LESSON 4

THE CHARACTERISTICS AND ELEMENTS OF

ADMINISTRATION
• Concepts
Administration is an important area in organized human
activity.
It has been considered a process, method, or a set of
relationships between and among people working toward
common objectives in an organization. Every
organization requires administration to function effectively
to achieve its goals.
Administration to orchestrate the myriad activities of the
organization.
• Definition
A process, a method or a set of relationships between and among
people working toward common objectives in an organization (Ehlers,
Austin & Prothero).
A process of defining and attaining the objectives of an organization
through a system of coordinated & cooperative effort (Herman Stein).
Administration as Method:
1-Determination of goals/setting of objectives 2-Securing resources
3-Maintenance of an organization 4. Formulation of plans
5-Designing programs and services 6-Accounting for resource
utilization
7. Selecting necessary technologies for operations
8. Optimization of organizational Behavior 9. Formulation of policies
ADMINISTRATION
• A continuous process that leads to organizational growth and
development.
Characteristics of Administration
a) Human enterprise that involves activity of people in the
organization
b) Continuous and dynamic process for common goal or purpose
c) Resources of people and materials are harnessed and
coordinated
d) Leadership is implicit.
LEADERSHIP
• The ability of individual to influence, motivate, and enable
others to contribute toward the effectiveness and successes of
the organization of which they are members
 THREE DISTINCT CAPACITIES OF SOCIAL WORKER
1. Helper-
• Make agency procedures and services appropriate to
the needs of the client and potential client

2. Organizer-
• Run agency efficiently and effectively

3. Bureaucrat-
• Abide by bureaucratic rules and procedures.
 ELEMENTS OF ADMINISTRATION
1. Organization- setting up of framework or structure of the
different units of the system to carry out or perform distinct
tasks for the attainment of the goals and administration.
Organization comes into being when:
(a)there are persons able to communicate with each other
(b) who are willing to contribute action
(c) to accomplish a common purpose
2. Management- activity that allocates and utilizes
resources to achieve organizational goals. Involves
establishing and maintaining an organizational climate or
internal environment in which people working together in
groups can perform effectively and efficiently.
ADMINISTRATION IN HUMAN SERVICE ORGANIZATIONS
• Social administration, social welfare administration, and
social work administration are found in social work
literature as they apply to human service organizations.
• Social Administration, according to Archie Hanlan,
focuses on the policies, plans and administration of
goods and services in relation to the political, social and
economic institutions and to the determinants of the
distribution of national resources to social welfare needs.
• This considers the social work profession as a
subsystem of the large social, political, and economic
institutions of society.
• Social administration is used to refer to administration in the field of
health, education, and other social development fields.
• Social welfare administration refers more specifically to the
administrative processes in social welfare agency, the formulation of its
policies and plans, and their implementation into programs and services for
specific client groups.
• It is also referred to as social agency administration.
• Edward Schwartz claims the major objective of social welfare
administration is the enhancement of social functioning. Implies, that
social welfare as a field of administration and social work as a profession
may be considered to have a shared objective
• Werner Boehm uses the term social functioning in his definition of the
profession of social work.
 LESSON 5
THE SOCIAL SYSTEM
Definition
• Conceptually, a social system is a whole with each part
bearing a dynamic relation to every other part and all are
interdependent.
• William Link, is "a purposeful organized interrelationship
of components in which the performance of the whole exceeds
the individual outputs of all the parts,"
• When applied to social work administration, it refers to
the concept of agency purpose and interrelationship of
different units as sub-systems of the organization.
• The interrelation and coordination of the various sub-systems
are brought about by the information and communication
network, the decision-making mechanism and other built-in
mechanisms which exist in every organization.
• Basic Components of Social Systems The components of social
systems are the following:
1. INPUT - The input into the system may be human resource, work
method, or a set of beliefs from the environment. They find a way
of relating with each other within the system. A change in one
input may affect the entire system.
2. OUTPUT - The output represents what the system is doing in
relation to its goals.
3. THROUGHPUT -This refers to the conversion process of inputs
to outputs
 • PROPERTIES OF SYSTEMS
• Systems may demonstrate open and closed properties, described
as below:
1. In an open system,
The clientele to be served comes from the community as well as
the resource inputs for its support and maintenance. This is
characteristic of an open system. Most systems are open and the
social agency is a good example of this.
1. A closed system
Is one that is not affected by its external environment. In reality,
there are very few closed systems. The closed system may
apply to an agency the programs and services of which
remain constant despite changes in the socio-economic and/or
political situation.
3. Multiple systems apply to the many levels of systems and
subsystems. According to Link, the study of a multiple system
moves from a small view i.e., microcosm, to a large view, i.e.,
macrocosm of systems.
• A program undertaken by a social agency could be viewed as a
system itself or a subsystem in relation to the various agency
programs in the community. The social administration, social
welfare administration, and social work administration continuum is
an example of multiple systems.
• Systems equilibrium or stability is the tendency of an organization
stem to maintain a uniform and beneficial stability within and
between its parts. The management function in an
organization provides the mechanism system equilibrium not only
within the system but also among the systems
 The various levels in the organization include the following:
1. POLICY LEVEL-.
• At this level are the following parameters:
a. Policy-making in public agencies is a function of higher officials based
on constitutional mandate, legislative act, Executive order or presidential
decree.
b. In non-governmental organizations policy-making is vested in duly
constituted board of directors.
The other functions of the board are to:
1. review and approval of recommendations, reports, and budget;
2. negotiation, contract signing, and other legal matters;
3. Upholding of professional standards; 4. provision of directions for the reports;
5. provision of directions for the interpretation of the agency to the community;
and fund raising
2. ADMINISTRATIVE OR EXECUTIVE LEVEL-
The functions of the executive are:
a. Participation in the formulation and determination of policy;
b. Provision of guidance and direction the planning process;
c. Provision of guidance, direction, supervision, coordination, and
fiscal control d. Staffing and organizing
e. Provision of continuous interpretation of the agency to the
public, fiscal control; including the preparation of the annual
report;
f. Provision of continuous evaluation to improve agency
standards;
g. Representing the agency in councils and other organizations in
the and community.
3. SUPERVISORY LEVEL -
• The supervisor enables the workers to perform their
functions more effectively and provides the means for
them to grow in their jobs.
His/her functions are:
a) Ensuring that work is done as mandated and expected
(administrative).
b) Provision of guidance in the best use of worker's
knowledge and skills and assisting in the development of
competence required their functions (educative).
c) Provision of support and assistance whenever they
needed by workers (service)
4. DIRECT SERVICE LEVEL. The direct Service workers have direct field
contact with the people or client needing agency services or assistance in the
context of professional values and ethics.
The following are the functions of the direct Service Level workers:
a) Interpretation of policies and procedures in rendering services
b) Provision of concrete, Psychosocial and other services
c) Referral clients to other services in the community when indicated
d) Advocacy on client's behalf for needed services or benefits
e) Use of a range of interventions in helping
f) Provision of opportunity for client participation in decision making
g) Preparation of appropriate and timely agency documentation
h) Use of information technology to enhance ability to help clients
i) Availment of assistance/service experience in helping evaluate programs and
services
 LESSON 6
ADMINISTRATIVE FUNCTION:
POLICY FORMULATION,
PLANNING AND PROGRAMMING
I. POLICY FORMULATION Policy
• A stated course of action adopted and followed by the
agency in doing its work; written statement formally
adopted by the Board or legislative body.
 Areas of policy consideration:
1. policy values & objectives;
2. policy target group or clientele;
3. methods of implementation and;
4. environmental impact Stages of Policy Formulation
5. Identification of the problem or issue
2. Analysis of the problem
3. Informing the public about the problem
4. Development of policy goals
5. Building of public support
6. Legislation or enunciation of policy
7. Implementation and administration
8. Assessment and evaluation
 PRINCIPLES OF POLICY ADMINISTRATION (TRECKER)
1. Policy must be based on a developed out of agency purpose
2. Policy must be based on adequately evaluated facts &
experience; participation of clientele & people affected by
policy
3. Policy implies focus and direction for the attainment of
agency purpose
4. Unity and consistency between various policies & between
policy & purpose is
5. Participation of agency staff in policy
6. Relate agency purpose to realities in community and
agencies facilities and resources
7. Policy-making, planning and operations are interrelated
 PRINCIPLES OF POLICY ADMINISTRATION (TRECKER)
8. New policies should be based on evaluation of existing policies and
practice 9. Thorough knowledge of policy by staff is essential
10. Carrying out of policies in the spirit of their intent be by administration and
staff 11. Policies be expressed in positive forms
12. Evaluate any conflict between policy & practice
II. PLANNING
• Planning is a process of mapping out one’s activities towards the
accomplishment of goals and projecting the means or resources of achieving
them
• Plan is a course of action for reaching a goal beginning now or at any
predetermined time in the future short range/term; medium range/term; long
range/term
ELEMENTS OF PLANNING
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 Basic
PLANNING STEPS
2. Selection Objectives- goals or targets.
a. Overall and long range- aims and purpose of agency’s
charter and policies
b. Specific and short range- present immediate future.
2. Consider agency resources- budget and monies available
3. Enumerate the alternatives- considers numerous paths
PLANNING STEPS
4. Anticipate the outcomes of each alternative- anticipate
and estimate what is likely to happen
5. Decide on the best plan- setting up priorities needed
6. Plan a specific program for action- reach and agreed
upon targets, blueprint
7. Be open to change- Flexibility is fundamental in
planning
TYPES OF PLAN:
1. substantive plan (achieve program objectives)
2. procedural plan (embodies various administrative
mechanisms)
PRINCIPLES OF PLANNING
1. grow out of the expressed interests and needs of all persons
in the agency 2. participation of those to be affected
3. adequate factual basis
4. combines face-to-face methods and committee work
5. individualized/particularized based on varied situations;
6. use of varied approaches indigenous to the situation
7. requires professional leadership
8.requires the efforts of volunteers, non-professionals,
community leaders
9. calls for documentation and recording, use existing plans and
resources
10. dependent upon thinking prior to action
CHARACTERISTICS OF EFFECTIVE PLANNING
1. Be based on clearly well-defined objective or goals
2. Be simple and easily understood
3.Be flexible
4. Be easily analyzed and classified
5. Maximize existing/limited resources such as funds and personnel
REASONS FOR PLANNING (SKIDMORE)
2. Efficiency- this means to achieve goals with a minimum cost and
effect
2. Effectiveness- This means 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 clients
4. Morale- Every staff member need to understand exactly what to do
and how to the job.
III. PROGRAMMING
• Programming is a process of preparing or setting up
the program involving a specific period of time and
specific type of services
• Program is a unit of planned purposive action.
PROGRAM/PROJECT PLANNING AND PROPOSAL WRITING
1. The project proposal must be a reflection of the background work
already done and logically set out.
2. Use clear, concise, and simple language in the proposal which says
exactly what it meant.
3. Use appendices to avoid crowding the body of the proposal
4. Tailor your request and presentation to the agency being approached.
5. Express a willingness to be interviewed personally by the funding
agency
6. Do not be discouraged if your proposal is not accepted.
7. Find out in advance what sources of funding are available
8. Reflect in the proposal degree of local initiative
9. The project should be practical, not too costly
10.Show to what extent your project supports and supplements existing
activities
PROPOSAL FORMAT
1. Title page- title of project, name of person applying
funds, name of organization sponsoring the proposal
and length and date of project
2. Proposal Summary-abstract/synopsis of the proposal
3. Introduction and background development situation
4. Problem statement or assessment of need
5. Program/Project goal/Objectives and Beneficiaries
6. Program/ project description and methods
7. Evaluation
 LESSON 7
ADMINISTRATIVE FUNCTION: ORGANIZING
ORGANIZING
• A process of setting up individuals and functions into
productive relationships towards the accomplishment of
certain common objectives.
• Organization is the structure or the pattern or
network of relationships between the various positions
and the individuals holding such positions; set of formal,
planned relationships between the physical factors and
personnel required for the performance of these
functions
 TYPES OF ORGANIZATIONAL STRUCTURE
1. formal- established by law; by laws and activities
are consciously coordinated found in their policies,
procedures, etc.
2. informal- established unconsciously by spontaneous
grouping of persons and consists of rules, sentiments,
KINDS OF FORMAL ORGANIZATION
2. Line organization-authority is from top to bottom; work
towards primary service goals
2. Functional organization-different staff units have
authority over the same people and are concerned with
providing benefits and services to the organization itself.
 KINDS OF FORMAL ORGANIZATION
3. Line organization-authority is from top to bottom; work
towards primary service goals
4. Functional organization-different staff units have authority
over the same people and are concerned with providing
benefits and services to the organization itself.
5. Line and staff organization-units have authority over their
own subordinates; staff units assist, advise, etc. for use of line
executives
6. Committee type of organization-group of persons act as a
body and perform functional, staff or line duties:
a) Lines of Authority b) Channels of Communication
c) Dimension of Power
MODELS OF ORGANIZATION
1. Bureaucratic form-a pre-set system of procedures and
rules; division of labor based on specialization; promotion
and selection of personnel based on technical
competence; impersonality in human relations.
2. Democratic form-more informal and employees participate
& share in decision-making; warm, cooperative relationships
encouraged
3. Adhocracy-blending of bureaucratic & democratic forms;
flattening of the pyramid (mixed matrix)
4. Collegial or professional team model- group of
professional colleagues organized in a collaborative
lifestyle with maximum informal communication
 MODELS OF AGENCY STRUCTURE
PURPOSE:
• To identify alternative means of structuring staff roles and
responsibilities to achieve efficient and effective service
provision.
Public agencies are constrained by the laws that
establish and sanction their operation, are dependent
on a budget allocation from a legislative body, and
are governed by a politically elected or appointed board.
Private agencies have a volunteer board, elected by
its membership, that is familiar with the internal
operation of the agency.
 MODELS OF AGENCY STRUCTURE
Steps in Organizing
1. Distinguish clearly the various functions necessary to
accomplish the action.
2. Group the functions into organizational units and
eventually into economical and effective work
assignments.
3. Provide in advance of the need for the physical facilities
and resources.
4. Find the qualified personnel who can perform the
assigned responsibilities.
 PRINCIPLES OF ORGANIZING
1. Work specialization or division of work-
• This principle refers to dividing tasks and responsibilities
among personnel based on their qualifications and skills.
• In social welfare agencies, this ensures that each
individual is assigned tasks suited to their expertise,
leading to greater efficiency and productivity.
• For instance, social workers specializing in child welfare
would focus on cases involving children, while those skilled
in community organizing would handle community-based
projects.
• Division of work, assigned task to the qualified personnel.
 PRINCIPLES OF ORGANIZING
2. Unity of command-
• The principle of unity of command means that each staff
member reports to only one supervisor.
• This avoids confusion, conflicting instructions, and
overlapping responsibilities.
• In a social welfare agency, having a clear chain of
command ensures accountability and smooth
communication.
• This reports to one and only supervisor
3. Span of control-
• This limits to the number of people can supervise well.
• This principle refers to the number of people a manager or supervisor can
effectively oversee. The span of control in social work agencies is crucial as it
determines the efficiency of supervision. A manager with too many subordinates
may not be able to provide adequate guidance or support.
• FACTORS AFFECTING SPAN OF CONTROL:
• Distance: If workers are spread over a wide geographical area, it can be harder
to manage them effectively.
• Time: Supervisors need enough time to properly manage and monitor their staff.
• Abilities and Competence of Staff: If the staff are highly skilled and competent, a
larger span of control can be managed. If not, a narrower span is needed
• Availability of Facilities: Adequate resources (such as technology for
communication) affect how many people can be effectively managed.
4. Homogenous assignment -This principle involves assigning
similar or related tasks to individuals or groups based on their
expertise or functional area. In social welfare settings,
grouping together similar tasks (e.g., all administrative
functions in one department) enhances specialization and
efficiency.
5. Delegation of authority - Delegation refers to the transfer of
responsibility and authority from a supervisor to a
subordinate. This is essential in social welfare agencies to
ensure that tasks are distributed efficiently and that leaders
are not overloaded with work. However, accountability
remains with the delegating authority, even though the task
has been passed on.
6. Hierarchical or scalar principle- refers to the clear
structure of authority within an organization, with each
level of the organization being subordinate to the level
above. In social work agencies, this ensures clarity in
reporting relationships and helps in the coordination of
activities.
7. Line and staff principle – It distinguishes between the
operational functions (line) and the support or advisory
functions (staff) in an organization. In social welfare
agencies, line staff might include social workers directly
interacting with clients, while staff positions could be
administrative roles that support the frontline workers.
8. Division of labor -means breaking down tasks into
smaller, specialized jobs to increase efficiency. For
instance, in a social welfare agency, certain workers might
focus solely on intake assessments while others focus on
case management, allowing for expertise and efficiency in
each area.
9. Short chain of command - The idea of a short chain of
command stresses the need for as few layers of hierarchy
as possible, allowing for faster decision-making and
communication. In social welfare, this helps reduce
bureaucratic delays and makes the organization more
responsive to client needs.
10. Balance-
• This ensures that the organization functions
harmoniously, with no department or individual becoming
overwhelmed or underutilized.
• In social welfare, maintaining a balance between
authority, responsibility, and accountability is vital to
ensuring smooth operations and equitable distribution of
workload.
 SOCIAL WELFARE ADMINISTRATION
Social welfare administration is a process through which
social policy is transformed into social services. It involves
the administration of public and private agencies.
The following definitions are given to elaborate the
meaning of social welfare administration.
1. John C. Kidneigh (1950) defines social welfare
administration as the “process of transforming social
policy into social services… a two way process:
(i) transforming policy into concrete social services
(ii) the use of experience in recommending modification of
policy.
 SOCIAL WELFARE ADMINISTRATION
1. John C. Kidneigh (1950)
 This encompasses the idea that administration is the
process of transforming policies into action programmes.
2. Walter A. Friedlander (1958) ‘administration of social
agencies translates the provisions of social legislation of
social agencies and the aims of private philanthropy and
religious charities into the dynamics of services and
benefits for humanity.
3. Arthur Dunham (1962), “administration is the process
of supporting or facilitating activities which are necessary
and incidental to services by a social agency.
 SOCIAL WELFARE ADMINISTRATION
3. Arthur Dunham (1962)
• Administrative activities range from the determination of
function and policies, and executive leadership to routine
operations such as keeping records and accounts and
carrying on maintenance of services.
4. Harleigh Tracker (1971)
• Interprets social welfare administration as a “process of
working with people in ways that release and relate their
energies so that they use all available resources to
accomplish the purpose of providing needed community
services and programmes.”
 SOCIAL WELFARE ADMINISTRATION
4. The American Council of Social Work Education
• In its curriculum study, has given a comprehensive
definition of social welfare administration.
• “Administration is the process of transforming community
resources into a programme of community service, in
accordance with goals, policies and standards which has
been agreed by those involved in the enterprise.
• It is creative in that it structures roles and relationships in
such a way as to alter and enhance the total product. It
involves the problem solving process of study, diagnosis
and treatment
Rosemary Sarri (1971)
• Outlined the ff. activities of social welfare administration
i) Translation of social mandates into operational policies and goals to guide
organisational behaviour;
ii) Design of organisational structures and processes through which the goals
can be achieved;
iii) Securing of resources in the form of materials, staff, clients and societal
legitimation necessary for goal attainment and organisational survival;
iv) Selection and engineering of the necessary technology;
v) Optimizing organisational behaviour directed towards increased
effectiveness and efficiency; and
vi) Evaluation of organisational performance to facilitate systematic and
continuous solution of problems.
 FEATURES OF SOCIAL WELFARE ADMINISTRATION
• The Ff. are distinctiveness of social welfare administration
1.It is concerned with social agencies and helps them to
achieve their objectives within target community. It is
specifically concerned with identification of social objectives
and formulation/ implementation of programmes.
2.From functional point of view, it encompasses three facets
of social problems:
(i) Restoration of impaired social functioning;
(ii) Provision of resources, social and individual, for more
effective social functioning;
(iii) Prevention of social dysfunction
FEATURES OF SOCIAL WELFARE ADMINISTRATION
3. Despite variations in size, scope, structure and type of
programmes, every agency has a governing board as an
apex body for final decision making. The board is generally
represented by the community it intends to serve.
4. Social welfare administration requires optimum utilization
of its available resources together with active community
participation, so that the ultimate goal of programmes can
be achieved properly.
5. Social welfare agencies have to earmark certain portion
of their resources for survival. But this should not limit their
capacity to achieve in quantitative and qualitative terms.
FEATURES OF SOCIAL WELFARE ADMINISTRATION
6. Social welfare agencies generally function in a
cooperative manner and ensure participation of all the
members in administration of their activities.

7. There is a growing trend in these agencies to recruit

professionally qualified manpower. It has helped in
introducing professional approach in their functioning
HISTORY OF SOCIAL WELFARE ADMINISTRATION IN
INDIA
• Indian traditional view of social welfare is based on daya,
dana, dakshina, bhiksha, samya-bhava, swadharma and
tyaga, the essence of which are self- discipline, self-
sacrifice and consideration for others. Well-being of all
depend on these values upheld by people individually and
through community action.
• All religions enjoined to put aside a portion of their income
to be utilized for charitable purposes as that would grant
them happiness in this world and salvation in the next world.
• The rulers of those days extended help to the afflicted part
of the population during emergencies like floods, earthquakes,
HISTORY OF SOCIAL WELFARE ADMINISTRATION IN
INDIA
• From the administrative angle, in India, the reigns of
king Ashoka, Harsha, Chandra Gupta Maurya, Akbar,
Sher Shah Suri and Feroze Tuglak, are the landmarks
of administration who took care of the social needs of the
people.
• The British Government also established an
administrative set-up intended mainly for maintaining law
and order. Some social reform measures were taken up
by banning Sati and permitting widow remarriage by
Acts passed in 1829 and 1856 respectively
• After independence, the old administrative pattern was
more or less continued with necessary changes to suit
the social, political and economic set-up evolved.
• In the field of social welfare, during the First Five Year
Plan, government of India created a unique
administrative machinery consisting of an autonomous
board named CSWB (Central Social Welfare Board) in
August 1953.
• Social Welfare Advisory Boards were established at state
level. The main purpose of the Board (CSWB) has been
to provide financial and technical assistance to voluntary
organisations working in the field of social welfare
• Before 1964 social welfare programmes were being
managed by different ministries such as education,
home, industries, health, labour etc.
• Renuka Ray Committee in its report submitted in 1960,
recommended the establishment of the Department of
Social Security. Under the Prime Minister of Lal Bahadur
Shastri, a Social Security Department was established and
located in the Ministry of Law on 14th June 1964.
• Subjects, namely, social security, social welfare, backward
classes and khadi and handicrafts were allocated to the
Department of Social Security. In 1966, it was renamed as
Social Welfare Department.
• It was located in the Ministry of Education and Social
Welfare created in 1971.
• Its status was raised to a ministry in the year 1979. Its
name was further changed to the Ministry of Social and
Women Welfare in 1984.
• With the creation of a separate Department of Women and
Child Development in the Ministry of Human Resource
Development, it was reorganised and its nomenclature was
changed to the Ministry of Welfare in 1985.
• It was renamed as the Ministry of Social Justice and
Empowerment. Thus, the Central government has set up a
full- fledged ministry and organizations subordinate to it.
• Examples are National Commission for Scheduled Castes/
Tribes, Minorities Commission, National Institute of Social
Defence, National Institute for the Handicapped, Department
of Women and Child Development, Central Social Welfare
Board, National Institute of Public Co-operation and Child
Development etc. under its administrative control.
• The execution of social welfare projects, schemes and
programs sponsored and financed wholly or partly by the
Central government; the state governments and union
territory administrations formulate and implement welfare
service programs on their own in their respective jurisdictions.
• The state government/union territories administrations carry
out their welfare obligations and programs
• Through their Department of Social Welfare and
voluntary organizations. In most of the states there is
now either a full-time Secretary for social welfare or it is
one of the main portfolios of a secretary.
• Thus social welfare schemes are still spread over more
than one department/directorate.
• The pattern of implementation of some of the schemes,
like old age pension, widow pension, and supplementary
nutrition programs also varies from state to state.
• Though most of the states now have district social
welfare officers, there is no social welfare functionary at
block level.