Social Work Administration

Concept (Cordero,et.al,2013)

Administration (Herman Stein) – process of defining and attaining the objectives of the organization
through a system of coordination and cooperative effort.

Definition of Administration
● 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

Administration as a Method
● Determination of goals/setting of objectives
● Formulation of policies
● Creating and maintaining an organization
● Making plans
● Securing resources
● Selecting necessary technologies for operations
● Designing programs and services
● Optimizing organizational behavior
● Evaluating results for the improvement of services
● Accounting for resource utilization

Administration as a Process
● Is a continuous, dynamic process that leads to organizational growth and development
● Resources of people & materials are harnessed & coordinated
● Leadership is implicit in administration
● Coordination, cooperation & participation are means to achieve organizational goals

Social Administration
● Focuses on the policies, planning 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
*social work profession as a subsystem
 *administration in health, education &
other social development fields

Activities of Administration
● Determination of goals/objectives;
● Formulation of policies;
● Maintenance of organization;
● Formulation of plans;
● Securing of resources;
● Selection of technology;
● Design of programs and services;
● Optimization of organizational behaviour;
● Evaluation of results for improvement of services; and
● Accounting for resource utilization.

Social Worker’s 3 Distinct Capacities

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

Harrison (1987) “quality work life” requires a balance of

(1) job security
(2) fairness and adequacy of pay
(3) working conditions
(4) interpersonal relations , and
(5) meaningfulness and challenge of work.

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 – ability of individual to influence, motivate, and enable others to contribute toward the
effectiveness and successes of the organization of which they are members

Elements of Administration
a. Organization – setting up of framework or structure of the different units of the
system to carry out or perform distinct tasks
b. 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

Henry Fayol’s Principles of Management

1. DIVISION OF WORK: Work is divided among individuals and groups to ensure that effort and
attention are focused on special portions of the task. Work specialization as the best way to use
the human resources of the organization. When employees are specialized, output can increase
because they become increasingly skilled and efficient.

2. AUTHORITY: Authority and responsibility are closely related. Authority -right to give orders and
power to exact obedience. Responsibility involves being accountable.
Managers MUST KEEP IN MIND that with authority comes responsibility.

3. DISCIPLINE: Successful organization requires common effort of workers. Penalties should be

applied judiciously to encourage common effort. Discipline must be upheld in organizations.

4. UNITY OF COMMAND: Workers should receive orders from only one manager. Employees
should have only one direct supervisor.

5. UNITY OF DIRECTION: The entire organization should be moving towards a common objective
in a common direction. Teams with the same objective should be working under the direction of
one manager, using one plan to ensure that action is properly coordinated.

6. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS: The

interests of one person should not take priority over the interests of the organization as a whole

7. REMUNERATION: Many variables, such as cost of living, supply of qualified personnel, general
business conditions, and success of the business, should be considered in determining a
 worker’s rate of pay. Employee satisfaction depends on fair remuneration ,financial and
non-financial

8. CENTRALIZATION: is lowering the importance of the subordinate role. This principle refers to
how close employees are to the decision-making process. Balance is important.

9. SCALAR CHAIN: Managers in hierarchies are part of a chain like authority scale. The President
possesses the most authority; the first line supervisor the least. Lower level managers should
always keep upper level managers informed of their work activities. Employees should be aware
of where they stand in the organization's hierarchy, or chain of command.

10. ORDER: For the sake of efficiency and coordination, all materials and people related to a specific
kind of work should be treated as equally as possible. The workplace facilities must be clean, tidy
and safe for employees.

11. EQUITY: All employees should be treated as equally as possible. Managers should be fair to staff
at all times, both maintaining discipline as necessary and acting with kindness where appropriate.

12. STABILITY OF TENURE OF PERSONNEL: Retaining productive employees is a high priority of

management; minimize employee turnover.

13. INITIATIVE: is defined as new or additional work activity undertaken through self-direction.
Employees should be given the necessary level of freedom to create and carry out plans.

14. ESPIRIT DE CORPS: Management should encourage harmony and general good feelings
among employees. Organizations should strive to promote team spirit and unity.

4 Major Management Functions

1. Planning
2. Leading
3. Organizing
4. Controlling
Social Work Administration
● Method of social work concerned with the provision and distribution of societal resources to
enable clients meet their needs and fulfill their potentials
● Application of a synthesis of social work methods in administrative processes
● Addressed to specific social work tasks of defining & solving human problems and satisfying
human needs
● Use of principles & techniques of administration in general
● Use of philosophy, aims and functions of social work, methods of social diagnosis, analysis &
synthesis of individual, group or community needs and generalizations for change or
development in agency goals and functions
● Primary focus is a helping process for individuals, groups & communities
● Working with people based on knowledge and understanding of human behavior, human relations
and human organizations
● Use of social work methods in administrative process and staff relations

Dimensions of Social Work Administration

● Work assignment within the agency structure – allocation of tasks & functions
● Community in which the agency works; source of support & object of services
● Psychosocial dimension in which people release their feelings and energies; when properly
harnessed constitute human resources to achieve agency goals

Aspects of Social Work Administration

1. Functions- means to which identified social needs are met; societal action for improved/new
services needed; decision-making at every level of administration

2. Structure- organization as an element in administration; social welfare agency

3. Process- continuous, dynamic and total process of bringing together people, resources and
purposes to accomplish the agency goal of providing social services

Social Welfare Agency

● A structured framework within which the administrative tasks are carried out
● Types- governmental/public; non-governmental/private/voluntary; semi-private or
quasi-governmental
● Types based on size, geographical coverage, clientele served
● Viewed as a bureaucracy & social system
Types of Social Welfare Agencies
1. Governmental or public agencies
2. Private or voluntary agencies
3. Semi-government or quasi government organization

Government Agency
● By Constitution Mandate
● By Legislative Act
● By Executive order of the president/ presidential decrees/ letter of instruction

Private Social Welfare Agency

● Is created by a group of citizens who have decided to organize to meet the identified needs of a
community or groups of people, utilizing community resources to render social services to the
people.

Nature of Social Welfare Agencies

Rosemarie C. Sarri and Robert D. Vinter suggest that social welfare agencies “ must be viewed both
as:
● Administrative bureaucracies and
● As social systems.

Social Welfare Agency as a Social System

● A whole with each part bearing a relation to every part and all are interdependent
● A purposeful, organized interrelationships of components in which the performance of the whole
exceeds the individual outputs of all the parts
● Components: input, throughput and output
● Is an open system -influenced by its external environment- the community
● Is viewed as a system by itself & also as a sub-system; part of a multiple system: social adm.,
social welfare adm., social work administration
● Maintains a uniform & beneficial stability within & between its parts (equilibrium)

Levels in a Social Welfare Agency

1. Policy – top management/Board of Directors: policy formulation
2. Administrative/executive – Executive Director- implements policies/decisions of Board
3. Supervisory – enables workers to perform their functions
4. Direct service – provide social services
Skills: conceptual, technical & human relations
Administrative Function:
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:
❖ Policy values & objectives;
❖ Policy target group or clientele;
❖ Methods of implementation and environmental impact

Stages in Policy Formulation

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

Principles of Policy Determination

1. Policy must be based on agency purpose
2. Must be based on adequately evaluated facts & experience; participation of clientele & people
affected by policy
3. Focus and direction for the attainment of agency purpose
4. Unity and consistency between various policies & between policy & purpose
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
8. New policies should be based on evaluation of existing policies and practice
9. Thorough knowledge of policy by staff is essential
10. Policies be expressed in positive forms
11. Carrying out of policies in the spirit of their intent be by administration and staff
12. Evaluate any conflict between policy & practice
Administrative Function:
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 in Planning
❖ Goal or the what
❖ Resources, means, procedures and methods or the how
❖ People involved in achieving the goals or the who
❖ Method of evaluation and review
❖ Conditions under which the plan will be implemented

Steps in Planning and Types of Plan

Steps in planning
1. Recognition of the need for action
2. Investigation and analysis
3. Proposal for action
4. Decision
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
10. Use existing plans and resources
 11. 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

Administrative Function:
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.

Administrative Function:
Organizing
● Organizing is 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, traditions
Kinds of Formal Organizations
1. 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.
3. Line and staff organization- units have authority over their own subordinates; staff units assist,
advise, etc. for use of line executives
4. Committee type of organization- group of persons act as a body and perform functional, staff or
line duties

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

Model 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.

Kinds of Organizational Charts

● Organizational chart is a pictorial presentation of the organizational structure
1. Vertical chart- shows the position of authority at the top with the different levels in a horizontal
position and the functions running vertically
2. Horizontal chart- shows the position on the left side and presents the different levels in a vertical
position while the functions are shown horizontally
3. Circular chart- shows the position of authority from the middle of the circle and the functions flow
from the center
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
2. Unity of command- one supervisor
3. Span of control-no. of supervisees
4. Homogeneous assignment
5. Delegation of authority
6. Hierarchical or scalar principle
7. Line and staff principle
8. Division of labor
9. Short chain of command
10. Balance

Administrative Function:
Staffing
● Staffing/personnel management is the art of acquiring, developing and maintaining a
competent workforce in such a manner as to accomplish with maximum efficiency and economy
the functions and objectives of the organization
● Objectives:
1. to secure and develop adequate and efficient personnel to aid management in
accomplishing the goals;
2. to aid every personnel to develop and perform to the limit of his capacity recognizing his
interests & competency

Elements of Staffing
1. Effective recruitment, selection and hiring
2. Placement-right person for the right job
3. Orientation or induction and training
4. Promotion
 5. Transfer-horizontal or vertical movement
6. Performance appraisal/rating
7. Wage and salary administration
8. Discipline
9. Employee benefits and services
10. Turn-over, separation, retirement

Administrative Function:
Directing
● Directing is the process of implementing the total plan and bringing into being all the
necessary and available resources to achieve the objectives of the organization; issuing
instructions
● Steps in directing:
1. Setting up the major responsibilities, persons, units;
2. Placing the jobs, responsibilities and functions properly in an organizational pattern;
3. Issuing directions, special assignments and orders;
4. Controlling or directing closely by basic policies and plans

Administrative Function:
Controlling
● Controlling is the work of constraining, coordinating and regulating action in accordance
with plans for the achievement of specified objectives.
● Steps in controlling:
1. setting standards at strategic points, checking & reporting on performance;
2. getting feedback/information about the results of performance;
3. taking corrective action
● Methods:
1. Reporting;
2. Setting deadlines;
3. Inspection and prior approval of projects
Administrative Function:
Coordinating
● Coordinating is the process of interrelating the various parts of the work of an agency so
that it functions as a whole.
● Types:
1. Coordination of thought; and
2. Coordination of action
● Forms:
1. Perpendicular/vertical coordination; and
2. Horizontal/cross-coordination
● Ways for effective coordination:
1. Clear lines of authority & responsibility;
2. Periodic reports;
3. Effective communication system

Administrative Function:
Communication
● Communication is a process that transmits ideas from one person to another for use in the
performance of managerial functions.

● Components:
1. Sender,
2. Message,
3. Receiver
● Purposes:
1. Clarify what is to be done, how and by whom;
2. Reinforce identity with agency purposes;
3. Transmit problems, ideas, suggestions;
4. Report progress;
5. Promote participation and promote social interchange/provide recognition
● Patterns:
1. Formal and
2. Informal communication
Administrative Function:
Budgeting
● Budget- financial plan for an agency
● Steps in preparation:
1. developing a state-ment of goals & objectives;
2. writing a plan of action;
3. setting up a chart of accounts;
4. submission or presentation to authorities for approval or authorization;
5. execution/implementation;
6. reporting & accounting
● Factors of an ideal budget:
1. Is comprehen-sive including planned expenditures and estimated income;
2. Clear and easily under-stood;
3. Flexible;
4. Workable;
5. Accurate & realistic
● Types:
1. Program,
2. Planning,
3. Budgeting System;
4. Line budgeting;
5. Zero-based budgeting

Administrative Function:
Recording and Reporting
● Records- an account in written or other permanent form serving as a memorial or
authentic evidence of a fact or event
● Purposes: (PARTS)
1. Practice;
2. Administrative;
3. Research;
4. Teaching;
5. Supervision
● Reporting-to make or give an account of, often formally
● Purposes:
1. Upward & outward- report on progress, justification of program, plans;
2. Downward- inform workers about policies, etc.
Administrative Function:
Public Relations
● Public relations- planned and sustained effort to establish and maintain mutual
understanding between an organization and its public
● Function: promote public understanding and acceptance of an agency and its services
● Public image whether the agency is a good organization to work for or invest in; or whose
services can be given with confidence and reliability

Administrative Function:
Evaluation and Research
● Evaluation- assesses the effectiveness of an ongoing program in achieving its objectives
and aims at program’s improvement through modification of current operations.
● Types of evaluation research:
1. Program planning;
2. Program monitoring;
3. Impact assessment;
4. Project efficiency