines of communication
between democratic managers and employees allow
these types of managers to understand the skills and
advantages that each employee brings to the table.
  Open participation and exchange of ideas among
different levels of employees allow everyone to
contribute to the outcome of a decision or a project.
 It is more successful when managers develop organized
and streamlined decision-making processes. Otherwise,
accepting input from everyone can make the process
sluggish and disorganized.

o Laissez-faire management

 Its functions almost more like a mentor than a manager.

They empower their employees to step-up and make
decisions. This allows the team to feel like they own a
part of each project.
 The manager takes a backseat role, stepping in to offer
advice or get things back on track when something
goes wrong. Otherwise, they stand aside, allowing their
employees to flourish creatively and exercise their own
leadership.

o Autocratic management

 It is when a manager makes a decision unilaterally. The

manager conveys the decision to staff and they have to
work within the scope of that decision.

o Consultative style of management

 The manager engages the subordinates efficaciously in

the decision making and problem solving process.
 It endorses concept of empowerment. Communication
is generally downward, but feedback to the
management is encouraged to maintain morale

 Five types of Filipino Managers

1. Manager by KAYOD and the REALIST Manager

 Kayod means working hard like an ant.

 This type of manager who works day in and day out, fired by
an inner zeal that does not make any difference between
working days and Sundays and holidays.
 Work is pleasure –kayod ng kayod
  Characteristics of the Manager-by-Kayod

1. Ang gusto niya aksyon agad –immediately reacts and

solves problems.
2. He is an autocrat – relies on the authority of power; woes
the person with power, not the person with titles e.g. the
wife of the boss or may be an old-time secretary.
3. He is segurista – yields to experience to insure the success
of a move; decides right away, reaching decisions
quickly even if not all the facts are available; trusts
experience, common sense and proven intuitive feel or
the situation.
4. Marunong ng first things first – basically priority oriented.
Given five problems in the morning, he knows which
ones are achievable right away and he tackles them
first.
5. May oida – means he has flashes of intuition, flashes of
maneuvers and tactics that appear very intuitive to
outsiders; actually his flashes of oido or intuition come
from many years of experience on the job.
6. Marunong gumamit ng tao at resources – knows the
limitations of the situation; does not complain; works on
what men and materials and money has. He is a genius.
7. He goes all the way and strives for optimal performance
– committed to the job and the owner of the business; is
everywhere. Kaya naman maaling ma-heart attack at
age 55-60; Kayod ng kayod, he does very little
delegation –patay by heart attack.
8. He is practical and mabilis
9. He is apurado for he wants immediate results
10. He cuts problems down to manageable size – does not
believe that there is a problem that cannot be solved. If
it cannot be solved now, it is to be tackled later on.
11. He is tuso – the closest English word is wise but in a shrewd
way; does not seek or plan malice but because he
wants everyone in the staff to know that they can’t put
one over him, since he knows all the ropes, it is hard to
fool him. If you do, then watch out.

2. Management-by-libro and the Idealist manager

 A highly professional person who prefers American type of

management styles with technical jargon and all the
sophisticated tools of management as if he were operating
 IBM or Standard Oil in the Philippine setting. This is the idealist
manager.

 He can be distinguished by the following traits:

1. He is palaisip – reflects on problems first before acting

on them; looks at basic concepts and approaches
before defining and solving problems
2. He is a technocrat – relies on the authority of facts and
is very statistics-oriented; wants research to back up
decisions
3. He is mabusisi – tends to be process-oriented and so he
checks on everything, trying to make sure the rules are
followed according to the book.
4. Mataas ang panaginip – his ideas are high or lofty
5. Per quality yata iyan – seeks quality results; may be
cautious and slow, but when the work is pulled off right,
he does a beautiful job
6. Mahilig siya sad rowing-drowing – he is very planning-
oriented and turns to PERT-CPM, Gantt charts,
programming, and network analysis. Paper planning
are used as bases for making decisions and actions.
7. May sistema – he appears to be very scientific,
procedural, and plays by the rules of the book
8. He strives for professional performance
9. He attacks the total problem, not just the parts, and
therefore, appears to be mabagal or slow. He cautions
his critics: Ang lumakadng matulin, kung matinik ay
malalim.
10. Isip muna bago decision –defers all decisions until all
facts are in; waits for the marketing anaylisis, the prject
feasibility, etc
11. Matigas ang ulo –has definite way of working; insists on
value, procedures and adequate resources and men
and money; tends to be a perfectionist in a bookish
way.

3. Management-by-lusot and the Opportunist manager

 Lusot means shortcut, bribery, rule-breaking
 This type of manager often wants the least hardship and
sweat, paying off problems and taking shortcuts
  The characteristics of this type of manager are as
follows:

1. Galawgaw – he has no definite philosophy of

commitment in life; vacillates between people and
managers; always clinging to the main in the power
seat; and loyalities shift like grains of sand, kung saan
ang ihip ng hangin
2. Walang konsensiya –prefers to take shortcuts, to
practice unethical moves if necessary just to clinch a
deal
3. Mahilig sa lusot –basically a maker of deals, as if
everything is a basketball game; waits in order to
penetrate and take shortcuts because he distructs
people and thinks people will put one over him
4. Mahilig sa ayusan –solves problems through
compromises and shady deals
5. Ayaw ng sakit ng ulo –seeks to reduce pressures and to
pass on the buck; does not cooperate unless it also
benefits him
6. Kung walang atik, walang performance – money
counts most to him in whatever way it is generated; it
is basis of his performance
7. Having “ang lag aba” as his favourite management
motto
4. Management-by-suyod and the reconsider manager
 Suyod is a fine-toothed comb that removes lice from the hair
 Strikes the hair precisely and neatly, taking away all lice and
insects
 In Filipino, this term is expanded to comprehensiveness, depth,
thoroughness, such as suyuring natin ang kanal or suyurin natin
ang problema

 Characteristics:

1. Has balance –accepts and works to integrate the

idealist and realist managers, weds them into
productive styles according to the problem
2. Having a contingency management style – a disciple
of contingency management, knowing the strengths
and limitations of the different management styles;
there is no single answer to any problem “it depends”
3. Solid – knows his game and knows which staff member
to use to solve problems; mixes his staff with the right-
 behavioral traits- he is ramrod –dependable in all kinds
of situations, especially in tight ones
4. Marunong pumili -- a man-maker, a maker of
managers, as he surrounds himself with competent
people who can take over the job of management
when needed; trains his own expertise and fond of
knowledge freely
5. Tatlong mata parang periskopyo ng submarine – has
20/20 vision and can see the real situation; when
needed, pushes his periscope up and down so that he
can see three or five years ahead of his time even if his
feet are on solifdground or terra firma
6. Pambihira talaga – exceptionally gifted with good
communication skills and behavioural skills; mixed with
serious concern for performance and outputs; is
natural if not a highly trained leader.

Functions of American Management and Pinoy Management

American Management Pinoy Management

 Creative function  Pakulo

 Planning function  Oido/bahala na/swerte
 Organizing function  Bata-bata style
 Motivating function  Alalay or warning
 Decision-making function  Utosng boss/misis
 Communicating function  Pakiusap/mando
 Controlling function  Sipa o bonus

PINOY MANAGEMENT IN PRACTICE: Let’s say there is a job vacancy in the

agency.

1. Opportunists Practice the method of dukot; go into head-hunting

pirating without thinking of consequences for their or
other’s company.

2. Realists Practice the jungle-method or matira and matibay; lets

the candidates jockey for positions, test themselves
against each other, and the one who survives is the
fittest, the strongest candidate

3. Idealists Prefers the slow process of planting rice style

 Wants high-quality seed, people with good degreed
and train them in MBO and sensitivity sessions; wants
them mellowed slowly
4. Reconsiderists Combines the aforementioned styles into what is called
the hunt for the managing manibalang; buys partly
experienced managers, tries them out in sequences and
screens them accordingly.