SOCIAL WORK ADMINISTRATION

Johns: Administration is the process of

• Setting objectives & establishing policies,
• Creating and maintaining an organization making plans and carrying them out Evaluating
results

Kidneight: Social Work Administration is the process of transforming social policy into social
services and the use of experience in recommending modification of policy
Scwarts: Social Work Administration is the process and the organization of people toward
objectives which entail the production of good or the provision of services.
Stein: Social Work Administration is the process of defining and attaining the objectives of an
organization through a system of coordinated and cooperative effort
ORGANIZATION – setting up of the framework or structure of the different units of the system
to carry out or perform distinct tasks for a “specified objectives”
MANAGEMENT is the scientific utilization of manpower, money, machines, materials,
methods, time and space for the achievement of agency goals.

COMMON ELEMENTS (TRECKER)

1. Administration is a continuous dynamic process

2. The process is set into motion in order to accomplish a common purpose of goal
3. The resources of people and material are harnessed so that the common purpose of goal
may be achieved.
4. Coordination and cooperation are the means by which the resources of people and
material are harnessed.
5. Implicit in the definition are the elements of planning, organization and leadership

ASSUMPTIONS ABOUT SOCIAL WORK ADMINISTRATION

 1. SW Administration is seen as a method practiced by social work administrators to enable
all people involved in the agency’s work to fulfill their responsibilities in accordance with
their functions and to make maximum use of resources to the end that the agency provide
the best possible services to the people of the community
2. People, resources and purposes are brought together by administration in a continuous,
dynamic process

BASIC PRINCIPLES OF SOCIAL WORK

ADMINISTRATION (Trecker)

 Leadership by competence (doing things right); by example (doing the right things)
 Continuous planning implies rationale analytical and rational direction setting
 Clear organization: clear to all and responsive
 Delegation where possible (its not abdication)
 Efficient/effective resource utilization Acceptance of change as permanent feature
 Monitoring & evaluation for improvement of performance
 Growth for all

MAJOR AREAS OF ADMINISTRATIVE POLICIES

1. Study the community and determine agency purposes as bases for the selections of
clientele
2. Develop agency policies, programs and procedures for the implementation of agency
purpose
3. Provide financial resources, budgeting and planning
4. Provide and maintain physical plant, equipment and supplies

The SOCIAL WELFARE AGENCY

Is the structural framework within which administrative tasks are carried out the agency structure
inevitably conditions and controls the specifics of the administrative process in a given situation.
Are wholes and their parts are interrelated An instrument of society. It has been established by
governmental or voluntary effort to meet the social need of people to achieve a social goal.

SOCIAL WELFARE AGENCIES are created:

1. By constitutional mandate
2. By legislative act
3. By executive order of the president/PD, LOI (Letter of Instructions)

Private welfare agencies are created by a group of citizens who have decided to organize to meet
the felt/identified needs of a community or groups or people, utilizing community resources to
render social services to the people. It has a constitution and by-laws governing board
responsible for policy formulation, policies to guide its programs & trained personnel to
implement its programs.

ELEMENTS OF A SOCIAL SYSTEM

1. Interaction – written, oral or non verbal

2. Position
3. Status (legitimate power based on position or authority)
4. Power – informal (influence), charismatic (personal qualities)
5. Roles expectation, norms
6. Sanctions – if role is performed well, a positive sanction is given
7. Psychological identification
8. Boundary maintenance

SYSTEM ANALYSIS

COST-BENEFIT ANALYSIS – the comparison is expressed in terms of their cost and

effectiveness in attaining, a desired objective.

POLICY FORMULATION AND DELIVERY SYSTEM and its relations to ADM & MGT
Social Provisions – the means by which needed resources are made available for the purpose of
maximum health and social functioning and development of target groups usually extended
through a social agency

POLICY FORMULATION AND DELIVERY SYSTEM and its relations to ADM & MGT

Social Policy – A purposive course of action that manifests the goals and ideals of an
organization often prescribing the desirable ways for its accomplishment.
Stated otherwise, social policy is the underlying as well as the preferred rationale by which social
institutions are brought into being to ensure development, social preservation, and the well being
of all parts of the population.
Programs – a coordinated group of activities maintained over a period of time aimed at
producing a specific type of service.
Services – consists of specific activities performed to, for, or in behalf of the client. Such
activities touch the client directly.

Social Policies
• Social problems are basis for policy making
Example: Conditions of human suffering such as poverty
• Sources of social policy: Millennium Development Goals (Sustainable Development Goals);
Phil. Constitution; Social Reform Agenda; Social Legislations

SGD
1. No Poverty
2. Zero Hunger
3. Good Health and Well-being
4. Quality Education
5. Gender Equality
STEPS IN POLICY FORMULATION
1. Identification of the problem
2. Problem Analysis and formulation
3. Generating alternative actions to the program
4. Evaluation of the alternatives
5. Choice of best alternative
6. Policy proposal
7. Confirmation (Legislative or Board resolution
8. Implementation
9. Monitoring and Evaluation

"POSDCORB"

1. Planning.
2. Organizing.
3. Staffing.
4. Directing.
5. Co-ordinating.
6. Reporting
7. Budgeting

PLANNING (& Programing)

Is deciding in advance What to do, How to do it, When to do, Who should do it
It maps the path from where the organization is to where it wants to be

The planning function involves:

Establishing goals and
Arranging them in a logical order
Short range
Long range planning

It is a course of action that generally involves the matching of needs and responses, of
organizational intentions and resource capability. It is designed to transform a present state into a
desired state in the future.

AS A PROCESS. PLANNING includes the following steps

1. Needs Assessment/Situation Analysis (becoming aware of a possible need for formulating

a plan)
2. Definition of goals and objectives (formulating a precise state of the objective of the plan
to be prepared
3. Methods of meeting the goals (preparing a borad outline of the proposal or plan)
4. Decision-making (outlining approval of the proposed plan) conclusions and preparing
tentative plan
5. Preparing the final plans Submitting plan for approval
Measurement: OUTCOME (result of program intervention based on objectives

STRATEGIC PLANNING – the most widely used method since it focuses on the
organization’s most basic and important choices – its mission, goals, objectives, strategy,
policies, programs and strategic resource allocations.

STRATEGIES are based on:

1. Adherence to the agency’s mission;
2. Relevance for the agency’s interaction with the environment
- Involves: forecasting, estimating what the future holds for the agency and for its
clients (SWOT)

ORGANIZATIONAL STRUCTURE

A systematically arranged structure of persons and relationships inherent in any organization

2 most common theories of organization:

1. Classical or bureacratic
2. Human relations

FEATURES OF BUREACURATIC FORM

1. High degree of specialization
2. Authority-based
3. Clear, centralized hierarchy of authority and responsibility
4. Prescribed system of rules and procedures
5. Technical ability as basis for hiring and promotion

Examples of HR type of Organization

1. Likert System (5 characteristics)

Leaders who have complete confidence in their workers
 2. Motivation that goes beyond economic benefit
3. Extensive interaction
4. Decentralized decision-making
5. Wider acceptance of organizational goals

Examples of HR type of Organization

3. Mcgregor – Theory Y Built on the ff assumptions:
a) People enjoy working b) people desire responsibility
b) They have innate capacity to be creative
c) They have potential to work toward organizational objectives with minimum
direction and supervision

HAWTHORNE EFFECT
The tendency of people to behave differently when they know they are being observed has to do
with the adjustment of one’s behavior due to the fact of being under observation, also called the
observer effect one of the major concepts of behavioral sciences suggesting generally that people
will behave better when they know that there is someone out there paying attention to them, so
giving attention to people brings out the best in them

CLASSICAL THEORY: BUREAUCRACY (Max Weber, Father of Modern Sociology –

1864-1920)

 Characterized by a large, complex, administrative system operating with impersonal

detachment from people;
 Emphasized order, system, rationality, uniformity, and consistency in management
 Lead to equitable treatment for all employees by management

CLASSICAL THEORY: BUREAUCRACY (Elements of Bureaucracy, Hall 1963)

 Division of labor based on specialization Hierarchy of authority

 System of rules defining job
 System of procedures
 Impersonal relationship
  Selection and promotion based on merit

HUMAN RELATIONS MOVEMENT (Mayo,, Maslow, McGregor, Herzberg)

THEORY X – authoritarian management style
• The average person dislikes work and will avoid it is s/he can
• Therefore people must be forced with the threat of punishment to work towards organizational
objectives
• The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and
wants security above all else.

Theory Y – participative management style Effort in work is as natural as work and play

• People will apply self-control and self-direction in the pursuit of organizational objectives
without external control or the threat of punishment
• Commitment to objectives is a function of rewards associated with their achievement

• People usually accept and often seek responsibility

• Capacity to use a high degree of imagination, ingenuity and creativity in solving organizational
problems is widely, not narrowly, distributed in the population

HUMAN RELATIONS MOVEMENT (Mayo,, Maslow, McGregor, Herzberg)

1. Certain factors truly motivate (motivators), whereas other tended to lead to dissatisfaction
(hygiene factors)
2. Man has two sets of needs; 1. As an animal to avoid pain, and 2. As a human being to
grow psychologically
3. People will strive to achieve hygiene needs because they are unhappy without them, but
once satisfied the effect soon wears off – satisfaction is temporary

HYGIENE FACTORS

 Salaries, wage and other benefits

 Company policy & administration
  Good inter-personal relationships
 Quality of supervision
 Job security
 Working conditions
 Work/life balance

HYGIENE FACTORS when in place these factors result in

✓ General satisfaction
✓ Prevention of dissatisfaction

MOTIVATION FACTORS

 Sense of personal achievement

 Status
 Recognition
 Responsibility
 Opportunity for advancements
 Promotion
 Growth

MOTIVATION FACTORS when in place, these factors result in

✓ High motivation
✓ High satisfaction
✓ Strong commitment

SYSTEM APPROACH
(Johnson, kast & rosenzweig, 1967)

 A system is an interrelated set of elements functioning as a whole

 Closed systems are systems that take environment for granted; environments are assumed
to be predictable and stable; efficiency is the function of internal design & operation
 Open systems are systems that interact with their environment. Assumes environment is
unpredictable and affects other systems. Subsystems are systems withtin a broader system
 Synergy are units that are more successful working together than working alone
  Entropy is the process that lead to decline deterioration

Principles of Organization

1. Unity of command each person reports to one immediate superior to whom s/he is
accountable. The organization chart indicates the flow of authority and responsibility.
This avoids confusion and chaos.
2. Span of control – there is a limit to the number of people a person can supervise well,
usually from 45 to 7 is a good number. Factors affecting the span of control include:
■ Distance
■Time

■ Ability and competence of worker and staff

■ Availability of adequate facilities like telephone, vehicles, equipment, etc

3. Homogenous Assignment
■ jobs must be related or allied,
■ Functions must not overlap
■ Functions must be specified, clear-cut
■ Every assignment or task must be within the range of accomplishment of the person assigned
to the job
■ All functions of every unit must be assigned to specific persons

4. Delegation of Authority

 Responsibilities assigned must carry with them corresponding authority for decision
making
 Scalar authority from top to bottom
 Limit the number of of delegated functions
 Delegation of authority and responsibility stems at the lowest operational level,
  Command responsibility rests with the administration

5. Hierarchical or Scalar chain principle -people are organized in groups under leaders with
ascending and descending levels of authority When shown in a chart, the hierarchy
assumes the form of a pyramid chain of superiors: highest to lowest authority
6. Line and Staff Principle
■the line people are directly involved in the implementation and accomplishment of objectives
■The staff people assist the line personnel by their specialized knowledge and skills
• The authority of the staff people is the authority of knowledge and ideas. Their work is
planning, advising, etc
7. Division of labor – for the vast organization to achieve its objectives, there must be
division of labor. Only those qualified for the performance of a special function should be
assigned to the job
8. A short chain of command – there should be few levels of supervision between the top
management and the rank and file. The shorter the administrative distance, the less
chances there are for distortion of orders, and the better is the flow of communication
9. Balance there must be a reasonable balance between: the size of different departments;
centralizing and decentralization in decision making

STAFFING (or PERSONNELADMINSTRATION)

The function of:
■ Selecting,
■ Hiring,
■ Training and
■ Maintaining a competent work force in such a ways as to accomplish with maximum
efficiency and economy, the functions and objectives of the agency

 Means filling job positions with the right people at the right time

It involves determining

 staffing needs,
 Writing job descriptions
 Recruiting and screening people to fill the positions
STAFFING

1. Acquiring effective recruitment, selection and placement

NOTE: No amount of training can equal an effective well placed recruitment policy.

2. Maintaining includes the following tasks of management

 Transfer/promotion
 Wage and salary administration
 Employee benefits/salaries,
 Turnover, separation and retirement

3. Developing – a planned approach to enhance skills, abilities, judgment, maturity of

employees
Example: training, career development
Result: efficiency and effectiveness in the performance of their tasks

CONTROLLING
Is seeing to it that the objectives of the organization are carried out
Feedback should have both formal and informal means
Ex: information management systems (MIS) includes feedback

SUPERVISING
• SUPERVISION is the art of enabling workers and students to perform their functions under the
guidance of someone with authority and competence.
• a dynamic enabling process by which individual workers have direct responsibility for •
carrying out some of the agency’s program plans, are helped by a designated staff to make the
best use of their knowledge and skills, and to improve on their abilities so that they do their jobs
more effectively and with increasing satisfaction to themselves and to the agency.
• The supervisor's responsibilities are both administrative and educative in nature Regularly
scheduled consultation is one of the primary means of supervision
• The focus of supervision will shift with the development and growing abilities of both the
worker and the supervisor.

• The ultimate objective of supervision is making possible a more effective work performance on
the part of the workers so that the agency's services are improved in quality and its central
purposes are fulfilled

BUDGETING AND FINANCING

 Budgeting is a plan of action, a blue print

 the organization for the coming months/years, expressed in monetary terms.
 It transforms goals into service realities.
 Basis for the budget: estimates of expected income vis-a-vis the needs for the coming
year.
 The agency budget is the annual estimate be financial needs of the organization
 A document containing words and figures, which proposes expenditures for certain items
of expenditures for certain items and purposes.
 The words describe items of expenditures (salaries, equipment, travel) or purposes
(improving mental health, providing housing) and the figures attached to each item or
purpose

BUDGETING preparation

1. Look again at the purposes of the agency and the needs it is designed to meet
2. A decision is made as to the resources required to achieve the purposes
3. Involving head of departments and other key staff members in the budget preparation
4. When the budget estimate has been drawn up it must be presented to the board of the
voluntary agency or to the executive branch of the governmental agency.
5. Budget hearing the administror, often assisted by the department head and fiscal officers,
finance manager, must interpret the budget request, pointing out why funds are needed.
Replenishment – Petty Cash
Contingency Fund
RECORDING AND REPORTING

 Recording is a form of accounting work to the public

 Process of capturing data or translating information to a format stored on a storage
medium referred to as a Record.
 Reports are information needed by the organization and culled from prepared records.
They come in different forms: printed, sound, digital.
 Records have the following purposes:

Teaching, research, administrative purpose

Process of communication –
Upward, - accomplishment reports
Downward, - minutes of the meeting
Outward, - founder
Across and Around – social media, constituents, research, flyers

Purposes:
Upward: report the progress, future needs and plans, account for one’s performance
Downward: inform workers about policies, programs, resources, procedures

CLASSIFICATION OF REPORTS (Lesikar)

Subject matter reports

1. Finance – periodic budget per program or project by agency financial management
2. Personnel – progress/lack of progress by the personnel
3. Program – periodic (daily/weekly, monthly) progress of program
4. Project – same as program report
5. Research - same as program report
Preparing Agency Reports (Gallagher)
1. Stating the problem
2. Defining the scope of the problem
3. Planning the methods for obtaining relevant information
4. Collecting the information
5. Analyzing the information
6. Forming conclusion
7. Organizing the report
8. Preparing the first draft
9. Editing the first draft
10. Publishing the report (annual reports of banks)

Public relations

 The process of establishing or prescribing a good public image of the agency's work
 It is good work publicly recognized

CHARACTERISTICS OF Public relations

 As simple as a thank you note and as complicated as a four-color brochure.

 It is as specific as writing a news release and as general as sensing community attitudes
 It is as direct as conversation between two people an as broad as a television panel show
reaching thousands of people
 It is as inexpensive as a phone call to an editor or as costly as a full-page advertisements
 It is as visual as a poster and as literal as speech.
 It embraces everything that helps or hinders programs being known, understood, likes,
used and supported.

COMMUNICATING
Ways of ensuring good communication
■ Regular staff conferences with advanced agency
■ Standard operating procedures and manual of instruction
■ Attention to the informal organization and the "grapevine' because they provide the means of
expression for feelings and sentiments
■ Setting up of internal controls such as vouchers, charge slips, inventories, daily report system,
etc

EVALUATION & Research

 It is a process of determining and assessing extent of objective attainment, the

implementation gaps, strengths and weaknesses. Its goal therefore is to determine results
as a basis for decision- making (as to the life of the project/program).
 It is the process through which the effectivity of services are gaugaed against the goals
which the agency sets out to achieve
 Research provides the tool for evaluating agency efficiency and effectiveness

CHARACTERISTICS OF EVALUATION & Research

 EVALUATION is the heart of program development process.

 It provides a direction for future courses of action
 It is an element interwoven in the total process of policy formulation and program
development

CRITERIA FOR EFFICIENT AND EFFECTIVE MANAGEMENT

EFFICIENCY = output / input

• Ratio of output over input is high Measure is both qualitative and quantitative - this means that
it includes financial or materials cost as well as human factor of individual or group satisfaction
and the contribution of the agency to the community
EFFECTIVENESS
The extent to which a program has reached the stated objectives, the impact of services in the
community

EFFECTIVENESS -adequate to accomplish a purpose; producing the intended or expected

result. A policy is effective if it meets its aims. It is ‘cost-effective’ if it meets its aims at the
lowest cost possible.

EFFICIENCY – Performing or functioning in the best possible manner with the least waste of
time and effort. A process is efficient if it produces goods at the lowest possible cost per unit.

 Being effective is about doing right things

 Being efficient is about doing things right

TOOLS USED FOR EVALUATION

Impact Analysis process of identifying. measuring and evaluating the changes brought about by
the implementation of a project/program.
Cost-benefit analysis measurement of costs and benefits at their present value (what is the extent
of the budget, how it is achieveing its objectives (cost divided by beneficiaries)
Cost-Effectiveness - Used when benefits are intangible or hard to measure. It involves
comparing the objectives set and the options for achieving the objectives
Process documentation Participatory Research Situation Analysis

PROGRAM EVALUATION

This management function aims to find out whether services have been delivered as expected
and whether objectives have been accomplished.
2 most common concerns of Program Evaluation:
1 Process Evaluation – It deals with the agency’s assessment of its activities to determine if
programs are generally operating according to plans and expectations.
2. Outcome Evaluation – Attempts to look into the effects or impact of the
program/services. Basic question: To what degree have clients changed as a result of the
program intervention

IMPORTANCE OF PROGRAM EVALUATION

1. For decision-making
2. To improve current programs since it assesses outcomes (impact) and effectiveness
3. Provide for accountability
4. Build increased support for effective programs

CHARACTERISTICS OF A GOOD ADMINISTRATION

1. When it is adapted to the nature of its objectives
2. There is a definitely placed and logical assignment of responsibility and authority
3. Lines of authority and of responsibility are clearly shown
4. Has good personnel policies especially in lines of promotion
5. Channels of communication are open, vertically and horizontally for proper coordination
6. Supervision and direction are adequate

SUPERVISION

 Leadership is a key factor in supervision

 The quality of supervision is a significant factor in professional socialization, social-
work job satisfaction and job turn-over (Kadushin)
SUPERVISION

Derived from the Latin work SUPER (meaning “OVER”) and VIDERE (TO WATCH, TO
SEE)
Hence a SUPERVISOR is defined as an overseer, one who watches over the work of another
with responsibility for its quality
An administrative process of getting the work done and maintaining organizational
accountability (encyclopedia of Social work)
LEADERSHIP IN SUPERVISING WORKERS
Leadership is the ability to inspire, influence, engage, or motivate workers in the pursuit of a
common purpose. Common types of leadership:
1. Transformative
2. Transaction
3. Employee-centered democratic orientation

FUNCTIONS OF SUPERVISION
1. Administrative – work assignment and review, communicating, matching of workers to
their tasks, serving as buffer between administrators and workers, evaluation
2. Supportive provides psychological support to a subordinate who gets overwhelmed by
various stresses and tensions inherent in the job.
3. Educational or teaching facilitates continuing education for a supervisee and direct
teaching or instruction.

PURPOSES OF SUPERVISION

1. IMPLEMENT agency purpose and plans

2. Continually DEEPEN QUALITY of service
3. GUIDE AND HELP workers become more EFFECTIVE
4. DEVELOP & IMPROVE staff competence 5. PERFORMANCE EVALUATION of staff
for accountability
5. Address PSYCHO-SOCIAL EMOTIONAL ISSUES of staff
6. FOSTER GOOD RELATIONSHIP between supervisor-supervisee & vice-versa
7. PROVIDE agency clients the BEST possible SERVICE from competent staff
SUPERVISORY MODELS/ APPROACHES/STYLES
1. Individual supervision – Only supervisor and the supervisee are involved in a one- to-
one encounter or relationship.
2. Group supervision – Provides opportunity for the employees to learn from each other
and from the supervisor in a relatively non-threatening environment.
3. Interdisciplinary supervision – requires educational supervision by an expert in a
specialized area.

CONTENT OF SUPERVISION (5Ps)

  People (client)
 Place (agency/community)
 Process (Helping process)
 Personnel (Worker)
 Problem (issues re: above)

ALFRED KADUSHIN: conditions necessary for effective learning (positive relationship)

PEOPLE LEARN BEST IF:
1. They are highly motivated to learn
2. They can devote most of their energies to learning
3. Learning is attended by positive satisfaction
4. The learners are actively involved in the learning process
5. The content to be learned is meaningfully presented
6. The uniqueness of the learner is considered

TYPES OF SUPERVISION

1. Tutorial model – S/S in one-to-one relationship; most useful model for workers who are
inexperienced and who like the security of a relatively close monitoring of their
performance
2. Group supervision – there is a designated supervisor and a group of supervisees.
Practiced by agencies when there is lack of trained supervisors to handle supervision. For
it to be effective – done only with homogenous group where the members share similar
level or facility of communication
3. Case Consultations – there is a designated consultant; worker responsible for the focus of
the meeting. Consultations are case focused, worker responsible for the decision about the
case. Consultations non-restricting.
4. Peer-group supervision – no designated supervisor, all members act as equals. Members
should be mature and experienced enough to make vital contributions to case discussions
5. Tandem Supervision – developed out of peer-group model, no designated supervisor, two
group members decide to function apart from the group, both are experienced, decision more
collaborative
 6. The Team – varied members within the agency structure. They meet on a regular basis,
agenda proposed by the members, any member has the liberty to add a case to the agenda for
discussion. Team decision.

SUPERVISION OF STUDENTS

Chief function of the supervisor is to TEACH THE ELEMENTS OF PROFESSIONAL

PRACTICE

Responsibilities of Student Supervisor:

1. As an Educator
 Planning
 Creating a climate for learning
 Teaching
 Sensitivity to feelings

2. As a Helper. 3 main sources of difficulties by students

a) Dependence
b) Past life experiences
c) Involvement and detachment
3. As an administrator