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1. Strategic Planning puts major focus on looking ahead realistically as

much as possible and includes specific long-range
goals

2. Planning Is a process of mapping out one's activities to-

wards the accomplishment of goals and projecting
the means or resources of achieving them.

3. Plan Is a course of action for reaching a goal beginning

now or at any predetermined time in the future.

4. Efficiency This means to achieve goals with a minimum of

cost and effect.

5. Effectiveness To achieve the desired result which is to help peo-

ple in need.

6. Accountability Planning is needed for evaluation and accountabil-

ity to the public, to families and to the clients.

7. Morale Every staff member needs to understand exactly

what to do and how to do the job. This can be
achieved if the administrator and staff members
jointly plan the total operation of the agency.

8. Resource Planning According to Walter Ehler et. al. the major types
of planning in any organization is ________ which
includes: finances, facilities, equipment, supplies
and personnel.

9. Plan Any method of thinking out acts and purposes

before or prior to implementation.

10. Planning The process of determining "where to go" and

identifying the requirement for getting there in the
most effective and efficient manner possible.

11. Case Management As observed by Skidmore, it is becoming a major

componnent in social work practice especially in

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larger agencies and in intervention with complex
and fragmented services.

12. Case Management It is a method of providing services whereby pro-

fessional social worker assesses the needs of the
client and the client's family and when appropriate,
arranges, coordinates, monitors, evaluates, and
advocates a package of multiple services to meet
the specific clients' compex needs.

13. Introduction and Back- This is the section where the proponent identifies
ground Development himself.
Situation

14. Problem Statement or This section should make a logical connection

Assessment of need between the organizarion's background and the
problems and needs that are to be resolved or met.

15. Program/Project De- This section is the longest and most comprehen-
scription and Methods sive in the proposal. It will answer the essential
question of what or the projecr components, in-
cluding the strategic information on the how or the
methods on how the project will bring about the
result...

16. Space Cost This includes the actual rent and those which are
being donated for use. Include also the cost of
maintenance services and renovations if they are
absolutely essential to the program.

17. Programming Defined by Hungate as the process of preparing or

setting up the program involving a specific period
of time of services.

18. Program Defined by Hungate as a unit of planned purposive

action.

19. Organization Basically both a structure and a process.

20. Stricture
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Is like the skeleton of the human body or the frame-
work of a house.

21. Organizational Struc- The pattern or network of relationships between

ture the various positions and the individuals holding
such positions.

22. Organization Structure According to Davis and Filley, it is a set of formal,

planned relationships between the physical factors
and personnel reauired for the performance of
these functions.

23. Organizing As a process means the setting up of the indi-

viduals and functions into productive relationships
toward the accomploshment of certain common
objectives.

24. Organization It is the structure or the pattern or network or

relationships between the various positions and
the individuals holding such positions.

25. 1. Formal and Two types of organizational structure

2. Informal

26. Formal Organizational refers to one which is established by law. By-laws

Structure or constitution and activities are consciously coor-
dinated. These are found in policies, procedures,
manuals, etc.

27. Informal Organizational Refers to the one established unconsciously by the

Structure spontaneous groupings of persos and consists of
rules, sentiments, traditions, and customs.

28. 1. Line organization 4 Kinds of Formal Organization

2. Functional organiza-
tion
3. Line and staff organi-
zation
4. Committee type of or-
ganization
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29. Line Organization Thus is concerned with working towards primary

service goals. The line of authority is from top to
bottom or the superior-sublrdinate relationship.

30. Functional Organiza- This is focused on the functions or activities in

tion each unit with a functional specialist or staff su-
pervising the activities of a single subordinate. The
different ataff units have line authority over the
same people and they are concerned with provid-
ing benefits and services to the organization itself.

31. Line and Staff Organi- This is made up of line and staff units exerting
zation authority over their own subordinates. Tha staff
units or specialist assist, advise, suggest, or pro-
vide specialized knowledge for the use of the line
executives.

32. Committee type organi- This is not a common but it is also recognized as
zation a type of formal organizational structure wherein a
group of peros act as a body and perform function-
al, staff, or line duties.

33. Lines of authority Authority here means "the specific administrative

and supervisory responsibilities of supervisors to
their supervisees. Agency policy usually specifies
these lines of auority in writing."

34. Lines of authority, In appraising the agency's formal and informal

Channels of communj- structure, there are three concepts which are sig-
cation and Dimension nificantly special. These are the?
of power

35. Bureaucratic, democra- 4 Models of Organization

tic, adhocracy, collegial
or professional team
model

36. Bureaucratic form This is a form of organization which can be seen

as a pyramid, that js,there is one authority on top
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and the base is under. The chain of command,
therefore, is from top to bottom.

37. Democratic form This js a form of organization where employees

participate and share in decision-making, policy-
making nd so forth; warm cooperative relatioships
encouraged.

38. Adhocracy This modified organizational structure is a blend

of the bureaucratic and democratic characteristics.
Trecker refers to this as the modified bureaucratic
hierarchy and there is flattening of the pyramid.

39. Collegial or profession- This model, according to Trecker, emphasizes the

al team model "group oof professional coleagues organized in a
collaborative lifestyle that prizes well-used chan-
nels of communication."

40. Organizational chart, Kinds of organizational chart

Horizontal chart, Circu-
lar chart

41. Organjzational chart It 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 or the line
of authority, and to whom one is to report.

42. Vertical chart This shows the position of authority at the top with
the different levels in a horizontal position and the
functions running vertically.

43. Horizontal chart This shows the position of authority on the left
side and presents the different levels in a vertical
position while the functions are shown horizontally.

44. Circular chart This shows the position of authority from the mid-
dle of the circle and the functions flow from the
center.

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45. Plan It establish the objectives, policies, functions, and
procedures

46. Organizing It defines the work units and the relationship of one
to the other.

47. Work specialization or Principles of Organization

division of work, Unity
of command, Span of
control, Homogenous
assignment, delegation
of authority, Hierarchi-
cal or Scalar Princi-
ple,Line and staff prin-
ciple, Division of labor,
Short chain command,
Balance

48. Work specialization or In order to achieve its objectives, the task to be

diviion of work accomploshed may be divided and assigned to
the personnel qualified tondo the task. This will
promote improved performance.

49. Unity of command Each and every member of the organization

should report to one and only ne supervisor.

50. Span of control There is a limit as to the number of people a person

can supervise well, usually fro. five to seven, is a
good number.

51. Hierarchical or Svalar People are organized in groups under leaders

Principle with ascending and descending levels of auhtority.
When shown in a chart, the hierarchy assumes the
form of a pyramid.

52. Line and staff principle Yhe line people are directly involved in the im-
plementation and accomlloshment of objectives.
The staff people assist the line personnel by their
specialized knowledge and skills. The authority of

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staff people is the authority of knowledge amd
ideas. Their work is along planning, adviaing, etc.

53. Short chain of com- There should be as few levels of supervison be-
mand tween the top management and the rank and file.
The shorter the adminstrative distance, the less
are there chances for distortion of orders, and the
better is the flow of communication.

54. Staffing, Personnel According to the Society for Personnel Adminis-

Management or Admin- tration, it is the art of acquiring, developing, and
istration maintaining a competent workforce in such a man-
ner as to accomplish with maximum efficiency and
economy the functions and objectives of the orga-
nization.

55. Training According to the Rules and Regulations imple-

menting the Labor Code, Book II, Rule I, It is
defined as the systematic development of the atti-
tude/knowledge/skill/behavior pattern required for
the adequate performance of a given task or job.

56. Performance appraisal This is a systematic periodic inventory or appraisal

or rating of a person's characteristics, personality and per-
formance through observation by a rater on a basis
of a systematic and uniform performance standard
or goals made by the employee and employeer.

57. Performance appraisal It is used to equitably and wisely decide for promo-
or rating tions, transfer, reduction or lay-offs, to determine
training needs, and as an incentive and basis for
rffective supervision.

58. Promotion This refers to the advancement of a worker to a

better job or position in terms of greater respon-
sibilities, more prestige, greater skills and usually,
an increase in salary. Factors to be considered are
merit and performance or seniority.

59. Transfer
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This is the movement of the worker from one posi-
tion to another with baically the same responsibik-
ities and salary level.

60. Wage and Salary ad- The pay the worler receives is an incentive to do
minstration his/her job well.

61. Discipline This is the force that prompts an individual or group

to observe rules, regulations, and procedures that
are deemed necessary to the attainment of the
objectives.

62. Discipline It is a process of control

63. Employee's benefits or A supplemental compensation or service is givem

fringe benefits by the agency to a worker.

64. Turnover It refers to the shift amd replacement of personnel.

It may be due to separation, retirement, death and
disability.

65. Separation As defined by Sison, it is the termination of em-

ployment as a result of resignation, lay-off or dis-
charge.

66. Resignation or Quitting Voluntary separation, generally initiated bybthe

employee.

67. Lectures This can be done by a staff member or an outside

guest on a specific topic related to the Knowledge,
Attitudes, and Skills in Social Work. This should be
followed with questions and discussion.

68. Case presentation This is helpful usually in case planning and the
consideration of intervention techniqurs. The dis-
cussion of a difficult or complex case involving
family dynamics might help others involved with
similar cases.

69.
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Case-incident ap- It is a popular versiom of case presentation. The
proach focus here is on a particular action or series of
events in detail to help others present to under-
stand a particular dynamics, technique or principle
in working with an individual, a famiky or a commu-
nity.

70. Role Playing The staff members assume the roles to act out
what might have happemed. This method should
bring out feelings and ideas that are relevant to a
given situation.

71. Self- development pro- This is a self-study program which involves the
gram programmed learning. Included here are printed
materials with the detailed instructions for solving
problems and providing the answers or opinions
as requested.

72. Group actions A variety of group approaches can be utilized such

as Sensitivity training with "T" groups, which at-
tempts to provide an open accepting climate for
the small group members to reveal their thoughts
and feelings and react to the revelation of others.

73. Game exercises Game can be done to provide a simulated experi-

ence in solving social problems. In some of these
games computers are used.

74. Directing It is the process of implementing the total plan and

bringing into being all the necessary and available
resources to achieve the objectives.

75. Directing According to Davis and Filley, "it is the function of

constraining and regulating action by interpreting,
explaining and instructing subordinates about the
requirements of a plan or some phases of it. It is
a communication by a supervisor, concerning the
performance expected and the authority granted
to the subordinate for such performance. It is de-

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signed to give the respondent both information and
understanding of the work to be done."

76. Directing It is issuing instructions.

77. Controlling Accroding to Davis and Filley, "the work of con-

straining, coordinating and regulation of action
in accordance with plans for the achievement of
specified objectives.

78. Controlling It is the function of making action conform to stan-

dards that assure satisfactory accomplishment of
the objectives of a plan.

79. Control This begins with the process of checking actual

results against such stated objectives.

80. Management Informa- Each agency has its own way of doing this but in
tion System (MIS) essence the system involves collecting data/infor-
mation about performances and using the infor-
mation output for correcting any deviation from the
plan for further planning and standard setting.

81. Coordinating The process of interrelating the various parts of the

work of an agency so that it functions as a whole.

82. Coordinating It is a process by which cooperation, agreement

and understanding are secured to support a com-
mon endeavor.

83. Coordinating A process whereby a supervisor/executive devel-

ops an orderly pattern of group effort among his
subordinates and secures unity of action in the
pursuit of the common purpose.

84. Coordination This takes place through communication between

and among people, linking both organization func-
tions and the groups of people.

85.
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Coordinatiom of According to Davis and Filley, there are two basic
Thoughts and types of coordination used to link together the
Coodunation of Action functions of the organization and the people.

86. Coordination of This jas to do with the relationship between mental

thought activities. The development of standards of thought
and action is important since it aids in commom
understanding of the action to be taken.

87. Coordination of action This has to do primarily with establishing harmo-

nious relationship betweem and among physical
activities. The proper training and sequence are
reestablished.

88. Perpendicular or ver- Two forms of coordination

tical coordination and
Horizontal coordination
or cross-coordination

89. Perpendicular or verti- This is effected through the competent delegation

cal coordination of responsibility and the corresponding authority
for the performance of every act from the largest
to the smallest.

90. Horizontal coordination This refers to superviors or executives on the same

or cross-coordination level coordinating and relating ther activities or
functions among themselves.

91. Scalar principle of or- Which extends from top to bottom with the au-
ganization thority coming from the top as well as maintaining
responsibility for seeing that the job is done after it
jas been delegated.

92. Competition The enemy of teamwork

93. Cooperation This is a procees where two or more people are

working together and helping each other. It in-
volves doing one's work efficiently and effectively
and making successful comtribution to the agency
as a whole.
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94. Cooperation Ths is a process where two or more people work-

ing together and helping each other. It invilves do-
ing one's own work efficiently and effectively and
making successful contribution to the agency as a
whole.

95. Consummation The activities and projects started with others must
be completed. A major part of teamwork process
is bringing service or activities to a conclusion.

96. Consummation The activities and projects started with others

must be completed. A major part of the teamwork
process is bringing service or activities to a con-
clusion.

97. Coordination According to Skidmore, it means that the strands

of an agency are intertwined in organization and
practice so that the agency's strengths come to the
fore and friction and difficulties are minimized.

98. Coordination According to Skidmore, it "means that the strands

of an agency are intertwined in organization and
practice so that the agency's strengths come to the
fore and friction and dofficulties are minimized."

99. Communication Is that phase of the managerial process that trans-

mit ideas from one person to another for use in the
performance of management functions.

100. Communication That phase of the managerial process that trans-

mits ideas from one person to nother for use in the
performance of management functions.

101. Communication May be defined as the transfer of meaning from

one person to another through signs, signals, or
symbols from mutually understood language sys-
tem.

102.
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Informal communica- This means that communication does not fol-
tion low channels of authority. Instead, it is chan-
neled by the social contacts among the people
in the agency and it is commonly knkwn as the
"grapevine". Suprisingly, the grapevine is fast in its
distribution of news but it is inaccurate in keeping
the original facts straight.

103. Telephone This is the quickest way wjere feedback is im-

meiate and includes mobile phone through text.

104. Face to face This is another quick way if the receiver is available
and where feedback is also immediate.

105. Special messenger This applies if the message is urgent and the re-
ceiver within reach.

106. Meetings If the message is for large number of people or

group such as the staff, board, committee, etc., this
is the quickest way.

107. Reports This is one way by which the administratir is in-

formed of the progress of the work of the staff.
The feedback may be slow but a large amount of
information is given.

108. Letter This is usually done where there is a need to send

a message outside one's agency. The feedback
here is slow.

109. Memo This is used for internal non-urgent communication

and usually feedback is usually also slow.

110. Budget Is a financial plan whether for an agency or a

program.

111. Communication Defined aa the transfer of meaning from one per-

son to another through signs, signals, or symbols
from mutually understood language system.

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112. Communication Is a two-way channel directed to all staff and/or
board members for transmitting ideas, plans, com-
mands, reports and suggestions concerning all
appropriate agency tasks, goals and objectives
which are to be met.

113. Communication Is a two-way channel directed to all staff and/or

board members for transmitting ideas, plans, com-
mands, reports and suggestions comcerning all
appropriate agency tasks, goals, and objectives
which are to be met.

114. Effectiveness, Efficien- Communication in social work administration is

cy, Morale extremely important for three main reasons

115. Formal and Informal Two patterns of communication

communication

116. Formal and Informal Patterns of communication

Communication

117. Formal communication This means the rational, planned system of pro-
cedures and channels by which information flows
from the lines of authority as seen in the organiza-
tional chart. This may include not only downward
communication but also upward and cross com-
muncation

118. Formal communication This means the rational, planned system of pro-
cedures and channels by which information flows
from the lines of authority as seen in the organi-
zational chart. This may include not inly downward
communicatiok but also upward and cross commu-
nication.

119. Informal Communica- This means that the communjcation does not
tion follow channels of authority. Instead, it is chan-
neled by the social contacts among the people
in the agency and it is commonly knkwn as the
"grapevine". Suprisingly, the grapevine is fast in its
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distribution of news but it is inaccurate in keeping
the original facts straight.

120. Budget According to Melvin Gross, "a _____ is a pan of

action. It represents the organization's blueprint
for the comming months or years expressed jn
monetary terms." He further adds that a "_____
may be characterized as a series of goals with
price tags attached."

121. Budgeting Is one of the areas of financial adminstration with

which an administrator must be concerned if he is
to run the organization efficiently.

122.

123. Accounting Is the art of recording, classifying, and summariz-

ing in a significant manner and in terms of money
transactions or events which are in part of a finan-
cial character and analyzing and interpreting the
results thereof.

124. Recording Includes making entries; classifying includes sort-

ing mass of transactions in an orderly and system-
atic manner; summarizing means bringing togeth-
er accounting data in a form that further enhances
this information.

125. Auditing Us the state of making an audit or an examination

of some or all of the following: document records,
reports, system of mutual control, accounting pro-
cedures, and other evidences.

126. Line-item budgeting This is the most used format. This format is based
on line-item accounting and incremental increases
in projecting ahead for a year or more. It indicates
how the money is to be spent, but it does not depict
what the agency does.

127. Program budgeting

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Goals and objectives are a significant part and in-
clude services offered by the agency. Ut may cover
several years, particularly a program is offered and
approved for a specific amount of time.

128. Program, Planning Is a management tool to help ocus on the main

and Budgeting System goals of the agency.
(PPBS)

129. Cost-benefit analysis When the budget is prepared, it is done in the light
of the agency's objectives or goals. The adminis-
trator wishes to know and evaluate the extent to
which the budget is achieving its objectives may
use this method.

130. Cost-benefit Levine says, this means "the relationship of the

resources required or the cost- to attain certain
goals or the benefits. It is based on the econom-
ic concept that many executive decisions involve
in the allocation or best use of limited resources
among competing requirements.

131. Financing The allocation of an organization/agency's liquid

assets to assure their most productive use.

132. Financial Record Is an ongoing record of what the agency has spent
on what and how well it is staying within its budget.

133. Record An account written or other permanent form serv-

ing as a memorial or authentic evidence of a fact
or event.

134. Report Means to make or give account of, often formally.

They are based on accurate records, research,
and investigation.

135. Tape recording This isnused to supplement and not to replace

the need to keep other records. "Audiotape and
videotape are useful in educating students and

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supervising family therapy and other process-ori-
ented approaches to practice."

136. Functional Budgeting This system encompasses program services but

emphasizes the supporting administrative ser-
vices that are nneded for operating an agency.

137. Zero-based budgeting This is done articularly in givernment agencies.

(ZBB) Here the agency starts with no money each year
and describes and justifies all expenditures for the
coming year, whether or not they have existed
before.

138. Chart of Account Basically a list of all the items, both income and
expenditures.

139. Problem-oriented "Problems and identified services are planned and

recording delivered problems are solved." This type lf record-
ing is currently used in health and mental health
settings, where the different disciplines collabkrate
in collecting information, listing problems, formu-
lating plans and evalyating results, but record us-
ing the same format.

140. S for Subjective infor- Kagle says that progress notes follow the SOAP
mation (from client and format. Means?
family)
O for Objective Informa-
tion (from tests and ob-
servation)
A for Assessment
P for Plans.

141. Time series recording Kagle describes this as "the documentation of re-
peated measures of the specific behaviors, atti-
tudes or interactions that are the focus of social
work intervention. The purpose is to provide in-
formation about movement toward achieving the
goals of service. This approach to record keeping
tends to focus practice and the records on client
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behaviors rather than on other aspects of client
situation."

142. Public relations Planned and sustained effort to establish and

maintain mutual understanding between an orga-
nization and its public.

143. Evaluation Assesses the effectiveness of an ongoing program

in achieving its objectives and aims at program's
improvement through modification of current oper-
ations

144. Reporting As a process of management is broadly interpret-

ed as a process of communjcation. It is not only a
two-way flow of information upwatd and downward
but also outward, across and around.

145. Public relations Is defined as the activities and techniques used

by organizations and individuals to establish favor-
able attitude and responses in their behalf on the
part of the general public or of special groups.

146. Public relations Is the management function which evaluates pub-

lic attitudes, identifies the policies and procedures
of an individual or an organization with the public
interest and executes a program of action to earn
public understanding and acceptance.

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