Block 1

BSW-131
Social Welfare Administration and Social Action
Block
1
SOCIAL WELFARE ADMINISTRATION
UNIT 1
Social Welfare Administration: Concept, Nature and Scope
UNIT 2
Types and Purpose of Social Service Organizations
UNIT 3
POSDCoRBEF
Unit 4
Procedure for Establishing and Running Social Service Organization
Unit 5
Social Welfare Administration as a Method of Social Work
Expert Committee
Prof. P.K. Gandhi Dr. Ranjana Sehgal Prof. K.K.Mukhopathyaya

Jamia Millia Islamia Indore School of Social University of Delhi
New Delhi Work, Indore New Delhi
Dr. D.K. Lal Das Dr. Rama V. Baru Prof. A. A. Khan

R.M. College of Social JNU, New Delhi IGNOU, New Delhi
Work, Hyderabad
Dr. P.D.Mathew Dr. Jerry Thomas Dr. R.P. Singh

Indian Social Institute Don Bosco IGNOU, New Delhi
New Delhi Guwahati
Dr. Alex Vadakumthala Prof. Surendra Singh Dr. Richa Chaudhary

CBCI Centre, New Delhi Vice Chancellor B.R.Ambedkar College
M.G. Kashi Vidyapeeth University of Delhi
Varanasi Delhi
Prof. Gracious Thomas
IGNOU, New Delhi
Prof. A.P. Barnabas (Retd.) Prof. A.B. Bose (Retd.) Prof. Prabha Chawla
IIPA, New Delhi SOCE, IGNOU, New Delhi IGNOU, New Delhi
Expert Committee (Revised)
Prof Sushma Batra, Dr. Sangeeta Sharma Dhaor, Dr. Saumya,

Department of Social Work, Dr. Bhim Rao Ambedkar School of Social Work,
University of Delhi College, IGNOU
University of Delhi
Dr. R.R. Patil, Prof. Gracious Thomas, Dr. G. Mahesh,

Department of Social Work, School of Social Work, School of Social Work,
Jamia Millia Islamia IGNOU IGNOU
Dr. Beena Anthony Reji, Prof. Rose Nembiakkim, Dr. Sayantani Guin,
Aditi Mahavidyalaya, School of Social Work, School of Social Work,
University of Delhi IGNOU IGNOU
Course Preparation Team (Original)
Unit Writers
1. Dr. Ramesh Bharadwaj, Kurukshetra University, Kurukshetra
2. Mr. C.P. Mathew, BSSS, Bhopal
3. Mr. Joseph Varghese, IGNOU, New Delhi
4. Ms. Uma, Rajiv Gandhi Foundation, New Delhi
5. Dr. Siva Kumar, Kerala University, Thiruvanthapuram
Content Editor Language Editor Block Editor and

Prof. K.K. Jacob Dr. Gulab Jha Programme Coordinator
Udaipur P.G. College Prof. Gracious Thomas
IGNOU Noida New Delhi
Course Coordinators Unit Transformation

Prof. Gracious Thomas Mr. Joseph Varghese, Consultant
Dr. R.P. Singh IGNOU, New Delhi
Dr. Annu J. Thomas
Course Preparation Team (Revised)
Unit Writers
1. Dr. Ramesh Bharadwaj, Kurukshetra University, Kurukshetra
2. Mr. C.P. Mathew, BSSS, Bhopal
3. Mr. Joseph Varghese, IGNOU, New Delhi
4. Ms. Uma, Rajiv Gandhi Foundation, New Delhi
5. Dr. Siva Kumar, Kerala University, Thiruvanthapuram
Content Editor Course &Block Editor Programme & Course

Dr. Sonny Jose, Dr. Sayantani Guin, Coordinator
Loyola College of Social School of Social Work, Dr. Sayantani Guin,
Sciences, Kerala IGNOU School of Social Work,
IGNOU
Print Production
COURSE INTRODUCTION
Welcome to the course on, ‘Social Welfare Administration and Social Action’. There are
three blocks in this course.
Block 1 is on “Social Welfare Administration”. This block explains the what, why and
how of social work administration as a method of social work. The role of organization
in the process of development and the need for registering an organization are explained
in this block. The block also discusses the policies and processes involved in social work
administration and its importance in social work practice.
Block 2 is on “Social Action for Social Change”. In this block, the concept, scope and
principles of social action are explained. The various models of social action and their
applications in the field situation are discussed in this block. Learners will be able to
understand the features of social action in relation to social structure, social conflict,
social change, ideology and consciousness.
Block 3 is on “Basics of Legal Literacy”. This block brings in a systematic learning

about the Indian Constitution, the Indian Legal System, and a basic understanding of the
criminal procedure. The Fundamental Rights, Directive Principles of State Policy and
the structure of Indian Judiciary are explained in this block.
This course will give you a comprehensive understanding of the social welfare
administration and social action in India.
BLOCK INTRODUCTION
Block 1 is on “Social Welfare Administration”. The purpose of this block is to enable

you to understand the ‘what, why, and how’ of social work administration as a method
of social work.
There are five units in this block. Unit 1 will help you to understand the basic meaning
for social welfare administration, its concepts, nature and scope. Unit 2 will give
information pertaining to the different types of social service organizations and their
purposes and the role of organizations in the process of development. Unit 3 will
explain the basic functions of a manager in formal organization and the way those
functions are performed in the organization. Unit 4 will explain to you how a society
can be formed. It also explains the need for registering an organization and the process
involved. Further, it deals with the organizational design and structure and its
management. Unit 5 will help you to analyse the policies and processes involved in
social work administration and its importance in social work practice. It will also enable
you to draw out the implication of social work administration in various settings.
In short, the contents of this block will help you with adequate information related to
social welfare administration as a method of social work.
UNIT 1 SOCIAL WELFARE ADMINISTRATION: CONCEPT, NATURE
AND SCOPE
Contents
1.0 Objectives
1.1 Introduction
1.2 Administration
1.3 Social Administration
1.4 Definitional Issues: Social Welfare and its Related Concepts
1.5 Social Welfare Administration
1.6 Features of Social Welfare Administration
1.7 History of Social Welfare Administration in India
1.8 Nature of Social Welfare Administration
1.9 Scope of Social Welfare Administration
1.10 Social Welfare Administration as a Profession
1.11 Let Us Sum Up
1.12 Key Words
1.13 Suggested Readings
1.14 Answers to Check Your Progress
1.0 OBJECTIVES
This Unit aims at helping you to understand the concepts of administration,

social administration and social welfare administration. In the first section,
we will study about administration and social administration. In the second
section, we will study about social welfare and its related concepts. In the
third section, we will examine the meaning, features and history of social
welfare administration. In the last section, we will study the nature and scope
of social welfare administration and social welfare administration as a
profession. After going through this unit, you will be able to understand:
 the concept of administration, social administration and social welfare

and its related concept;
 meaning, features and history of social welfare administration;
 the nature of social welfare administration;
 the scope of social welfare administration;
 social welfare administration as a profession.
1.1 INTRODUCTION
In early times, social welfare functions were performed by a few individuals or

groups of individuals motivated by compassion and concern for the poor, the
needy and the destitute. These people were laymen, embodied with the qualities
of humanism and selfless service to the community. But in modern times, most
of the countries have adopted the concept of a welfare state instead of a police
state. The Encyclopedia of Social Sciences describes a welfare state as a state
which takes up the responsibility to provide a minimum standard of subsistence
to its citizens. Prof. Kentre marked that by a welfare state we mean a state
which provides extensive services to the people. Thus, in a welfare state, the
administration enters into economic, political, social and educational life of
individuals. And it provides services to individuals, right from an
individual’s birth to death. The state is to serve the old, sick, orphans, widows,
helpless, oppressed and the disabled people whenever they are in need of
services.
In the context of the present day social problems, the size of welfare services
provided by an increasingly large number of organizations make administration
very important. Social welfare services, schemes, projects and programmes,
are becoming increasingly complex. Since it is no longer accepted that any
normally intelligent person with good intentions can administer the welfare
work, a sound administration is vital. It is increasingly realized that social
welfare programmes require qualified and trained social welfare personnel to
perform social welfare functions efficiently. So it is argued that for serving
the people effectively it is necessary to professionalise, as professionalization
can increase the ability of social welfare personnel to solve the pressing
social problems confronting our society.
1.2 ADMINISTRATION
Before discussing the meaning of social welfare administration, it is

necessary to know the meaning of the term administration. Administration is a
co-operative human effort towards achieving some common goals. Thus every
group activity involves administration, whether in a family, factory, hospital,
university, or a government department. Whenever two or more people
cooperate in view of doing a thing that cannot be taken up alone, the concept of
administration appear.
The word administration has been derived from the Latin words, ‘ad’ and
‘ministrate’ which means to serve. In simple language, it means the
‘management of affairs’ or ‘looking after the people’. To administer is to
manage, direct and serve.
L.D.White (1948) views that “the art of administration is the direction,
coordination and control of many persons to achieve some purpose or
objective.”
E.A. Nigro (1951) defines “administration as the organization and use of
men and materials to accomplish a purpose.”
According to Herbert A. Simon (1960), “In its broadest sense, administration
can be defined as the activities of groups co-operative to accomplish common
goals.”
Pfiffner fines “administration as the organization and direction of human and
material resources to achieve desired ends.”
Thus, it is clear from above definitions that administration is concerned
with proper organization of men and material to achieve desired ends. It
consists of doing the work or getting the work done by others.
1.3 SOCIAL ADMINISTRATION
To achieve the aims and objectives of social welfare, the government

formulates social policies and programmes and in pursuance there often acts
social legislation, allocates financial assistance and provides organizational and
administrative linkages in the form of ministries and departments. It also
seeks the partnership of non-governmental organizations for the effective
implementation of various social welfare programmes. Administration of
all these activities being undertaken in the sphere of social services and social
welfare is considered as falling in the realm of social welfare administration.
According to Richard M. Titmus,1948, “Social administration may broadly
be defined as the study of social services whose object is the improvement of
conditions of life of the individual in the setting of family and group relations.”
D.V. Donnison (1961) defines social administration “as the study of
development, structure and practices of social services.”
According to Forder (1974) “Social administration is concerned with study of
the welfare system, and particularly the government sponsored social services”.
Thus, social administration is concerned with the study of welfare system of
government’s sponsored social services.
Check Your Progress I

Note: a) Use the space provided for your answer.
b) Check Your answer those provided at the end of this unit.
1) What is administration?
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2) Give two definitions of social administration.
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1.4 DEFINITIONAL ISSUES: SOCIAL WELFARE AND ITS

RELATED CONCEPTS
A number of terms are used in social welfare with subtle differences in their
meanings. Some of the important terms are explained as follows.
Social Service: ‘Helping the helpless’ is social service. It is service rendered to
any person on the basis of desire to serve which is inspired by the feeling of
helping others. Thus, the term ‘social service’ is used to denote help given by a
volunteer to an individual or group at the time of need or to enhance the
welfare of individual or the community through personal efforts or by collective
action. Social service does not require training in social work or skill in
professional techniques.
In the Indian context, social services are those services, which are provided on
an extensive scale to the needy population; they serve to meet the basic needs
of the people and include such services as health, education, housing, etc.
Providing drinking water during summer, helping the blind to cross a road,
rescuing people from a house under fire, donate blood, etc., are some of the
examples of social service.
Social Welfare Services: Thus, social services are the services, meant for
the normal population. Whereas, social welfare services are designed
for the weaker sections of society or services for particular groups of people.
The aim of social services, on the other hand, is to enhance human quality of
resources in general. Social welfare services are also enabling services
provided to the weaker sections of the community so as to help them to
reach the mainstream of society. Thus, both these services are
supplementary and complementary to each other.
Social Security: Social security is the security that society furnishes through
provision of appropriate services against violation of certain rights to which its
members are exposed. These risks are essentially contingencies of life which the
individuals of small means cannot effectively provide for by their own ability or
foresight alone or even with the help of their fellow human beings.
Thus, social security is an effort on the part of the state or the employer or any
other related agency, to provide an individual all possible help during
periods of physical distress or illness or injury and also at the time of
economic distress caused duet or education or loss of earning on account of
sickness, disablement, maternity, unemployment, old age or death of the
employee.
The work of social security is done through social assistance, social

insurance, health and social welfare services, etc. Thus, social security is a
wider concept of social welfare.
Social Work: ‘Help the helpless to help themselves’. Social work is a method or
process based on scientific knowledge and skill to assist the individuals, group
and communities, with the view to enhance their social functioning to grow in
accordance with their knowledge, capacities and capabilities. Therefore,
social welfare has been used as an end and social work, as a means for the
provision of social welfare.
Social Welfare: Social welfare is an organised system of social services and

institutions, designed to aid individuals and groups, to attain satisfying
standards of life and health. Social welfare therefore, aims at providing
services to weaker sections of the population who because of various
handicaps such as physical, mental, economic and social, are unable to
make use of social services provided by society or have been traditionally
deprived of these services.
According to Wayne Vasey (1958), social welfare includes two main
characteristics:
 The utilisation of welfare measures to support or strengthen the family
as a basic social institution through which needs are met; and
 The intent to strengthen the individuals’ capacity to cope with their life
situation.
The provision of social welfare includes services for children, youth, women,
aged, scheduled castes, scheduled tribes, other backward classes, minorities,
disabled, drug addicts, and economically under-privileged such as destitute
and unemployed. Social welfare programmes are, therefore, directed to
ameliorate their conditions. Therefore, it requires proper administration.
Check Your Progress II
1) Distinguish the term social welfare from social services and social work.
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1.5 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.
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 and the use of experience
in recommending modification of policy. This definition, of course,
encompasses the idea that administration is the process of transforming
policies into action programmes.
According to 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.
According to Arthur Dunham (1962), “administration is the process of
supporting or facilitating activities which are necessary and incidental to
services by a social agency. 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.
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.”
The American Council of Social Work Education in its curriculum study, has
given a comprehensive definition of social welfare administration. It states,
“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”.
Therefore, on the basis of above definitions, we find that it is a process which
includes definite knowledge, understanding, principles and ways of interaction.
Its main focus is on the suitability and accessibility of social services to the
needy. Social work enables the process of administration through guidance,
planning, stimulation, organisation, creating structure, coordinating and
research. To fulfil the well defined main objectives of administration, policies
are suitably amended; programmes are formulated and budget, finance,
personnel and selection procedures are made.
Rosemary Sarri (1971) has outlined the activities of social welfare
administration as follows:
i) Translation of social mandates into operational policies and goals to guide
organizational behaviour;
ii) Design of organizational structures and processes through which the goals can
be achieved;
iii) Securing of resources in the form of materials, staff, clients and societal
legitimating necessary for goal attainment and organizational survival;
iv) Selection and engineering of the necessary technology;
v) Optimizing organizational behavior directed towards increased
effectiveness and efficiency; and
vi) Evaluation of organizational performance to facilitate systematic and
continuous solution of problems.
1.6 FEATURES OF SOCIAL WELFARE ADMINISTRATION
Although the concept of a d m i n i s t r a t i o n i s applicable in a broader sense to

areas including social welfare, business and government, there are certain
distinctive features of social welfare administration. A summary of features
highlighting distinctiveness of social welfare administration is given below:
 It is concerned with social agencies and helps them to achieve their
objectives with in target community. It is specifically concerned
with identification of social objectives and formulation/implementation
of programmes.
 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.
 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.
 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.
 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.
 Social welfare agencies generally function in a co-operative manner and

ensure participation of all the members in administration of their
activities.
 There is a growing trend in these agencies to recruit professionally

qualified manpower. It has helped in introducing professional approach
in their functioning.
1.7 HISTORY OF SOCIAL WELFARE ADMINISTRATION IN INDIA
Mutual aid has been part of every society. The desire to help one’s fellowmen
has been in existence from time immemorial but the forms and methods of
help have been varying from society to society, depending upon the social,
economic and political factors.
Indian traditional view of social welfare is based on day a, dana,
dakshina, bhiksha, sewa, 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 up held by people individually and through
community action. All the religions enjoined upon their devotees 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, fires, droughts and other natural
calamities, etc.
From the administrative angle, in India, the reigns of king Ashoka, Harsha,
Chandra Gupta Maurya, Akbar, Sher Shah Suri and Feroze Tuglak, are the land
marks 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 that
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 Central Social Welfare Board (CSWB) in August 1953. Similarly,
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 organizations working in the field of social welfare. If
we look at the history of administrative organisation, we find that before 1964,
social welfare programmes were being managed by different ministries
such as education, home, industries, health, labour, etc. The Renuka Ray
Committee in its report submitted in1960, recommended the establishment of
the Department of Social Security. Under the Prime Minister ship of Lal
Bahadur Shastri, a Social Security Department was established and located in
th
the Ministry of Law on 14 June1964. Subjects, namely, social security, social
welfare, backward classes and khadi and handicrafts were allocated to
the Department of Social Security. In1966, 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
in1984. 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 and subsequently 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, like 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.
Besides the execution of social welfare projects, schemes and programmes
sponsored and financed wholly or partly by the Central government; the
state governments and union territory administrations formulate and implement
welfare service programmes on their own in their respective jurisdictions. The
state government/union territories administrations carry out their welfare
obligations and programmes mainly through their Department of Social Welfare
and voluntary organisations. 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
programmes 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.
Check Your Progress III

b) Check Your answer with those provided at the end of this unit.
1) What do you understand by Social Welfare Administration?
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2) Describe the features of social welfare administration.
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3) Explain the historical development of Social Welfare Administration.
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1.8 NATURE OF SOCIAL WELFARE ADMINISTRATION
The question whether social welfare administration is science or art, has

assumed much importance with passage of time. There are conflicting
views and opinions on this issue and each appears to be justified in its own way.
Social welfare lends itself to two usages. It stands for the process of
administering the social welfare programmes. It is also an area of
intellectual enquiry. The first is practice, the second is study. As a
practice social welfare administration is decidedly an art.
1.8.1 Social Welfare Administration as an Art
The following arguments have been given to support that social welfare
administration is an art.
i) It can be acquired: No doubt art is a natural gift. Music, dance, drama or
painting are the examples of this category of art. But natural gifts can find
their best expression by proper training, without which even the best artists
will die unknown. On the other hand, a carpenter making furniture out of wood
and a gold smith shaping gold ornaments are also the examples of art. It is
so because they possess the following elements:
a) personal skills;
b) practical know-how;
c) result orientation;
d) creativity; and
e) constant practice aimed at perfection.
Similarly, the art of social welfare administration can be acquired. Talented

persons become the best administrators under proper training. Thus, so far
acquisition is concerned social welfare administration is also like other arts.
ii) It is subjective in nature: A painter contributes to art by mixing colours. A
sculptor performs his/her job with the aid of chisel and hammer. A social
welfare administrator with the application of knowledge and skill can
make wonders by combining and bringing together available human and
material resources to change the very fate of the nation. Today success of
every welfare programme depends on how a social welfare administrator
performs the job.
iii) Practical application of knowledge: Art is the practical application of
systematic knowledge. It is not merely theory but putting that into practice.
Similarly, social welfare administration is not merely theory but it is
application also. And the best knowledge can be gained by practice alone.
1.8.2 Social Welfare Administration as a Science
Science is a systematic study of knowledge. Those who believe that social
welfare administration is a science, point out that there are certain specific
and clear principles on which day today administration of social welfare
programmes is being run and managed. They also argue that these
principles are based on sound and rational principles, which are also considered
universal.
The following arguments have been put forward to justify that social welfare
administration is a science:
 Application of Scientific Method: The claim of a discipline to be
called a science depends on whether the scientific method of study is
applicable to it. Social welfare administration can be called a science,
because the scientific method of study equally is applicable to it, as in
the case of other social sciences.
 Critical Examination: Critical examination and study of evidence is the
prime requisite of any scientific study. This is possible in social welfare
administration also.
 Universal Guidelines: Universal principles of social welfare
administration also provide the colouring of science. Even if we
cannot use all the guidelines in a similar manner, these guidelines
certainly helps the administrator in proper implementation of
social welfare programmes.
However, the nature of social welfare administration as a science has
been criticized on the basis of lack of experimentation, and objectivity.
Thus, it is not an exact science, but is a science in its own way. It is also an
art, because it is connected not only with formulation of general principles of
social welfare programmes but also with the actual running of the
administration of social welfare programmes.
1.9 SCOPE OF SOCIAL WELFARE ADMINISTRATION
There are broadly two views about the scope of social welfare administration.
These are:
i) The POSDCoRB view
ii) The Integral view.

The POSDCoRB View of Social Welfare Administration
This is a narrow view of social welfare administration and takes into account
mostly the execution of the government’s sponsored programmes. In other
words, this view corresponds with the managerial view. Henri Fayol, L.
Urwick, Fercey M. Ovean and Luther Gulick are advocates of this view.
According to Henry Fayol, the main categories of administration are: (i)
Organisation (ii) Command, (iii) Coordination, and (iv) Control. L. Urwick also
agrees with Fayol’s views.
P.M. Queen says that the study of administration deals with ‘men, material and
methods’. L. Gulick has given a magic formula in a word ‘POSDCoRB’
with each letter describing one technique. Gulick’s approach is ‘technique-
oriented’ rather than ‘subject-oriented’. These letters stand for:
P Planning
O Organising
S Staffing
D Directing
Co Coordinating
R Reporting
B Budgeting
Planning: Planning means working out broad outline of the things that need
to be done and the method to be adopted to accomplish the purpose set for the
enterprise.
Organisation: It is the establishment of the formal structure of authority
through which the work is sub-divided, arranged, defined and coordinated for
the defined objective.
Staffing: Staffing is the process of filling all positions in the organization
with adequate and qualified personnel. Thus, it means bringing in and training
the staff and maintenance of favourable condition of work.
Directing: It is the continuous task of making decisions and embodying them
in specific and general orders and instructions and thus guiding the enterprise.
Coordinating: It means integration of several parts into an orderly whole to
achieve the purpose of the undertaking. In other words, coordinating means
the all important duty of inter-relating the work of various divisions, sections
and other parts of the undertaking.
Reporting: It is keeping those people informed to whom the executive is
responsible about what is going on. In other words, reporting means keeping
both the supervisors and subordinates informed of what is going on and
arranging for collection of such information through inspection, research and
records.
Budgeting: It is all that goes with budgeting in the form of fiscal planning,
accounting and control.
POSDCoRB activities are common to all large scale organisations. They are
the common problems of management found in the different agencies,
regardless of the peculiar nature of the work they do. Like public
administration, social welfare administration is also an instrument with
two blades of a scissor. One blade is knowledge of the subject matter and the
other is the techniques that are applied. Both blades must be good to make it an
effective tool. Thus, the proper scope of social welfare administration should
include both the views i.e. POSDCoRB and subject matter.
The Integral View of Social Welfare Administration
Another view of the scope of social welfare administration has come into
vogue during the last few years. Due to emergence of new social problems,
the subject matter of Social Welfare Administration is expanding day by
day. The already over burdened administrative machinery of the government
itself, not being able to successfully tackle these problems, involves various
non-governmental organizations for this purpose. Therefore, this view in
corporate not only the subject matter of social welfare administration but the
implementation aspect as well, which is primarily the focus of POSDCoRB
view.
The scope of social welfare administration is quite diverse in nature. With the
emergence of new social problems of entirely different nature, anew strategy
needs to be evolved for their solution. It may require optimum utilisation of
available resources e.g. human, institutional, financial, technological etc. in a
changing context. The social welfare administration incorporates number of
factors that are significant in the entire process of successful solution of social
problems.
A brief description of these factors (D.R.Sachdeva,1992) is given below:
Contents of social welfare administration: Social welfare is concerned with–
Social Problems : Assessment of its causes, prevention and

treatment through public participation and
effective Implementation of social
legislation.
: Social services are meant for general public
Social Services
through provision of health, education, housing
etc. and make them more effective for the up
liftmen of disadvantaged and vulnerable
sections of society.
:To make and implement Effective social
Social Security
assistance and social insurance provisions. It
aims to compensate for the loss of income due to
unemployment, disability or death caused by
accident and old age through social insurance
and social assistance.
Social Policy : To make effective social policy for the

welfare of Under privileged sections of the
society, to achieve the goals of welfare state
through social action.
Interdisciplinary Nature
Social welfare administration requires the interdisciplinary knowledge and
constant interaction with other social sciences to know the human being in
totality, such as philosophy, psychology, sociology, political science and
economics to solve their problems in appropriate manner.
Administrative Structure
Social welfare administrator needs to understand the organizational and
administrative structure of social welfare programme at each and every
level of implementing organisation. Similarly, it is also important to know the
role and setup of non-governmental organizations for effectively carrying out
their functions.
Financial Administration
Since the scope of social welfare and social security is increasing day by day
and more and more people are coming under the coverage of these
programmes, the need for additional financial support increases. In order to
make out proper and effective budgeting of such programme, the
knowledge of financial administration is highly essential. Therefore,
professionals engaged in social welfare administration must be trained in
the techniques and principles of financial administration.
Human Resource Management
In order to provide effective social welfare services to the needy and suffering, it
is essential to have committed, trained and motivated social welfare
functionaries at different levels. Therefore, social welfare administration
requires proper knowledge of human resource management which
includes knowledge about recruitment policies, job classification, training and
development, staff evaluation, advancement and transfer etc. for
effective implementation of social services.
Public Relations and Participation
The social welfare administrators needs to be cognizant of the importance of

public relations with regard to both their own agency and its services, and
the community as a whole. The welfare administrators must be conversant to
utilise mass media, such as TV, radio, newspaper, brochures, books and personal
contacts, to interpret their agencies’ programmes to the public and reaching
community members. It is also required to get associated with the government
and non-governmental agencies working in the field, the people or the
beneficiaries, who seco-operation and support will add to the effective
planning, formulation and implementation of policies and programmes
intended for their welfare.
To Conduct Research and Evaluation Studies
Effective research and evaluation studies provide useful feedback on the

impact of on-going projects and about the different dimensions of existing
social problems. Research also facilitates effective planning, policy formulation
and implementation of programmes.
1.10 SOCIAL WELFARE ADMINISTRATION AS A

PROFESSION
Before answering the question whether social welfare administration is a

profession or not, one must know the essential features of a profession and
determine how far these features are found in social welfare administration. In
general, people do not raise objection when a doctor is called as medical
professional, teaching as a profession or for that matter law as profession. The
simple dictionary meaning of profession indicates one who has acquired
specialized knowledge which is used for instructing, guiding or advising others.
An operational definition of profession may be given as follows:
Profession is an occupation for which specialized knowledge, skills

and training are required and the use of these skills is not meant
for self-satisfaction but are used for larger interests of the society and
the success of these skills is measured not in terms of money alone.
Thus, all professions are occupations in the sense that they provide means of
livelihood. However, all occupations are not professions because some of
them lack certain characteristics of a profession. The various characteristics
of a profession can be mentioned as:
• Existence of an organized and systematized body of knowledge;

• Formal method of acquisition of knowledge;
• Existence of an association with professionalization as its goals;
• Formulation of ethical goals;
• Professional body; and
• Service motto.
Let us discuss the extent to which all these characteristics are found in
social welfare administration to determine whether it is a profession or not.
Existence of Knowledge
Social welfare administration has developed a distinct body of knowledge, in

response to the need for managing the emergence of complex social problems in
a better way. In India, almost all courses of social work offer a course on
social welfare administration to the students. Thus, it satisfies the
requirement of a profession in the form of existence of knowledge. However,
the social welfare administration is still evolving and new guidelines
arebeingdevelopedthoughthisdoesnotaffectitsstatusasbeingaprofession.
Acquisition of Knowledge
An individual can enter a profession only after acquiring knowledge and

require skills through formal training. For example, only the formally
trained persons can enter the professions of law, engineering or medicine.
Thus, social welfare administration may be called a profession because
schools of social work and schools of public administration provide
training in this discipline.
Professional Association
An occupation which claims to be a profession should have an association. Such

are preventative body of professionals regulate and develop the profession’s
activities. The professional associations may also prescribe the standards for
individuals who want to enter the profession. But we are still struggling for an
apex body which would regulate the terms and conditions for Social Welfare
Administration like Bar Council of India etc.
Ethical Code
Every profession has a code of ethics. Codes provide proper guidance when the
situation at hand is a choice between a good and a bad decision. Thus, code of
ethics serves several functions for a profession, including guiding, decision
making, assessing competence, regulating behavior and evaluating the
profession. In social welfare administration, the code of ethics provides a
guide for professional roles and relationships at various levels of responsibility
in relation to clients, colleagues, employers, employing organizations and the
society. Therefore, the social welfare administration is a profession and its code
of ethics is based on the fundamental values of the social work profession that
includes the worth, dignity and uniqueness of all persons as well as their
rights and opportunities.
Service Motto
In modern times, all human activities are concerned with money. But in a
profession, an effort is made to see that service motto should prevail over
monetary considerations. Professionals should keep social interest in their
mind while charging fees for their professional services. For example, a
doctor helps the patient, not only to charge fee, but also to serve humanity in
the process. A lawyer helps the client, not to charge the fee only but to
provide justice to the client. Similarly, a social welfare administrator
administers the social welfare programmes, not only for money and personal
satisfaction but use his/her knowledge and skills to serve the larger interest
of the society.
Thus, on the basis of the above discussion, it can be said summarized that
social welfare administration is yet to achieve the status of a profession. To
become an independent profession, it requires to attain social sanction,
professional commitment, governmental approval, a professional association
to regulate the profession and involvement of trained personnel in the field of
welfare administration, instead of bureaucrats.
Check Your Progress IV

1) ‘Social Welfare Administration is a Science’. Comment.
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2) Describe the scope of Social Welfare Administration.
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3) ‘Social Welfare Administration is a Profession’. Comment.
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1.11 LET US SUM UP
This unit has been designed to provide a basic understanding of social

welfare administration: concept, nature and scope. We have presented a
number of definitions of administration, social administration, social
welfare and its related concepts for basic understanding. We have analysed the
meaning and features of social welfare administration. We have discussed
nature and scope of social welfare administration in a comprehensive
manner and examined whether social welfare administration is a profession or
not? We have also examined the need of professionals/trained administrators in
the implementation of social welfare programmes
1.12 KEY WORDS
Administration : The word administration has been derived

from the latin word ‘ad’ and ‘ministrate’
which means to serve.
Social Administration : Social administration is the study of

development, structure and practices of
Social services.
Social Service : The term ‘social service’ is used to denote

help given by a volunteer to an individual
or group at the time of need. In simple
words ‘helping the helpless’ is social
service.
Social services : Social services are services which the

society provides to its members for the
protection and development of human
resources.
Social Security : Social security is a programme of social

protection provided by society against the
contingencies of modern life like sickness,
unemployment, old age, dependency, and
industrial accidents against which the
individuals cannot be expected to protect
themselves and their families by their own
ability or foresight.
Social Work : “Social Work is a welfare activity based

on humanitarian philosophy, scientific
knowledge and technical skills of helping
and technical skills of helping individuals
or groups or community to live rich and
full of life.”
Social Welfare : Social welfare is an organized system of

Social services and institutions, designed
to aid individuals and groups to attain
satisfying standards of life and health.
Social Welfare : Social welfare administration is the

Administration process of transforming social policy
into social services and the use of
experience in recommending
modifications to policy.
1.13 SUGGESTED READINGS
Devi, Rameshwari and Parkash Ravi (1998), “Social Work and Social Welfare
Administration, Methods and Practices”, Vol. I, Mangal Deep Publications,
Jaipur.
Skidmore, Rex A. (1983), “Social Welfare Administration: Dynamic
Management and Human Relations”, Prentice HallInc. London.
Schatz, Harry A. ed. (1970), “Social Work Administration: A Resource Book.”
Council on Social Work Education, New York.
Slavin, Simon ed. (1978), “Social Administration: The Management of the
Social Services”, The Heworth Press and Council on Social Work Education.
1.14 ANSWERS TO CHECK YOUR PROGRESS
1) Administration is a co-operative human effort towards achieving some common
goals. Pfiffner defines administration as the organization and direction of human
and material resources to achieve desired ends.
2) Donnison (1961) defines social administration “as the study of development,
structure and practice of social services.”
3) Folder (1974) defines “Social administration is concerned with the study of the
welfare system, and particularly the government sponsored social services.
1) See Section II for answer.
1) Social Welfare administration is a process through which social policy is
transformed into social services and the use of experiences in recommending
modification to policy.
2) See Section III for answer
3) See Section III for answer
1) Science is the systematic study of knowledge. The claim of a discipline to be
called a science depends on whether the study has a scientific method, critical
examination/verification and having universal guidelines or not. As the social
welfare administration fulfills these three requirements, it can be called a science.
2) See Section-IV for answer
3) A profession is a vocation which needs formal education and training and
follows certain professional code of conduct. Thus, profession lays emphasis on
the following:
i) It needs specialized knowledge.
ii) It needs formal education and training.
iii) It is based on moral and ethical code of conduct.
iv) There should be service motto rather than monetary consideration
iv) Social welfare administration is still struggling to attain all these
features of profession. Thus, we can call it as an acquiring profession.
UNIT 2 TYPES AND PURPOSE OF SOCIAL SERVICE
ORGANISATIONS
Contents
2.0 Objectives
2.1 Introduction
2.2 Formal and Informal Organisations
2.3 Structured and Unstructured Organisatins
2.4 Governmental and Non-Governmental Organisation
2.5 Bilateral and International Agencies
2.6 Donor Agencies
2.7 United Nations
2.8 Charitable Organisation
2.9 Societies and Trusts
2.10 Let Us Sum Up
2.11 Key Words
2.0 OBJECTIVES
This unit aims to give you detailed information about different types of
Social Services Organisations and their purpose. After studying this unit,
you be able to:
 understand various Social Service Organisations, their nature;
significance and functioning at the National and International levels;
 study the role of these organizations in the process of development;
 know about the strategy and approach of social service organizations;
and
 recognize and use the specialized terms commonly used in social
welfare organizations.
2.1 INTRODUCTION
A ‘Service’ is termed as ‘Social’ if its aim is the enhancement of the welfare
of the individual or the community either through personal effort or by
collective action. Social Services are, therefore, conceived as organised
philanthropic actions to promote human welfare. However, social services
are interpreted differently indifferent countries. It is restricted to relief services
only among the European countries, whereas in Great Britain and Common
wealth Countries it has a wider meaning and includes health, education, housing,
welfare etc. In India, Social Services are generally understood as those
activities which are meant for furthering the people’s welfare and these include
education, public health activities, social security measures, social insurance,
social assistance, child welfare, corrections, mental hygiene, recreation, labour
protection, housing, etc.
We have had social welfare programmes, social service organisations, social
reformers and workers for the cause of social welfare in India from the earliest
times. Right through the centuries, commencing with the reign of King
Ashoka or going back even to the days of Buddha, there have been many
rulers and many among the common people of India who trod the path of
Service to their fellow beings and adopted it as a life mission. Mahatma
Gandhi’s work in this sphere constitutes a continuance in the present
century of the National tradition. The ideal of social welfare is thus not new to
us; it is an integral part of our national character and history.
Social welfare organisations play a vital role in rendering Social Services
in every country, especially in developing and underdeveloped countries. In
this unit, we are discussing about various types of Social Service Organisations
and their purposes.
2.2 FORMAL AND INFORMAL ORGANISATIONS
Formal Organisations refer to a structure of well-defined jobs, each bearing a
definite measure of authority, responsibility and accountability. Formal
Organisation lays down the pattern of relationship between individuals and the
rules and regulations, which guide the behavior of individuals.
Informal Organisation is an outcome of social interaction between
individuals in a formal organisation. Whenever people work together, they
evolve informal groups bound together by common, social and technological
interests. Such groups constitute informal organisation. Informal organisation
represents relationships between individuals in the organization based on
interest, personal attitudes, emotions, prejudices, likes, dislikes, physical
location, similarity of work etc,. These relations are not developed according to
the procedures, rules and regulations laid down in the formal
organizational structure.
Informal Organisation comes into existence because of the limitations of the
Formal Organisation. It represents “natural grouping of people at work”. The
birth of small groups in an organization is a natural phenomenon. These groups
may also overlap because an individual may be a member of more than one
informal groups. In many cases, informal groups come into being to support
and supplement the formal organisation.
Now we can see the differences of formal and informal organization with the
help of a table given below:
Sl.No. Formal Informal

Organisation Organisation
1. It is created to achieve It has no predetermined

predetermined objectives. objectives.
2. There is an official Its structure is based on
hierarchy relationship. human emotions
It refers to the And sentiments. It to the
Structure of well-defined refers
authority and Personal relationships,
responsibility which develop
relationships. automatically when
people work together.
3. Formal relations are well Informal relations are
planned and are created unplanned and they
deliberately. Originate automatically.
4. Formal Organisations Informal Organisation

follow the official chain does not have a fixed
of command, which can’t chain of command. It is
be changed. based on the
Communication has to Sentiments of the
flow through formal members. There is no
channel. fixed pattern of
communication.
5. Formal Organisation is Informal Organisation
usually stable. does not last long.
A formal organization has the following charactericts:

Planning
 Working out a broad outline regarding what needs to be done and the
methods for doing them to accomplish the purpose.
Organising
 Establishment of the formal structure of authority through which work
subdivisions are arranged, defined, and co-ordinated for the defined
objective
Staffing
 The whole personnel function of bringing in and training the staff.

Directing
 The task of making decisions and embodying them in specific and

general orders and instructions and serving as the leader of the
organisation.
Co-ordinating
 Major function of inter-relating the various parts of work.

Reporting
 Keeping those in responsible positions informed as to what is going on.
Budgeting
 All that goes with budgeting in the form off is cal planning, accounting
and control.
The Informal Organisation is:
 Customary and not enacted.
 No written regulations.
 Not portrayed in organizational charts.
It must be noted that informal organisation is based on formal structure and
cannot exist without it. The informal organization allows an organization a
measure of flexibility, which Is a functional necessity. However, greatest
weakness of the informal organization is its instability; its changeability
and its unpredictability.

b) Check your answer with those provided at the end of this unit.
1) Explain the concept of Formal and Informal Organisations.
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2) List the chief functions of a Formal Organisation.
i) …………………. ii) ………………….. iii) ……………………
iv) ………………… v) …………………….. vi)…………………..
vii) …………………..
2.3 STRUCTURED AND UNSTRUCTURED ORGANISATIONS
We are aware that “an organisation is a group of people who are co-operating
under the direction of a leader for the accomplishment of a common end
(Ralph. C. Davis). The need for an organisation arises when two or more
persons unite together to achieve some common objectives.
Organisation is one of the basic functions of management. Its importance
lies in the systematically evolved pattern of relationships designed to set in
motion the process of managerial functions. Structured organizations are
those organisations, which are formed, and functioning with a clear
structure or frame work of relationship. As structure, organization is a
network of internal authority, responsibility, and relationships. It is the
framework of relationships of persons, operating at various levels, to accomplish
common objectives. Thus, a Structured Organisation has got three major
elements:
 Formal Structure
 Definite Authority
 Clear Responsibility
When we think about structured and unstructured organization in a social work

context, there are a lot of organizations falling under these categories. All
these organizations have a clear structural frame work, be it a formal or
informal organisation. For example—registered social service organisations,
social welfare departments, co-operative societies etc.
On the other hand, unstructured organisation do not have a clear structure

or frame work and may not be long-lasting. Committee Organisation,
Community Organisation, Social Action are some of the examples of
unstructured organisations. They may be formed as per the requirement or
purpose in order to achieve certain limited goals and objectives. These
organizations are not formed for a short duration.
2.4 GOVERNMENTAL AND NON-GOVERNMENTAL

ORGANISATIONS
Local, State and Central Level Organisations
The structure of welfare organizations differs in agencies which are
established under public sector from those which are of voluntary or private
sector. Public or Government agencies are based upon a law or order,
administered within the frame work of local, state and central
governments and financed by the Government. Private Agencies or Non-
Governmental Organisations are established by individuals or
philanthropic, religious, fraternal or humanitarian groups; their management is
vested with aboard of directors. These organizations are supported mainly by
contributions, donations, endowments or trust funds.
Public Social Service Agencies (Government Organisations)
Our country has a long tradition of Social Service. Our sovereign and
democratic republic stands committed to ensure social, economic and
political justice to the people and usher in a welfare state. After
independence, the concept of social justice became part and parcel of our
constitution and is reflected not only in the preamble, but also in the directive
principles of the state policy.
Social Welfare is defined as those services which are designed for those
weaker and vulnerable sections of community who due to some hardship—
social, economic, political, mental—are unable to make use of or are
traditionally denied the use of these services. The scope of social welfare
encompasses services relating to women, children, youth, aged, the
handicapped, scheduled castes and scheduled tribes, community welfare service,
social defense, social welfare measures and social welfare services for other
weaker sections of society.
Before discussing about the administrative structures for social welfare and the
three tiers of our federal polity, let us have a look at the Non-Governmental
Organisation.
Non-Government Organisations (Voluntary Organisations)
State is not the only association working in the society; there are a large
number of voluntary associations (NGOs) which perform varied functions
for the welfare, integration and solidarity of the society.
The term “Voluntarism” is derived from the Latin word “Voluntas” which
means “will” of “freedom”. Political scientists defined “freedom of
association” as a recognized legal right on the part of all persons to come
together for the promotion of a purpose in which they are interested.
Article19 (1) C of the Constitution of India confers on the Indian Citizens
the right “to form associations”. In the U.N. Terminology, voluntary
organizations are called non-government organizations (NGOs).
Definitions of Voluntary Organisations
According to Lord Beveridge, “A Voluntary organisation, properly
speaking, is an organization which whether its workers are paid or unpaid, is
initiated and governed by its own members without external control.”
Main Characteristics of Non-Government/Voluntary Organisations
i) It is registered under the societies Registrations Act, 1860, the Indian Trusts
Act,1882,The Cooperative Societies Act, 1904 or Sec. 25 of the
Companies Act, 1956, depending up on the nature and scope of its activities to
give it a legal status.
ii) It has definite aims and objectives, and programmes for their fulfillment.
iii) It has an administrative structure and duly constituted management and
executive committees.
iv) It is an organization initiated and governed by its own members on democratic
principles without any external control.
v) It raises funds for its activities partly from the exchequer in the form of grants-
in-id and partly in the form of contributions or subscriptions from members of
the local community and/or the beneficiaries of the programme.
Structure of Non-Government Organisations General Body
(General Membership)
Executive Counsel/Managing Committee/Governing Body
Office Bearers
(President, Vice President, General Secretary, Joint Secretary,

Assistant Secretary, Treasurer)
Paid Staff/Volunteers
Social Workers
Functions of Voluntary Organisations
In a democratic, socialistic and welfare society, voluntary/Non-
Governmental Organisations play a very important role. They perform a
number of functions for the development of the country. We can discuss
some of these functions.
i) Human beings by nature are gregarious. The urge to act in groups is
fundamental in them. People therefore form groups and associations
voluntarily for their benefit as also of others with a view to lead a full and
richer life. This phenomenon is reflected in voluntary associations which are
formed for promotion of recreational and cultural activities, social services,
professional interest etc.
ii) A pluralistic society with a democratic system requires a multitude fin
dependent, non-government organizations to serve as a buffer between the
individual and the state and thus preventing the government from
developing monopoly in various fields.
iii) Organised voluntary action helps groups and individuals with diverse
political and other interests, contributes to strengthening the feeling of
national solidarity and promotes participative democracy.
iv) The state does not have the requisite financial resources and manpower to meet
all the needs of its citizens. The non-government organizations by raising
additional resources locally can meet uncovered needs and enrich local life.
In sum, “Non-Governmental Organisations” give concrete expression to
the fundamental rights such as freedom of association and expression and by
identifying the needs of individuals, groups and
communities, initiate projects and programmes to meet their needs. The NGOs
also aim at sharing the responsibility of the state in providing minimum
needs of the citizen, covering the areas of uncovered and unmet needs,
preventing the monopolistic tendencies of the governments, and educating
citizen about their rights and obligations. They further aim at raising resources
through contributions and donations and organise activities of non-part
is an and non-political nature for the well being of the society.
Local State and Central Level Organisations
Local Level: Social Welfare by Rural and Urban Local Authorities
Rural local authorities comprise the Panchayati Raj Institutions, which were
introduced for local governance in the rural areas of the country. The three
tier system of Panchayati Raj consisting of Gram Panchayat, Panchayat Samiti
and Zilla Panchayat are responsible to undertake the welfare activities for
their respective areas. In fact, Panchayat Raj bodies are very much involved
in implementing and administering the welfare programme assigned to them.
The urban local authorities consisting of municipal corporations, municipal

committees, and notified are a committees created by the Acts of the concerned
State legislature and are assigned obligatory and discretionary functions in
the field of social welfare. For instance, Section 43 of Delhi Municipal
CorporationAct,1957 makes it incumbent on the Corporation to make
adequate provisions for construction and maintenance of drainage works, public
latrines and urinals, water supply, pollution control, checking of dangerous
diseases, provision of transport facilities, provision of medical relief and
establishment of maternity and child welfare centers, lighting, naming and
numbering of life and property in case of fire and the like and soon.
The concept of democratic decentralization has got much importance in the field
of development. The aspect of welfare has come to be understood as the
primary responsibility of the individuals. Therefore, through people’s
participations and decentralization of power, the government is trying to
achieve the goal of total development. Besides Government efforts, there are a
number of NGOs working at the local level with more flexibility and
proximity.
State Level Organisation
The State Governments and Union Territory Administrations formulate
and implement various kinds of welfare services programmes on their own in
their respective jurisdictions for the benefit of the socially and
economically weaker sections of the society.
The State Government/Union Territories Administrations carry out their
welfare obligations and programmes mainly through their departments of
social welfare and voluntary organisations. At the state level, the in charge of
the Department of Social Welfare is the Welfare Minister and secretary to
government is the administrative head of the department.
The secretariat helps, guides and advises the Minister in the formulation of
policies of the department, in getting the legislation passed by the state
legislature, and supervises the execution of the policies, schemes, projects and
programmers under taken by the Directorate.
The Directorate is headed by a Director who is assisted by Additional
Director, Joint Director, Deputy Directors, Administrative officer and
supporting staff.
In the field, the Divisional and District Social Welfare Officers function at the
district level and execute the various welfare programmes in their respective
jurisdictions.
The administrative and staffing pattern at all the stages is more or less the same
and so are the kinds of welfare services provided in each state except for
some minor variations.
The functions of the State Social Welfare Boards are as follows:
i) To promote the growth of voluntary social welfare agencies, with special
reference to development of welfare service in areas uncovered at present.
ii) To administer the grant-in-aid programme.
a) on behalf of the Central Social Welfare Board for development
and capital grants and
b) on behalf of the State Governments for maintenance grants.
iii) To assist the Central Social Welfare Board in the provision of a field
counseling service for aided agencies.
iv) To administer the programmes of rural welfare projects.
v) To simulate effective co-ordination among voluntary welfare agencies at the
States and local levels and
vi) To assist the Central Social Welfare Board and State Government in the
further development of welfare services.
Central Level Organisation (Union Level)
At the central level, although the responsibility of formulating overall policy and
planning of social welfare programmes rests with the new department of social
welfare, the initiation and execution of certain welfare service and stimulating
the effective co-ordination among voluntary welfare agencies (especially at the
National Level) will rest with the Central Social Welfare Board.
Central Social Welfare Board

The important landmark in the history of voluntary social welfare was created
in 1953, with the provision of Rs.4 crore for the social welfare sector in the
first five year plan.
The question before the planners then was whether this amount should be
utilized through government machinery or by voluntary agencies, as at that
time there was no independent department of social welfare either at the center
or in the state. Under the leadership of Pandit Jawaharlal Lal Nehru, it was
decided that social welfare needed a special kind of machinery, that
had elements of flexibility, dedications and nearness to people. It was
then felt that it should be handled not by the government machinery but by the
voluntary workers who had dedicated their service to the needy.
Accordingly, an autonomous Board was created which was charged with the
responsibility of preparing plans and schemes to be funded from out of the
provision made in the first five year plan. An outstanding social worker,
Dr. (Mrs.) Durgabai Desmukh, was made the Chairperson of the Central
Social Welfare Board.
The main function of the Board was to give grants-in-aid and technical guidance
to voluntary organizations engaged in different types of social welfare activities.
One of the functions of the board was also to create organisations in the areas
where these did not exist. It was found that in slums and in the rural
areas, there were no services for women and pre-school children. The Board
accordingly launched a scheme named the family and child welfare projects.
The present integrated child development services (ICDS) programme is really
the outcome of these efforts.
Central Social Welfare Board was setup on there commendations of the
Planning Commission as a semi-autonomous body, but the power of the
administration was vested in the ministry of education. It was registered as a
st
company from 1 April 1969 under section 25 of the Indian Companies Act,
1956 in order to have greater autonomy and flexibility.
Objectives of the Board
• Foster the healthy growth of voluntary social service agencies.
• To assist voluntary welfare programmes for the specific groups of persons,
women, children and the handicapped.
• Toco-ordinatethewelfareschemesofvariouscentralandstateGovernment.
• To develop new programmes of welfare and organize pilot projects.
1) What is Non Governmental Organisation? Discuss its nature and functioning.
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2) Explain the nature of Central Social Welfare Board in India.
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2.5 BILATERAL AND INTERNATIONAL AGENCIES BILATERAL

AGENCIES
The word bilateral means, “Agreement made between two countries”. In this
agreement, two countries make agreement to have duty free entry of donated
supplies for relief and rehabilitation of the poor and the needy without
discrimination of caste, creed or race. Under these agreements,
commodities like food grains, milk powder, cheese, processed food stuff,
drugs, medicines, multivitamin tablets, hospital equipment, and supplies like
ambulances, mobile dispensaries, agricultural implements etc., are received by
approved organisations, from approved organisations, located in respective
countries. Government of India encourages such assistance. The Ministry of
Social Justice and Empowerment operates the bilateral agreements on gift
deliveries entered in to by the Government of India with the Governments of
Federal Republic of Germany, Sweden, Switzerland, United Kingdom and
United States of America.
The Food Corporation of India is entrusted with the responsibility of handling
the port operations work in respect of gift consignments, coming under the
agreements on payment for the services at approved rates. The expenditure on
handling clearance and in land transportation of gift deliveries to the approved
consignees’ destination is borne by the Ministry as per terms of the
Agreement.
International Agencies
Though the well being of the people is the concern of the state, it cannot be
fulfilled due to the lack of financial resources, manpower, and other resources.
Therefore, the State depends upon the help and support of other nations and
countries to ameliorate the lot of its poor and needy. It is upon this
recognition that the International co-operation in social welfare is needed in
order to secure social and economic welfare of human beings everywhere.
International social welfare organisations can be classified into five groups:
i) Government Agencies of International character,
e.g. United Nations, World Health Organisation, International Labour
Organisation, etc.
ii) Private International Organisation, e.g. The International Conference of
Social Work, World Federation of Mental Health, The International Union for
the Child Welfare.
iii) Private International Organisations having autonomous organizations in
each country, e.g. International Red Cross, the YMCA and YWCA.
iv) National Government Agencies extending their help to other countries, e.g. The
United States Technical Co-operation programme popularly known as point 4
Programme.
v) National Private Agencies extending their social service to other countries, e.g.
The Ford Foundation and the Rockefeller Foundations in India.
International Agencies in India
Among the International agencies which first organized their activities in India
include the Red Cross, the YMCA and the YWCA. These organizations are now
working in India through their national organisations, which are autonomous
in all respects. After World War I, the League of Nations initiated certain
International organisations, which in due course began to work in India.
Among these, the most important was the International Labour
Organisation. Then came, after the end of the World War II, the United Nations
Economic and Social Council, the UNICEF, The WHO, and the FAO. Among
other agencies, which have recently established their regional offices in India,
are the International Conference of Social Work and the International
Union for Child Welfare.
In addition to the agencies mentioned above, the names of some more
International Organisations may be added:
• Action for Food Production (AFPRO)
• Co-operative for American Relief Everywhere (CARE)
• Catholic Relief Services (CRS)
• Indo-German Social Service Society (IGSSS)
• International Association of Lion’s Club
• Rotary International
• Salvation Army etc.
2.6 DONOR AGENCIES
One of the major activities of any Non-Governmental Organisation is mobilizing

financial support. Several National and International organizations provide
funds to the social service organisations. Such agencies are known as Donor
agencies. They give support to the social service activities based on the
project proposals, submitted by the Organisation. Generally, donor
agencies provide funds and other services to the registered organizations for
their various social welfare activities for the needy and marginalized. The
amount of their support varies from project to project according to the
requirements or the gravity of the problems. The donor agencies mainly raise
funds from citizens the Government. Some of the Donor agencies are:
• Cord aid, Germany
• Church Auxiliary for Social Action (CASA)
• Danish International Development Agency (DANIDA)
• Christian Children’s Fund
• World Vision
• Co-operative for American Relief Everywhere (CARE)
• Catholic Relief Services (CRS)
• Indo-German Social Service Society (IGSSS)
• Caritas India etc.
2.7 UNITED NATIONS
The United Nations has set up various organizations for groups needing special
help. Their contributions to international welfare may be discussed as follows:
United Nations Children’s Fund (UNICEF)
The United Nations Children’s Fund (UNICEF) was established by the General
th
Assembly on 11 December 1946. Its purpose is to help developing countries
improve the condition of their children and youth. UNICEF assists in health,
nutrition, social welfare, education, and vocational training. It also helps
Governments to assess the important needs of their children and plan
comprehensive programme to meet them. A large part of UNICEF aid is in the
form of providing equipment, drugs, well-drilling rigs, school garden
supplies, prototype equipment for day care centers and equipment for the
production of the text books. UNICEF was awarded the Nobel Peace Prize in 1965
and the Indira Peace Prize in 1989.
Office of the United Nations High Commissioner for Refugees
The office of the United Nations High Commissioner for Refugees (UNHCR)
was established on1st January1951. It provides legal protection and material
assistance for the refugees at the request of a Government. UNHCR’s
headquarters is in Geneva. There are 40 Field Offices. UNHCR was awarded
the Nobel Prize in 1954.
There are several other U.N bodies working for social welfare. Some of
these organizations are:
• United Nations Center for Regional Development.
• United Nations Development Programme.
• United National Educational, Scientific and Cultural Organisation.
• United Nations Environment Programme.
• United Nations Institute for Training and Research.
• United Nations Research Institute for Social Development etc.
2.8 CHARITABLE ORGANISATIONS
Charitable Organisations are those organizations established to help the
poor or needy people. These organizations are mainly formed to serve the needy
through a charitable approach. The Missionaries of Charity (MC) is one
example of such charitable organisations. Most of its workers are fully dedicated
to service and they serve without expecting anything back. These institutions
provide institutional care to the poor and neglected. They also provide food,
clothing, medical treatment etc. for needy people. At present, charity approach
has transformed into strength based and empowerment based approach.
The Charitable Organisations are registered under the Charitable Endowment

Act-1890. Section 2 of the Charitable Endowment Act defines ‘charitable
purpose’ as including general relief to the poor, education, medical relief
and the advancement of any other object of general public utility.
2.9 SOCIETIES AND TRUSTS
The Voluntary Organisation can be registered under the Societies Registration

Act – 1860, Indian Trusts Act–1882 or under Section 25 of the Indian Companies
Act–1956. Most of the Non-Governmental Organisations are registered
under Societies Registration Act.
Societies are formed with some deliberate intention following some system
in their day-to-day affairs as well as rules for their governing and
proceedings. The following activities should be handled properly, since it is vital
for better function of any organization:
• Primary study on the attainability of the objectives stated by the organisation.

• Recruitment of manpower, right people for the right job, to attain the
organizational goals.
• Drafting of a constitution, which consists of memorandum of association

and rules and regulations.
• Making sure of the registration of the society by appropriate legal authority.

Memorandum of Association and rules and regulations are two important parts
of a society’s constitution. While memorandum of association defines the
object of the Organisation recognized and approved by the Registrar, rules and
regulations define the internal management principles, which is binding on
the members. Societies are more democratic in their set up. Usually,
elections are conducted to elect the managing committee. In some cases, founder
members may be permitted to remain life members of the managing
committee.
Trust
Welfare programmes are also run by charitable trusts. The Indian Trusts Act–
1882 provides room for registering and running Public, Private, Religious
and Charitable Trusts. A Trust is an obligation annexed to the ownership of
property and a rising out of a confidence reposed in and accepted by the trustee
(s), for the benefit of another and the owner. The following are the objects of a
charitable trust:
• Trusts for the relief of Poverty
• Trusts for the advancement of Education
• Trusts for the advancement of religion and
• Trusts for other purposes beneficial to the community. (Not falling under
any other three heads, e.g. renovation of roads, supply of water, repairing of
bridges, etc.)

1) Classify International Social Welfare Organizations.
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2) Enumerate some of the International Organisations and UN bodies working in the
field of Social Welfare.
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2.10 LET US SUM UP
Social welfare organizations play a vital role in rendering social services in

every country, especially in developing and under developed countries. In this
unit, we discussed about various types of Social Service Organisations and
their purposes.
We are aware that “an organisation is a group of people who are co-operating
under the direction of leadership for the accomplishment of a common end”.
The need for an organization arises when two or more persons unite together to
achieve some common objectives.
Organisation is one of the basic functions of management. Its importance
lies in the systematically evolved pattern of relationships designed to set in
motion the process of managerial functions.
The Central Social Welfare Board in India was registered as a company on
st
1 April 1969 under section 25 of the Indian Companies Act, 1956 in order to
have greater autonomy and flexibility.
There are few Bilateral Organisations working in the field of social welfare.
The word bilateral means, “Agreement made between two countries”. Countries
make agreement with another country to have duty free entry of donated
supplies for relief and rehabilitation of the poor and the needy without
discrimination of caste, creed or race. Under these agreements, commodities like
food grains, milk powder, cheese, processed food stuff, drugs, medicines, multi
vitamin tablets, hospital equipment, and supplies like ambulances, mobile
dispensaries, agricultural implements, etc., are received by approved
organisations, from approved organisations, located in the countries.
International co-operation in social welfare is needed in order to secure social
and economic security of human beings everywhere which are
indispensable for securing world peace and stability.
One of the major activities of any social service organization is mobilizing
financial support for its activities. A number of National and International
organizations are providing funds to the social service organisations. Such
agencies are known as Donor agencies. They give support to the social service
activities on the basis of the project proposals, submitted by the
organisation. Generally, donor agencies provide funds and other services to
the registered organisations for their various social welfare activities taken up
for the needy and marginalized.
The United Nations has also set up various organizations for groups needing
special help.
2.11 KEY WORDS
Organisation: An organization is a group of people who are co-operating

under the direction of a leader for the accomplishment of a common end.
The need for an organization arises when two or more persons unite
together to achieve some common objectives.
Formal Organisation: It refers to a structure of well-defined jobs, each
bearing a definite measure of authority, responsibility and accountability.
Informal Organisation: It is an outcome of social interaction between
individuals in a formal organization. Whenever people work together,
they evolve informal groups bound together by common, social,
technological and work interests. Such groups constitute informal
organization.
Voluntary Organisation: A voluntary organizations, properly speaking,
is an organization,which is initiated and governed by its own members
without external control, which whether its workers are paid or unpaid.
Bilateral Agencies: The word bilateral means, “agreement made
between two countries”. In these agencies, countries make agreement
with another country to have duty free entry of donated supplies for relief
and rehabilitation of the poor and the needy without discrimination of
caste, creed or race.
Donor Agencies: One of the major activities of any social service
organization is mobilizing financial support for its activities. A number
of National and International organisations are providing funds to the
social service organizations. Such agencies are known as Donor agencies.
Charitable Organisations: They are those organizations established for
helping the poor or needy people. These organizations are mainly
founded to serve the needy through a charitable approach.
Societies: Societies are formed with a deliberate intention following
some system in their day-to-day affairs as well as rules for their
governing.
Trust: A Trust is an obligation annexed to the ownership of property
and arising out of a confidence reposed in and accepted by the trustee(s),
for the benefit of another and the owner.
2.12 REFERENCES
Avasti & Maheswari, Public Administration, Lakshmi Narayan Agrawal, Agra.

S.L. Goel and R.K. Jain, Social Welfare Administration, Vol. II, Deep and Deep
Publication, New Delhi.

1) Organisations are of two types: Formal and Informal
Formal Organisations: It refers to a structure of well-defined jobs, each
bearing a definite measure of authority, responsibility and accountability. The
Formal Organisation lays down the pattern of relationship between individuals
and the rules and regulations, which guide the behavior of individuals.
Informal organisation: It is an outcome of social interaction between
individuals in a formal organization. Whenever people work together, they
evolve informal groups bound together by common, social, technological and
work related interests. Such groups constitute informal organization. Informal
organization represents relationships between individual in the organization
based on interest, personal attitudes, emotions, prejudices, likes dislikes, physical
location, similarity or work, etc. These relations are not developed according to
the procedures, rules and regulations laid down in the formal organizations.
Whereas informal organization comes into existence because of the limitations of
the formal organization. It represents “a natural grouping of people at work”.
The birth of small groups in an organization is a natural phenomenon. These
groups may also overlap because an individual may be a member of more than
one informal group. In many cases, informal groups come in to being to support
and supplement the formal organization.
2) Functions of formal organization
i) Planning
ii) Organising
iii) Staffing
iv) Directing
v) Co-ordinating
vi) Reporting
vii) Budgeting
1) In the UN terminology, voluntary organizations are called non-government
organisations (NGOs). The term “Voluntarism” is derived from the Latin word
“Voluntas” which means “will” of “freedom.” Political scientists defined
“freedom of association” as a recognized legal right on the part of all persons to
come together for the promotion of a purpose in which they are interested.
Article 19(1) C of the Constitution of India confers on the Indian Citizens the
right “to form associations”. According to Lord Beveridge, “A Voluntary
organization, properly speaking, is an organization which whether its workers are
paid or unpaid, is initiated and governed by its own members without external
control.
Some of the features of the functioning of NGOs in Indian context are:
i) It is registered under the Societies Registrations Act, 1860, the Indian Trusts
Act, 1882, The Cooperative Societies Act, 1904 or Section 25 of the
Companies Act, 1956 depending upon the nature and scope of its activities to
give it a legal status.
ii) It has definite aims, and objectives, and programmes for their fulfillment.
iii) It has an administrative structure and duly constituted management and
executive committee.
iv) It is an organization initiated and governed by its own members on
democratic principles without any external control.
v) It raises funds for its activities partly from the exchequer in the form of
grants-in-aid and partly in the form of the contributions or subscriptions from
the members of the local community and/or the beneficiaries of the
programmes.
“Non-Governmental Organisations” identify the needs of individuals, groups and

communities and initiate projects and programme to meet them on their own or with
the grant-in-aid received from the government. They share the responsibility of the
state by partly providing for the minimum needs of the citizen, covering the areas of
uncovered and unmet needs, preventing the monopolistic tendencies of the
governments, mobilizing public support through publicity campaigns, raising
resources through contributions and donations and finally organizing activities of
non-partisan and non-political nature for the well being of the society.
2) The important landmark in the history of voluntary social welfare in India was in
1953, when Rs. 4 crore was allocated for social welfare sector in the first five-year
plan with the following objectives:
 To foster the healthy growth of voluntary social service agencies through

financial aid,
 To assist voluntary welfare programmes for specific groups of persons,
women, children, and the handicapped,
 To co-ordinate the welfare schemes of various central ministries and state
Governments,
 To develop new programmes of welfare and organize pilot projects.
Under the leadership of Pandit Jawahar Lal Nehru, it was decided that social welfare
needed a special kind of machinery, which had elements of flexibility, dedication,
proximity to the people, etc. It was also felt that such machinery should not be handled
by the government machinery but by the voluntary workers who had the traditions of
dedicated service to the needy. Accordingly, an autonomous Board Central Social
Welfare Board (CSWB) was created which was charged with the responsibility of
preparing plan and schemes to be funded out of the provision made in the first five year
plan. A social worker of good standing was to be the Chairperson of the Central Social
Welfare Board. Dr. (Mrs) Durgabai Desmukh was made its first Chairperson.
The main functions of the Board were to give grants-in-aid technical guidance to
voluntary organizations engaged in different types of social welfare activities. Another
function of the board was to create organizations in the areas where they did not exist. It
was found that in slums and in the rural areas, there were no services for women and
pre-school children. The Board accordingly launched schemes such as the family and
child welfare projects. The present Integrated Child Development Services (ICDS)
programme is an outcome of these efforts.
Central social welfare Board was set up on the recommendations of the planning
commission as a Semi-autonomous body. It was registered as a company on 1st April
1969 under section 25 of the Indian Companies Act, 1956, in order to have greater
autonomy and flexibility in working procedures.
1) International Co-operation in social welfare is needed in order to secure the
wellbeing, social and economic security and good health for human beings
everywhere which are indispensable for securing world peace and stability.
International social welfare organizations can be classified into five groups:
i) Government Agencies of International character, e.g. United Nations, World
Health Organisation, International Labour Organisation, etc.
ii) Private International Organisation, e.g. The international Conference of Social
Work, World Federation of Mental Health, The International Union for the Child
Welfare.
iii) Private International Organisations having autonomous organizations in each
country, e.g. International Red Cross, the YMCA and the YMCA.
iv) National Government Agencies extending their service to other countries, e.g.
The United States Technical Co-operation programme popularly known as Point-
4 Programme.
v) National Private Agencies extending their social service to other countries, e.g.
The Ford Foundation and the Rockefeller Foundation in India.
2) The names of some international organizations working for social welfare are:
 Action for Food Production (AFPRO)
 Co-operative for American Relief Everywhere (CARE).
 Catholic Relief Services (CRS)
 Indo-German Social Service Society (IGSSS)
 International Association of Lion’s Club
 Rotary International
 Salvation Army etc.
The office of the United Nations High Commissioner for Refugees (UNHCR) was
established on 1st January 1951. It provides legal protection and at the request of a
Government material assistance for the refugees. UNHCR’s head quarter is in Geneva.
There are 40 Field Officers. UNHCR was awarded the Nobel Prize in 1954. There are a
number of UN bodies working for the social welfare. Some of these organizations are:
 United Nations center for Regional Development.

 United Nations Development Programme
 United Nations Educational, Scientific and Cultural Organisation
 United Nations Environment Programme
 United Nations Institute and Research
 United Nations Research Institute for Social Development etc.
UNIT 3 POSDCoRBEF
Content
3.0 Objectives
3.1 Introduction
3.2 POSDCoRBEF
3.3 Planning
3.4 Organising
3.5 Staffing
3.6 Directing
3.7 Coordinating
3.8 Reporting
3.9 Budgeting
3.10 Evaluation and Feedback
3.11 Let Us Sum Up
3.12 Key Words
3.0 OBJECTIVES
This unit will introduce you to the basic functions of a manager in formal
organisations. After reading this unit you would be able to:
 Know the various functions of a manager such as Planning,

Organising, Staffing, Directing, Coordinating, Reporting, Budgeting,
Evaluation and Feedback,
 Explain how these functions are performed in an organization; and
 Know the role of the manager in performing these functions.
3.1 INTRODUCTION
It is not difficult to see why social workers need to know the role and
functions of managers in formal organisations. Social work profession seeks to
improve the well-being of the clients by providing a variety of services. In most
cases these services are provided through governmental or non-
governmental organisations. A social worker, therefore, is often part of a
large organisation and has to perform his or her functions within such
organisation.
Also, as the social workers grow professionally, they attain higher positions in
the organisation. Their role in the direct provision of services diminish and
their role as a manager gain significance. However, since the ultimate goal is
the provision of welfare services, social work administrator cannot be a
bureaucrat or a manager with concern only for efficiency. Social work
values will form the base for the administrative decisions taken in the
context of service delivery.
3.2 POSDCoRBEF
POSDCoRB is an acronym which social welfare administration has

borrowed from management theory. The classical management thinker, Luther
Gullick gave this acronym to describe the functions of a manager in an
organisation.
POSDCoRB stands
P – Planning
O – Organising
S – Staffing
D – Directing
Co – Coordinating
R – Reporting
B – Budgeting
This easy-to-remember acronym has become popular with management
theorists. Social workers have also been using it to describe functions of
social welfare administrators. It was later felt that an important component
namely Evaluation (E) and Feedback (F) were left out and so they were added
to the acronym and it became POSCoRBEF.
Let us now examine each of these functions in detail.
3.3 PLANNING
According to Terry and Franklin ‘Planning is selecting information and making

assumptions regarding the future to formulate activities necessary to achieve
organizational objectives’.
Every organization does some form of planning, as they have to prepare for
the future. In large organisations, planning is done by a separate division or
department which generally reports to the Chief Executive. Planning, here, is a
highly specialized area, as a number of factors have to be taken into
consideration. The department includes experts from diverse fields such as
economics, statistics, management, etc. When any organisation operates
in more than one region or country, the complexity of the planning process
increases. In smaller organisations, the task is entrusted to staff members who
handle other work but have the competence and knowledge to do the planning
function; do the planning. Either way, planning is an important activity of the
administrator.
Major Steps in Planning
1) Define the problem:
Understanding the problem and its various dimensions is the first step in
the planning process. Many experts say that if the problem is adequately defined
half the problem is solved:
2) Collect all relevant data and information about the activities involved:
The sources of information can be from within the organization and outside it.
The organization can use outside sources of information like government
reports, policies, legislations, etc. Sources from within the organization include
policy statements, agency reports, evaluation reports, minutes of meetings,
documents, etc.
3) Analyze the information:
An enormous amount of data may be collected from various sources. But if they
are not seen from the organizational perspective then they cannot be of
much use. Every component has to be seen as part of the larger whole.
Cause and effect relationships have to be established.
4) Establish planning criteria and standards:
Planning criteria are assumptions on which the plan is to be formulated. The
criteria will be drawn from the organisation’s ideology, socio-economic
factors, information gathered and the priorities of the decision-makers. These
criteria will form the basis on which different action plans will be judged.
5) Preparation of different action plans for achieving the goal:
Most organisations formulate a number of tentative plans. This enables the
decision-makers to choose among the alternatives available based on its
advantages and disadvantages.
6) Decide on one plan from the different alternative plans:
The Plan should be workable and cost effective. It should be realistic enough to
be implemented. Often it is said that the plan was good but its improper
implementation ruined it. A good planner, therefore, will take into account
these factors that impede implementation. A planner should also take into
account strengths and weaknesses of the implementing agency:
7) Arrange detailed sequence and timing for the plan:
Decide what activities have to be carried out and when. Time is an important
but scarce resource and maintaining the time schedule is therefore important.
8) Provide channels for feedback:
Constant feedback and monitoring are necessary. It will help identify short
comings in the plan and its implementation. Some part of the plan may have to
be modified if unforeseen factors influence the implementation process.
9) Implement the Plan:
The success of any plan sets on its effective implementation.
10) Evaluate the plan performance:
The last step of planning profession the evaluation of its performance. At this
stage, only the success or failure of a plan is judged.
Advantages of Planning
1) Planning brings direction and order into the functioning of the organisation.
When objectives are set and various steps needed to achieve these goals are
clear, employees can make decisions easily. All efforts will be focused towards
the desired results and unproductive work will be minimized.
2) The planning process gives an idea about the future. Any exercise in planning
has to study how different political, social, economic and organizational
factors will affect the functioning of the organisation. Further, threats and
opportunities have to be studied and ways to deal with them should be
identified.
3) ‘What if’ questions are consequences of decisions that the organization will
have to take in future while dealing with specific situations which may come up.
Complex sets of variables have to be studied and their relationship with the
situation understood if these questions have to be answered. For example, the
additional financial costs have to be calculated, if the organization has to
function in new areas.
4) Planning gives a basis for enforcing accountability and control.
Accountability and control are important elements in the organisation. Control
of the organizational functioning through planning can be internal as well as
external. When an organisation formulates a plan and makes it public, it is
making itself accountable to the society. The organisation’s actual
performance will be judged on the basis of the plan objectives.
Within the organisation also, the plan fixes targets and deadlines. The
employees have to achieve these targets or else, give reasons for their
failures. This condition imposes a sense of responsibility on the
organisation’s functionaries. Further, the manager can check from time to
time whether the organisation is able to meet its interim targets and is
moving towards its objectives.
5) Encourage Achievement
Well-established and achievable targets and time schedules encourage
employees to take efforts to attain them. That improves the morale and
motivation of the employees.
6) Compels a view of the whole
Managers often become so involved in the affairs of their own department that
they lose sight of the overall objectives of the organisation. Managers also, have
the tendency to give their attention to the immediate, but routine tasks,
which keep coming up in any organisation. Long-term needs of the organisation
are sidelined and effectiveness of the organization is adversely affected. A
plan gives a vision to the employees helping them focus on the broader and
long-term view.
7) Increases the balanced utilization of resources
Resources are always limited and their prudent use is important. Plans help
effective use of resources.
Disadvantages of Planning
The planning process has some disadvantages also. Planning consumes too
much of already scarce resources of the organisation. A lot of money, time
and human resources are spent when a plan has to be formulated. At
times there seems to be no corresponding benefit. Secondly, planning
often demands changes in organisation’s functioning and the roles of the
employers. This threatens people who are afraid of new work situations
and loss of their status. Thirdly, planning affects initiative of lower level
managers adversely. As emphasized earlier, planning should only give broad
direction to the managers. But if the plan is too rigid and does not give
enough flexibility to the managers, planning may restrict their initiative.
Planning, in general, tends to increase centralization of authority in the hands
of the top executive in the headquarters at the cost of the lower level mangers
operating in the field. Fourthly, planning as managerial activity is seen as
having limited value. Sometimes planning is too theoretical and cannot be
related to real life situations. Many factors that are found in real life cannot be
taken account of when the plan is being formulated. Further, the planner
assumes that there will be no change that is so big that the relationship between
the variables could change drastically. For example, an NGO which makes its
plan on the basis that the donor agency will provide funds for a specific period
will face difficulty if the donor agency stops its funding.
Types of Plans
Strategic Planning
Strategic planning (also called long-term planning) has two important elements.
It covers a long period of time which may extend from five to twenty or more
years and secondly it covers mostly all the activities within the organisation. In
other words, it is long-term and comprehensive planning.
Operationalised Planning
Operationalised Planning is also called tactical planning and it indicates the
specific activities to be taken so that specific goals are to be achieved.
Compared to strategic planning, operationalised planning is short-term and
deals with specific areas. These two types of planning are not inclusive.
Strategic planning depends on the operationlised planning for achieving its
goals.

1) Expand POSCoRBEF.
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3.4 ORGANISING
Organising means establishing effective behavioural relationship among persons

so that they may work together efficiently and gain personal satisfaction in
doing selected task sunder given environmental condition for the purpose of
achieving some goal or objective.
The need for an organization emerges when one individual cannot perform
all the necessary tasks. As number of individuals increase, they are further
divided into groups each of which are given a specific set of tasks to perform.
How and on what basis these tasks are divided among individuals and
group is the role of ‘organising’ in management.
Need for Organising
1) Clear-cut lines of authority and responsibility in an organization are
created which help in controlling and leading the organisation.
2) There are lesser opportunities for organization conflicts if organisational
responsibilities are clearly defined.
3) Organised groups and organizations are more likely to give satisfaction to the
employees and thereby positive results for the organisation.
Elements of Organising
There are four important elements in organising–division of labour, degree of
centralization and decentralization, departmentalization and span of control.
Division of labour means that the total work of the organization is divided into
smaller units and distributed among the employees. Work is allotted to the person
who is most suited to do it. It allows the employers to attain proficiency in their
work and thereby increase the efficiency of the organisation.
Centralization and decentralization refers to the degree to which authority is
distributed among the various levels of the organisation. If authority is
distributed in such a way that majority of the decisions are taken by the top
managers then the organization is called centralized. On the other hand,
if the lower levels of the organizations have authority to make decision—
without seeking approval from the top level managers than the organization
is called decentralized. Important decisions include those related to
financial matters, programme schedules, administrative matters, staff problems,
etc. The degree of centralization and decentralization depends on a
number of factors like organizational history, level of trust in the organisation,
subordinate’s staff competence, technology available, etc. Excessive
centralization is likely to reduce employee’s motivation and discourage
initiative. It is also time consuming when every decision has to be referred to the
top and approval obtained for the same. The quality of decisions making may
also suffer, as often it is the lower level staff that know the local conditions
better. On the other hand, too much decentralization is also harmful.
Decentralization may result in declining control of the top management.
Consequently, employees at the lower levels may engage in empire building at
the cost of neglecting organizational objectives. Coordination in the organization
may suffer as each Part may chartist own course. Chaos and indiscipline will be
the result.
Departmentalization refers to the formal structure of the organisation composed
of various departmental and managerial positions and their relationship to each
other. Departments are formed on the following basis–function, product, territory,
clients and process. Based on these factors, some examples of departments are
provided below:
• Function based departments–Marketing department, Personnel department.
Planning department, etc.
• Product based departments–Micro-credit department, water and sanitation
department, etc.
• Territory based departments–Northern Railways, Southern Railways, Eastern
Railways.
• Client-based departments–Women and Child Department, Welfare of SC/ST.
• Process-based departments–Marketing, Planning, Administration, etc.
There are at least three departments which will almost inevitably be present
in every organisation. They are - administration, accounts and services. Most of
the large organizations have departments based on more than one factors.
Span of control refers to the number of subordinates an individual can supervise
and control. Control is not to be seen as something narrow and negative. It refers
to the superior’s guidance, encouragement and appreciation provided to the
subordinates. Management experts recommend that no superior can control
more than five or six subordinates without decline in the quality of supervision.
3.5 STAFFING
Staffing is the management function that deals with the recruitment, placement,
training and development of organization members. Any organisation is as good
as it’s employees’ performance shows. Staff of the organisation should be
selected, retained and promoted based on the needs of the organization and their
performance.
Staffing Process
Human Resource Planning should take into consideration the following

internal and external factors. The internal factors that need to be taken into
consideration are the present and future skill needs, vacancies, areas of priorities
of the organization and its financial condition. External factors include the
policies of government, donor agencies, collaborating organisations, the labour
market, etc.
Recruitment: Recruitment is concerned with developing a large pool of

job for candidates in line in view of the needs of the organisation. This can be
achieved by giving wide publicity to the position available and attracting many
as eligible candidates as possible for the positions.
Selection: Selection involves evaluating and choosing among the job

candidates. A number of means like interviews, group discussion, and skill
tests are used to select the candidates.
Induction and Orientation: After selection, the newcomer has to be

helped to fit into the organisation. They are introduced to their colleagues,
acquainted with responsibilities and informed about organization policies and
goals.
Training and Development: The process of training and development aims at
increasing the knowledge and skills of the employees along with attitude in al
changes. The overall aim is to increase organisation’s productivity and
employee’s level of job satisfaction.
Performance Appraisal: Performance appraisal aims at judging the

performance of the employee’s and his/her contribution to the organisation.
Performance appraisal has to be done on the basis of objective standards and not
on the whims and fancies of the superior officer. Further the employee should
have a clear job profile and should know on what basis he or she is being
judged. If performance is satisfactory, the employee may be rewarded and if it
is not, corrective actions to be taken.
People join organizations not merely for monetary gains. They also look for
satisfaction of their social needs, self-esteem needs and emotional needs. In
any case, after a person has achieved financial security, he or she will most
probably seek other kinds of fulfillments namely pride in the job, a sense of
achievement, satisfactory associations at work place, autonomy to function
independently, etc. It is up to the organization to provide employees with these
opportunities.

1) Identify a few criteria on which departments are formed in a large organization.
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3.6 DIRECTING
Directing is the managerial function of guiding, supervising and leading

people. According to Chandan ‘it is concerned with directing the human efforts
towards organizational goal achievement’. Sometimes directing and leading
are seen as one function. Often it is the success or failure of this function
that will determine whether the organisation will achieve its objectives.
Leading also determines the levels of satisfaction the employees of the
organization experience.
Some of the requirements for successful leadership in an organization are:
clear-cut objectives which should be known to all the managers and employees,
meaningful supervision by the superiors of the subordinates, participatory
managerial style, unity of direction, and purposive and effective follow-up.
Leadership
Leadership is defined as the relationship in which one person influences others
to work to get her willingly on related tasks to attain goals devised by the
leader and the group. Leaders can be formal or informal. Formal leaders are
found informal institutions like bureau critic organisations, political parties,
and military. Here the organizational functioning is governed by written and
formal rules. They determine how the leader is selected/elected and what
his/her powers are and how they are to be exercised. On the other hand, informal
leadership depends on the personal qualities of the leader such as the charm,
intelligence, skills etc. French and Rawen mention five sources of power that a
leader draws from (1) coercive, (2) reward, (3) legitimate, (4) expert, and (5)
referent. The first three sources–coercive, reward and legitimate are primarily
found in formal organizations while the latter are found in informal settings.
Leadership Theories
A brief overview of the various theories of leadership is presented below.
Trait theories: Trait theories advocate that there are a set of traits that help an
individual to become a leader. Some of the traits are listed as self-
confidence, courage and integrity, will power, emotional stability,
intelligence, enthusiasm, energy, charisma, etc. Trait theory has been criticized
on some counts. It focuses too much on the leader and not on the leadership
process, the nature of followers and the situation in which the leadership is
provided. It over simplifies the leadership process and reduces it to traits of the
leader. Whereas it is a known fact that different situations require different
types of leadership qualities. Also, it does not explain how leaders who were
successful in the past fail and vice-versa.
Behavioural theories: This perspective explains leadership by looking at
leaders in terms of what they do. Many theories within the category see
leadership as comprising of two important factors: employees-centred dimension
and production-centred dimension. Employee-centred dimension stresses on
creating a work environment in which employees can have satisfying work
experience. Their main concerns are employees’ welfare and happiness rather
than attaining organizational objectives. Production centred dimension gives
importance to attaining organizational objectives rather them being concerned
about employee welfare. In different situations these dimensions have to
balanced and a good leader is one who can balance these two requirements
successfully.
Situational theories: These theories emerged when management thinkers
realized that the context in which leadership is exercised influences the
leadership process. Earlier theories had failed to take into account this
important aspect. Most situational theories support the view that there
is a relationship between organizational situation and the leadership style. Some
of the factors that influence the process is the nature of work of the
organisation, the organisation’s past experience, the value system of the leader
and the followers, resources available and the overall political–economic
situation.
Leadership Styles
Autocratic Leaders
Autocratic leaders are those who assume all authority to themselves.
Subordinates are discouraged to offer suggestions or participate in decision
making process. Autocratic leadership has some advantages and are useful in
certain situations. In this style, firstly decision making is quick and in
emergencies it can be advantageous. Secondly, decisions will reflect the
leader’s priorities and will not be diluted. Thirdly, if subordinates are
inexperienced or are not qualified, then autocratic leadership is better.
Autocratic leadership has many disadvantages also. As autocratic leaders do
not take into account opinions of others, it may result in bad decisions.
Secondly, the lack of consultation may adversely affect subordinate’s
motivation and alienate them. It will increase resentment towards the
leader and the organization as a whole.
Participative or Democratic Decision-making
In the democratic or participative decision-making process, the subordinates are
consulted. Their opinions are actively sought and a consensus arrived at before
decisions are taken. The decisions thus taken may or may not reflect the opinion
of the leader.
The major advantages of this type of decisions making are that maximum
possible information is collected and different viewpoints are to be
considered. Participation of many individuals mean that decisions taken will
have a better chance of being accepted by others. As a result, confidence
and loyalty among the workers will increase. However, success of
democratic decision making depends on certain conditions.
A pre-condition for democratic decision making is that individuals are motivated
to contribute to the decision-making process. Absence of this motivation will
lower the quality of decisions made. There should also be trust between the
leaders and the members. If there are vested interests or if the organization has
something to hide from the employees, then the decision-making process will be
flawed. Further, there should also be a spirit of give and take as no one can get
totally satisfactory decisions.
Laissez-faire or Free-rein Leadership
The leader gives the organisation maximum freedom to make decisions. The
leader is in most cases a figure head and at other times a coordinator between
the various members. It gives maximum autonomy to the members leading
to creativity and freedom of expression. The major disadvantages are that in
under-motivated organizations this type of leadership will result in chaos.
Autocratic leadership style, democratic leadership style and laissez-faire
leadership style are models of leadership which may not be found in the
real world. Leadership characteristics of all these models are found in different
leaders in different situations and at different times.
Another point to be noted is that in different organisations, the nature of work
and tradition makes the leader adopt one or other leadership styles. The leaders
adopt the laissez-faire method in situation where encouraging creativity is the aim –
for example, in universities or laboratories. On the other hand, in family run
business houses where control is considered as important, leadership styles
adopted are closer to the autocratic leadership style.
3.7 COORDINATING
Coordination is the process of integrating the objectives and activities of two or

more units (departments or functional areas) of an organisation in order to
achieve organizational goals efficiently. In the organizing function, we have
seen the need for division of work among the various units of the organisation.
Efficiency increases with specialization of activity and grouping of related
work. But the division of work brings about its own problems. Departments
become so involved in their work that they forget the organizational
objectives. Departmental interests are placed above organisational interests.
Ways to Achieve Coordination
Hierarchy is an important method to achieve coordination. People who are
high in the hierarchy have more authority and responsibility. Hierarchy in fact
channels and regulates the exercise of authority, work allocation and flow
of communication. Problems between departments, if and when they arise,
can be sorted out by the superior officer.
Another important method of coordination is rules and regulations. Rules and
regulations make organisational work predictable. Rules and regulations
standardize routine work which saves the time of the managers. Everyone
in the organization will know what behavior is expected from him/her and
from others. Tasks will be performed accordingly.
The identification of objectives and formulation of plans also improve
coordination. This gives the organisation a unity of purpose and a unity of
direction. They help the various units with different responsibilities to
direct their efforts toward achieving their targets.
Larger organizations often use committees to improve coordination. These
committees consist of members of different departments of the
organisations. Committee meetings help them exchange information,
understand each other’s viewpoints and problems and resolve conflicts.
Vertical and horizontal communication system are used in all organizations to
share information. Intra organisational official communications in the form
of departmental notes, memos, official letters etc., help improve coordination
between the various sections. Nowadays, with the rise of information
technology, IT enabled Management Information Systems are used to
transmit data up and down the levels of the organisation. This system enables
quick reporting, processing, storing and retrieval of information as and when
required.
Till now we have discussed the formal means of improving coordination. But it
is now realized that informal relationships between employees are as
important as the formal means of coordination. Personal relationships between
the various members improve overall coordination with in the organisation.
In organizations where proper understanding and trust between employees
exists, the need for formal means of coordination, which are time consuming
and cumbersome, will be less. This will contribute to a better work
environment and improve efficiency of the organisation.
3.8 REPORTING
Reporting means keeping the superiors informed about the various aspects
of work including progress of the various programmes, problems in
implementation and problems related staff. Reporting is done at every level.
The Annual Report of the organization is its statement of achievement and
shortcomings to the general body of the organization and to the society at
large. Within the organisation, the Chief Executive Officer reports to the Board
of Management or the governing body. Subordinates of the executive officer
will report to him/her and soon down to the lowest level of the organisation.
Need for Effective Reporting
1) Reporting keeps the management informed about the organisation’s
performance.
2) Reporting allows the management to take corrective actions when
things go wrong.
3) Reporting inculcates a sense of responsibility among employees as
they have to report the programme activities to the higher authorities.
Reporting Process
1) Establish means by which reporting is done.
2) Keep a time period within which the report is done.
3) It should be decided as to whom the report should go and in what form.
4) Reporting also includes action to be taken on the report.
Different reporting tools are used for the purpose of effective reporting on the basis of
important indicators. In this, the reporting is done based on the specifies indicatos and
the evaluation will be done by scaling these indicators of reporting. The indicators will
cover all the major variable used for the programme or activity.
3.9 BUDGETING
The word ‘budget’ originally meant a bag, pouch or pocket attached to a person.
But in the modern sense, a budget is a complete statement regarding the
organisation’s income and expenditure of the past financial year and provides
an estimate of the same for the coming financial year. The organisation’s
budget is usually approved by the highest controlling body, the Board of
Management or the Governing Council.
Once the budget is approved, the allocation of funds to various
sections/departments of the organization takes place. The concerned heads of
departments have to function with in the funds allocated to them. Sometimes
due to changes in environment or inside the organisation, a revised budget is
formulated after a period of time which may increase or decrease the funds
allocated to a particular department.
Budgeting is a specialized activity and persons involved should possess
considerable knowledge in accounts, economics, costing etc. to prepare a proper
budget.
Any organization which is developing a budget for the first time does a lot of
guess estimates as available information may not be enough to prepare a budget.
Subsequent budgets can be made on the information collected from the
previous experiences. A budget is very much like a plan in the sense that it is
forward looking and aims at making things happen.
A budget contains the expenditure, in come and outcome planned for a
specific period of time. Usually, budgets are made for a year, that is, annually.
Through the budget, the manager controls the activities of the organisation.
Therefore, budgeting refers to the controlling of the organization based on a
budget.
Need for Budgeting
1) Finance is the fuel on which the organization runs. One of the most effective
ways of directing and controlling the organisation is by controlling the financial
part of the organisation.
2) Budgeting helps to control the excessive expenditure. Sometimes managers
tend to over spend with justifications and sometimes without justifications. Well
prepared budget with clear allocations to various heads prevents this costly
practice.
3) Budgeting also helps in preventing administrative and financial malpractices. At
times, unscrupulous employees try a variety of means to earn money at the cost
of the organisation. But budgetary allocation prevents this practice to a great
extent.
At the end of the year audit is done in which budgetary allocations are compared
with actual expenditure incurred. Discrepancies if any, have to be explained.
This ensures that there is a check and balance.
4) Budgeting improves the coordination in the organisation. Proper
appropriation to different overheads within the organization helps prevent
conflict and over lapping.
5) Budgeting also helps in measuring the performance of the organisation. The
actual performance of the organization can be seen in relation to objectives
set forth in the budget.
6) Budgets are also a source of information. Budgetary allocations to various
activities of the organization reveal the priorities of the organisation. This is
useful to people outside the organization as well as its employees and
supporters.
7) Lastly, the very process of budget preparation is an educative exercise.
Managers review the existing situation, discuss the needs of the
organization in the coming year, and keeping in view the priorities of the
organisation, prepare the budget. Thus, the budgeting process makes the
managers aware of the objectives of the organisation, its resource base and
anticipate/forecast trends and changes in the external environment.
3.10 EVALUATION AND FEEDBACK
Evaluation means ‘to assess the value of every organisation’s rationale

for its existence and the contribution it makes for the welfare of the society. It
is for this reason that government and donor agencies provide funds and the
people support these organisations. Naturally, it has to be seen whether the
organization has been fulfilling its mission or not. Thus, evaluation of the
organisation’s functioning and its programmes is a logical necessity.
Socially relevant programmes of NGOs have multiple dimensions. Therefore,
evaluation of the programme has to include the following dimensions— the
relevance and the need of the programme for the client/s; the extent of
participation of clients/community in the various stages of the programme;
accessibility, availability and quality of the services rendered; sustainability
and financial viability of the programme. Lately, it has also been felt that the
gender dimension of the programme should be part of the programme valuation
process. Therefore, the extent of female participation and the benefits obtained
for women has become an important part of the evaluation process. Due to the
decline in donor funds and government support, most organizations are hard
pressed for funds. Therefore, the financial aspect of the programme is of crucial
importance. Thus, evaluation takes in to consideration cost effectiveness and
timeliness of the programme implemented.
The American Public Health Association defines “evaluation as the process
of determining the value or amount of success achieved in terms of its
predetermined objectives”. It includes at least the following steps;
formulation of the objectives, identification of proper criteria to be used in
measuring success and determination and explanation of the degree of success,
recommendation for further programme activity.
According to the ‘Encyclopedia of Social Work in India’,1) evaluation should
have an objective approach to the study of problem, 2) it should focus on
positive as well as a negative aspect of the problem, 3) evaluation should
contribute to the improvement in the functioning of the organisation. In other
words, evaluation has educative aspects also.
Evaluation can be of two types— (i) internal, which is done by the organisation’s
functionaries themselves to assess their progress, and (ii) external, which is done by
outside agencies like government, donor agencies, etc.
1) Why is budgeting important for an organization?
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3.11 LET US SUM UP
We have seen the seven functions of a manager. We also had an overview about
the role of these functions in the organisations. You were also given an introduction on
how some of these functions especially planning, directing, coordination and
budgeting are done. In your own field work agencies, you can collect further
information on how specific agencies perform these functions.
3.12 KEY WORDS
Hierarchy : The Superior-subordinate relationship that exists

in the organization from the top to the bottom.
References
Chandan, J.S. (1987), Management: Theory and Practice, Vani Educational Books,
Delhi.
Stoner, Jaes A.F. and Charles Wankel (1987), Management (Third Edition),
Prentice Hall of India Pvt. Limited, New Delhi.
Terry, George R. and Stephen G. Franklin (1994), Principles of Management, All India
Traveller Book Seller, Delhi.

1) POSDCoRBEF stands for Planning, Organising, Staffing, Directing,
Coordinating, Reporting, Budgeting, Evaluation and Feedback.
1) Departmentalization is done on the following factors like process,
product, client, place, function, etc.
1) Budgeting and budgets enable the managers to see the activities of the
organization in financial terms. It helps in exercising control over the
organization, prevent overlapping and avoid malpractices.
UNIT 4 POCEDURE FOR ESTABLISHING AND RUNNING SOCIAL
SERVICE ORGANISATION
Contents
4.0 Objectives
4.1 Introduction
4.2 Meaning of the Voluntary Organisation
4.3 Registration and Management of Voluntary Organisation
4.4 Organisational Design and Structure
4.5 Let Us Sum Up
4.6 Key Words
4.0 OBJECTIVES
After reading this unit, you should be able to understand:
 the need for registration and management of social organization;
 significance of drafting the constitution i.e., by laws and the memorandum of the
association;
 registration process
 the organizational design and structure; and
 creating a work oriented atmosphere, understanding, authority, relationship,

working with boards, committees and other functionaries, working with
professional teams.
4.1 INTRODUCTION
Voluntarism and social service has a long history in India. It was the main
source of welfare and development since Vedic times except for the Maurya and
Gupta periods, which had substantial public welfare systems. The colonial period
witnessed the significant influence of Mahatma Gandhi on the growth of voluntarism.
He was convinced that voluntary action was the only instrument for development of the
country. Besides the political independence, the objective of Gandhian voluntary
organisation was rural reconstruction.
After independence, Gandhian voluntary organizations dominated the national scene.

They aimed at agriculture and livestock programmes, khadi and village industries,
cooperatives and education. However, this consensus on development strategy
started disintegrating in 1960s and 1970s, and it influenced the growth of voluntary
activism. The later half of 1980s and early 1990s witnessed a large expansion of
voluntary organizations both because people were losing faith in government and
because there was a very rapid rise in the availability of funds from domestic and
foreign sources. A major highlight of this period was the establishment of
voluntary Organizations that provided training, evaluation and documentation to
other grass roots voluntary organisations.
Also, the rapid growth of population in the country without corresponding growth of
resources distorted the population-resource balance resulting in poverty, hunger,
malnutrition and other forms of socio-economic evils. In this back drop, Voluntary
Organisations (VOs) or Non Government Organisations (NGOs), as they are called in
the terminology of the United Nations, emerged as an alternative strategy of
development. The sector has always had an important part to play in leading and
implementing innovative ideas in the field of social development. The voluntary
sector achieved significant success at the grassroots level due to its people-centered
approach. But it is a matter of concern that appropriate awareness about administration
and functioning of such organizations is still not widely available to both the students
and practitioners in the field. Also, they are facing a number of difficulties such as
scarcity of funds, lack of trained workers, weakening of community support,
duplication of work, etc. So, before we deal with the processes of establishing and
management of the social service organisation, we shall briefly examine the
underlying meaning of the concept.
4.2 MEANING OF THE VOLUNTARY ORGANISATION
Voluntary action is the focused action coupled with determined intention of like-minded
people to transform the socio-economic paradigm of society particularly for weaker
sections, based on social justice and not merely on philanthropy and charity. Generally,
the Voluntary Organizations are registered under Indian Trust Act or Indian Societies
Registration Act.
Let us make a distinction between the voluntary effort and voluntary action at the
outset, even though these two are often used synonymously. The prerequisite of
the latter includes planning and conscious action of a group to deal with certain issue;
the former often does not entail this. Thus, voluntary action is necessarily problem oriented–
which is not only geared towards dealing with a problem but also towards prevention of its
occurrence. When a group initiates such focused action to act formally, it assumes the
character of voluntary organisation.
The definition of a voluntary organisation used in this section is that of a ‘general
charity’ as provided by the National Council for Voluntary Organisations.
General charities:
• are independent of government and business;
• are non-profit making;
• provide a wider public benefit that goes beyond any membership.
There are wider definitions of charities, which include organizations such as trade
unions, colleges and universities. However, this assumption is not covered here.
According to Brown and Korten (1991), “…..voluntary organizations represent a

distinct class of organizations that depend on energy and resources given freely
by their members and supporters because they believe in organizational missions,
not merely because of political imperatives or economic incentives”.
Procedure for Establishing and Running Social Service Organisation What does the
voluntary sector include?
There are voluntary organizations dealing with every conceivable area of development
sector. The categories include: international aid; health; culture and recreation;
environment; volunteer promotion; social services; education and research; animal
welfare; and other single-issue organisations. It would also include within its sphere
organised social action for advocating social justice and fight against all kinds of
exploitation—social, economic and political. The voluntary sector may also be known
as the not-for-profit sector, the third sector and charity sector. Internationally, voluntary
sector organisations may be known as non-governmental organizations (NGOs).
Scope
The main characteristic of the voluntary organizations is that they are established to do
something specific rather than make a profit. India’s Seventh Plan assigned an
important role to the voluntary sector in the three fields of primary health—family
planning, the environment and women’s development. The Eighth Plan continued the
same emphasis. There has been a major expansion in funds provided to voluntary
organisations by the government and foreign donors. The new economic reforms,
initiated in 1991, visualized a considerable reduction and rationalization in the role of
government and a corresponding expansion in private sector, including the voluntary
sector.
Size of the Sector
It is difficult to estimate the total number of voluntary organizations functioning in the
country. It may vary from 50,000 to several hundred thousands, depending on the
definition of the voluntary organisations, making this voluntary sector, a big sector. A
great majority of the organizations are registered with the Societies Registration Act,
1860. These organisations range from international charities such as Oxfam to small
organisations, which are run almost entirely by unpaid volunteers.
In a democratic, socialistic and welfare society, voluntary organizations are
indispensable and they perform a number of functions for the welfare of its
members, the development of the country and integration and solidarity of the
society and nation.
Areas of the functioning of Voluntary Organizations:
 Community Organisation
 Community Health
 Health and Sanitation
 Social Action
 Research
 Skill Training and Employment Generation
 Educational support Programmes
 Poverty alleviation Programmes
 Women Empowerment
 Youth and children
 Marginalized and weaker sections of the society etc.

1) What do we mean by voluntary sector? Please also list down few of its important
features.
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4.3 REGISTRATION AND MANAGEMENT OF VOLUNTARY

ORGANISATION
1) Establishing and Managing
Any group of like-minded individuals can come together to form a society and start
running it. However, registration under the appropriate law of the land must be done to
gain legal identity and standing. Also, voluntary organizations operating in social
systems establish and maintain contact with several individuals. In general, the
community also interacts with the organization as a whole and not to each member
individually. Thus, through registration, the organization assumes the statute of a legal
entity.
2) Finances
One of the main factors of efficient functioning of voluntary organization and
implementation of its programs is the availability of financial resources. In the
present welfare-oriented system, several other partners in the development process have
emerged besides government grants, like assistance from various corporate bodies,
national and foreign donor agencies, etc., from where funds are available to the
voluntary organizations to fulfill social objectives and developmental roles. While
seeking grants from the government and other financial sources, an organization
must keep in mind that one of the essential prerequisites for the same is
registration. An organization must be registered under appropriate Act, or show
evidence that it is regularly constituted branch of that organisation. It should also
maintain regular accounts and proper audit statement. The other donor agencies, most
importantly foreign agencies also disburse funds to registered organisations. The CSR
(Corporate Social Responsibility) fund of the companies also can be mobilized for the
functioning of voluntary organisations.
Thus, registered organisations can seek funds from three main sources, viz.
Government sources, corporate and other bodies and foreign donors. Several
ministries have a budget for NGOs. Each Ministry has its own set of guidelines and
one can make enquiries with the respective departments.
Bilateral funding agencies are foreign funding agencies. Countries that have come into
bilateral agreements with India have funds for NGOs. Earlier, foreign funds used to be
channelized through Indian Government. But after 1972, foreign funding agencies
negotiated with governments to give a part of the assistance directly to the NGOs in
the Third World. OXFAM, Action Aid, Save the Children Fund, etc., are source of the
funding NGO donors, NGO groups and charity organisations.
3) Tax Deduction
The section 80 (G) of Income Tax Act enables an individual or a company to claim
exemption on 50 percent of their donation to voluntary organisation from their
taxable income, provided the donation exceeds Rs.250 and is less than 10 percent
of their total income in that year. This has opened the flood gates for many NGOs as
the donor group is exempted from being taxed for that sum. It has also enabled the
organizations to bring in more local contributions.
4) The Foreign Contributions Regulation Act, 1976
A voluntary organization needs to be registered and should be operational for three

years before it can get FCRA (Foreign Contribution Regulation Act, 1976) number and
thereby receive funds from foreign agencies. Also, the voluntary organization
should be non-political so that the funds are not used by any political party. The Home
Ministry issues and administers these certificates after determining the eligibility on the
basis of the reports from government field agencies who seek information directly from
the organization or enquire at the community level. From the viewpoint of the
organisations, an FCRA certificate assumes importance as it does not require the
approval of sectoral ministries at state or the center, for programs that do not adhere
to the government guidelines. Thus, NGOs can initiate innovative projects and
seek funds for them.
5) To Address Problems at Functioning
Any group or body of persons can come together to form a society. However,
registration assumes significance in this collective endeavour to do away with
problems that might arise in future. These issues may range from internal dynamics
amongst the members to the external functioning in the community. Besides laying
down aims and objectives in the Memorandum, the registration also spells out the
processes of internal management viz. membership; subscription; rights and
privileges of membership; general body—its powers, duties and functions; executive
body; sub-committee; sources of income and utilization of funds; audit of income;
operation of bank accounts, etc. Any modification in the constitution can be made
only subject to the approval of the Registrar.
Purpose
The main purpose of a voluntary organisation is to work for the betterment of a
particular target group with a committed focus and efficient delivery.
The initiatives cover a range of issues on various social purposes like education,
human rights, health environment, cultural and other social activities, economic
purposes like trade union activities, development of co-operative self help groups,
etc.
Financial resources and infrastructural support available for functioning largely
determine the broad purposes of the organisation. Besides, orientation and experience
of the organization in the specific field also play a crucial role in framing its
purposes. For instance, in the present development sector, one can witness the
mushrooming of voluntary agencies and initiatives on health issues particularly on
HIV/AIDS. The purposes of these organizations vary from creating awareness to
providing emotional, health and occupational support to the target group. The
government and other foreign donor’s commitment to combat the problem will also
determine the intensity of non-governmental and voluntary participation in these
fields.
Organisational Accountability
The voluntary organizations have to be accountable for their activities and report to
the authorities about the proper use of funds. They should register with the income
tax authorities to seek income tax exemptions on the grants they receive. They should
also obtain separate registration for the foreign funds they receive.
The distinguishing features of voluntary organization are:
1) It is registered under an appropriate act to give legal entity to the group of individuals—
also to transform the individual liability to group liability. Some of the acts under which
these organizations can be registered are: the Societies Registration Act, 1860; the
Indian Trust Act, 1882; the Cooperative Societies Act, 1904; the section 25 of
Companies Act, 1956 or any similar act; but most of the welfare agencies are
registered under Societies Registration Act (XXI of 1860).
{The following associations may be registered under Societies Registration Act
(XXIof1860): ‘Charitable societies, the military orphan funds, …societies established
for the promotion of science, literature or the fine arts, for instruction, the diffusion of
useful knowledge. The diffusion of political education, the foundation or maintenance
of libraries or reading rooms for general use among the members or open to the
public or public museums and galleries of paintings and other works of art, collections
of natural history, mechanical and philosophical inventions, instruments, or
designs.’}
2) It has an administrative and executive management committee.
3) The organization must have a set of objectives, including quantitative ones. It should
be based on keen appreciation of ground realities and should be the end result of
genuine consultation among all the members involved.
4) It should be based on democratic principles, rules and procedures that govern the
internal functioning of the body and should not have an external control.
The significance of registration of an organization is due to the fact that the
community perceives it as a legal entity and considers dealing with one entity more
rewarding than interacting with different individuals. Besides, this aggregate of
individuals will be more sustainable and ensure effective delivery of service. An
organization in the long run would be better equipped to deal with various complexities
arising out of daily functioning and management.
“The philanthropic or humanitarian organisation with its board of directors, its paid
staff, and its constituency can ensure the benefits of group thinking and collective
action. It can work out the division of responsibility among these groups collectively
and individually, so that each interested individual may serve according to his ability.
It can develop specialized functions,establish permanent and steadily improving
standards of service and follow a continuous progressive policy independent of the life
or death of any individual. It can secure public support and funds impossible for the
individual to obtain and can conserve them through the years.” (Social Agency
Administration by Elwood Street, Harper and Bros.)
In brief, some of the advantages are mentioned below:

• Registration gives permanency and continuity to the organisation.
• Group liability instead of individual liability.
• Group thinking and concerted action instead of individual action.
• Collective action with shared responsibility.
• It provides the reflection of an independent and responsible entity to the community.
• It ensures the benefit to members of being relieved from unlimited financial liability. It
can sue or be sued as an organisation.
The Constitution of the Society
The constitution of a society consists of two parts related to each other namely,
memorandum of association, and rules and regulations.
The objectives of the organisation are broadly defined in the constitution which also
contains the duties, powers and functions of the various function arise of the
organisation. The memorandum of association deals with the objectives of the
organisation. Whereas the byelaws contain the detailed rules and regulations governing
the day-to-day functioning of the organisation. They are the guidelines for the
internal management. Thus, a constitution can be understood as a brief statement
spelling out the broad goals and objectives of the organisation, often including the
quantitative goals too. It often does not include the detailed procedures to be
followed for the attainment of these objectives; which are incorporated in the bye-
laws.
The rules and procedures are as important as the constitution of the organisation. This
is because the constitution reflects the ultimate objectives; bye-laws and rules
define the routes to be followed for the attainment of the same. It also defines crucial
factors such as the membership; management; finance; responsibilities of
organizational functionaries; dissolution, etc. Briefly, bye-laws are needed for the
following reasons:
• Smooth functioning of the organisation
• Division of the roles and responsibilities
• Stability of the organisation
Thus, we have attempted to understand that rules and procedures of the organisation is
as important as constitution, for the development, functioning, stability as well as
sustainability of the organisation and group.

1) Why do you think an organization needs to work in detail upon its byelaws and
rules? What are its advantages?
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Registration Process
To start, a Non-Governmental Organisation (NGO) or voluntary agency does not begin
and end at one stage. The registration under the Society Registration Act, 1860 entails
following points:
The Form
The form is available from the Office of Registration State capitals.
Filling up the form
Any group of seven or more members desirous of working for any charitable purpose or
cause may, by subscribing their names to a memorandum of association and by filing
the same with the Registrar of Societies or any other officer appointed under that
Act by the State Government, can form a society.
The Memorandum of Association should contain the following particulars:
a) Name and address of the association: While selecting the name of the organisation,
care should be taken that it is simple, short, and comprehensible; and also reflects
the objects of the organisation. The name of the society should be such that it does
not attract the provisions of Names and Emblems (P.I.U.) Act of 1950. Also, the
proposed name should not be identical to that of any other organisation that has
already been registered. The complete postal address of the organization should be
included to be approved as registered office.
The signatures of the applicant, office bearers on Memorandum of Association, have
to be attested by witnesses. The Memorandum of Association prepared in the manner
indicated above and signed by seven or more persons sponsoring the organization
should be submitted along with the prescribed fees, to the Registrar who will record
the name of the society.
In most of the States today, a District Magistrate is authorized to do so. It normally
takes a month.
b) Purpose: The broad aims and objectives for which the organisation has been set up
should be clearly stated.
c) Membership requirements: The document will also indicate the qualifications for
becoming members of the organisation; that may be based upon financial provisions;
minimum age; special interest and contribution of a member in the programme.
d) Other particulars: It should also contain aspects such as Board of Directors; Office
Bearers; Elections; Sub Committees; Meetings; Financial year; Amendments to the
constitution; Finances: Maintenance and operation of bank accounts; Assets and
Dissolution.
Legal Assistance
The filing and subsequent registration at the Office of Registrar involves drafting of the
Memorandum and Rules and Regulations in a way that protects both members and
organisation from legal issues and difficulties that may arise in future. Also, all
suits by or against the society will be commenced or defended in the name of the
society. Thus, it is advisable to take legal assistance in the process of formulation of
the document and filing it to the Registrar.
Final Stage
The organization would file with the Registrar of the Societies, a memorandum
showing the name of the society, its objects, names and address and occupations of the
members of the governing body accompanied by the rules and regulations, and a copy
of proceedings of the general meeting at which it was resolved to get the society
registered.
The Memorandum prepared in this format and signed by seven or more members
sponsoring the organization would be submitted to the Registrar with the prescribed fee.
The Registrar would record the name of the Society under the Act and issue the
certificate of registration. The registered body would have to submit the annual list of
managing body members and other information as required by the Act to the Registrar
from time to time. Upon registration, all properties: moveable and non-immovable will
become the property of the society, and all suits by or against the society will be
commenced or defended in the registered name of the society.
Other issues to be noted include types of registration and membership:
Types of Registration
a) Local/State level: Desirous persons subscribing the names to the memorandum of the
organization should not be (in any case) less than seven.
b) National level: If the society proposes to give national character to the organisation,
there must be a minimum of eight different persons from different states of Indian
union subscribing to the Memorandum.
Membership
• The names, addresses, occupations and the designations of the present members
of the Governing Council and subscribers to the Memorandum is needed with their
signatures.
• Local and National membership depends also on the scale of operations of the
organisation.
• Membership fees: There can be different types of members depending upon the
amount they contribute to the organisation, such as life members, special
members, annual members, active members, contributing members, etc.

1) List various relevant points of registration process.
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4.4 ORGANISATIONAL DESIGN AND STRUCTURE

Many voluntary and social service organizations tend to ignore efforts that are aimed
at strengthening their own organisational capacity. Instead, they focus at field work
directed towards helping their target groups. This is quite understandable from the
perspective of the organisations which are struggling to sustain themselves. Their
project funding is often quite specific and restricts them to manoeuvre in other
directions. Though voluntary organizations have resources for organisational
development, they often pay less attention to these processes. However, it is
important that voluntary organisations should also pay attention to their organizational
development.
Thus, it is equally important that organizations together with their focus on
efficient delivery do not neglect issues of internal organizational functioning. For
often, this neglect leads to a situation where the organisation deteriorates and other
points of organizational sickness might set in. Therefore, proper balance between
fieldwork and organizational work is a prerequisite for maintaining organizational
sustainability and efficiency.
There are many different kinds of organisations dealing with myriad issues ranging
from education, health, women empowerment, social activism, etc. There is, however,
a general philosophy which can be adapted to a variety of situations and
organisations. Some of the important principles in the context of these voluntary
organizations are:
• To ensure sustainability of the organisation, a clear sense of purpose and sense of
direction must be developed together with objectives. This should be the end result of
genuine consultation among all parties involved.
• These organisational objectives should be translated into specific work plans for
various departments and individual staff. Such an exercise can lead to
minimization of role conflict.
• General budget and staff allocations should be based on these objectives. Often in
present scenario, the entire budgeting exercise is quite directed by the funding agencies
and thus for organizations it becomes too fragmented to be really useful.
• Besides periodic review, which should be both ‘top-down’ and ‘down-up’; and involve
all layers of the management and executive staff; efforts to identify gaps should
also be made simultaneously.
• Efforts also should be made to adequately commensurate the staff, both materially
and by giving proper incentives.
With the rapid growth in the number and scope of voluntary organisations, there has
been a trend towards involving experienced and professional personnel for the
execution of the projects/organizations and programmes. Often, a multi-layered
matrix structure has evolved in the NGOs comprising three streams of staff: (i) retired
and senior bureaucrats and technocrats committed to the voluntary sector with
their considerable administrative and technical experience regarding
governmental policies and programs; (ii) professional managers from institutes of
social work, rural management and other social sciences; and (iii) local and grass root
field workers with in-depth understanding of people.
Organisational design and culture are two different things. What differentiates the
organizational structure of voluntary agencies from its culture is often the existence of
an atmosphere of friendly, informal but committed work culture. There is generally
no distancing between the staff and managers. These organizations operate in a fairly
participatory style. The organizational structure and design is often determined by
the stage of organizational development of the agency. These stages can be depicted
as: Stage of Struggle for Survival (wherein organizations try to establish their
credibility with the community, government and donors and its own workers); Stage of
Growth and Consolidation (wherein the main task is to expand operations and build
organisational routine for efficient functioning), Stage of Innovation and Recognition
(wherein the organization exhibits a preference for quality as against quantitative
growth—which has significant bearing on the organizational culture, structure and
leadership), Stage of Drive to Institutional Maturity (characterized by an effort of
organization to safeguard its autonomy by reducing dependence on a single donor and
mobilizing resources themselves—issue of smooth leadership succession is also
crucial) and the final stage of Autonomous Self Sustained Organisations (marked
by high leadership, self-confidence, financial independence, participative functioning,
accountability etc.). Each of these stages has a significant bearing upon how the
organization manages its own resources—both men and material.
Organisational Work Culture
Work oriented atmosphere and organizational culture
Many factors, internal and external, impact upon the voluntary organizations and
determine their lifespan. These factors are crucial for understanding the
organizational dynamics. Let us attempt to understand the various issues related to it–for
instance authority, understanding, relationship and working with boards, committees and
professional teams. While discussing Organizational culture–we would focus on
four relevant aspects.
The first is aspect the degree of commitment of the entire organisation. This basically
entails the level of morale, sense of direction and job satisfaction, besides monetary
compensation. A committed staff is very essential to create positive work
atmosphere involuntary organisation.
The second aspect of informal work culture involves little emphasis on hierarchy, and
rules and gives preference to flexibility and free flow of communication within the
organisation. The voluntary organization in the first stage of organizational
development tends to be informal, simply organized and strongly bonded. As organizations
grow in scale, it often becomes difficult to maintain these characteristics. Some who
do succeed–makes the capacity of leadership crucial to renewing the motivation of the
workers. It is therefore important that organisations at this stage, introduce more
structure, procedures and systems to facilitate the efficient internal working of
the organisation.
The third is the participative decision-making. It implies a system of consultation up
and down of the hierarchy. Similarly, all staff should have an equal opportunity to
contribute to the decision-making–which would lead to an enhanced feeling of
commitment and a joint sense of responsibility. It also creates a congenial
atmosphere for creativity.
The fourth crucial function is coordination within the organisation. Thus, the work
atmosphere of an organization can be gauged from the relationship and
coordination that exists between the:
i) Various departments of the agency
ii) Various staff members of the agency
iii) Between various sub committees on boards
iv) Between the staff and the management.
Participatory style and smooth intra-organisational communication is very significant
for harboring positive work culture. Most often, the effective and efficient delivery of
services is determined to a large extent by the high motivation, and commitment of the
staff and their identification with the organizational goals.
Authority
Leadership in the voluntary organizations is very crucial. It rests upon leaders and
managers to get the organization realize its objectives. However, the primary task of the
leadership also varies according to the stage of the organizational development. It varies
from the early leadership which is primarily focused on demonstrating the
usefulness of the new organization to the donors and the community–to the leadership
which is more mature and which primarily involves expanding the scale of operations,
mobilization of funds, organizational procedures and networking, etc.
On a closer look at the leadership at the top level of voluntary organisation, one
witnesses that with a few exceptions, it is often concentrated in the hands of a
few elderly persons. Their style of functioning is often a combination of
authoritarian and democratic style. The younger cadre of leaders are often more
democratic than their older colleagues.
However, though both these sets of leaders are capable of strong commitment, they
often are weak on managerial competence, such as capacity to mobilize resources,
handle crises, coordinate different sections of the organisation, create
administrative systems and plan for succession. Various professional institutes have
recognized this crucial fact and have introduced components in their syllabi that aim at
strengthening these abilities among NGO leaders. It is therefore important that leaders
of the voluntary organization spend more time in nurturing their staff and building the
institution than being pre occupied with issues external to the organisation.
Working with professional teams, boards, committee and other functionaries.
There are several reasons why voluntary organizations want to collaborate and work
with various other bodies, committees, functionaries and professional teams. One
reason is that the target group or community they serve need multi-faceted
development while any organization would have limited capacity to deliver.
Specialisation among voluntary organizations alongwith sectoral lines imply a
corresponding division of tasks. More frequently, organisations collaborate to
overcome isolation and share their experiences and also to pool up their resources
for effective and efficient delivery. Thus, organizations are increasingly collaborating
with various bodies and committees; often providing their specialized knowledge in the
process of policy formulation. They are also guided by recommendations of these expert
groups in defining their own objectives.
These relations and collaborations among various groups and voluntary organization
can take place at various levels: (i) simple exchange of information; (ii) pilot testing
by voluntary organization of the innovations introduced by government and non
governmental organisations; (iii) replication by these bodies on a much broader scale
of innovations made by voluntary organisations and (iv) joint delivery of
services with each playing their significant roles. Often, participation of voluntary
organisation in various committees is an attempt to effect a change in the perception of
government, other societies and community at large through persuasion,
advocacy and demonstration.
Thus, voluntary organizations work at four levels with various boards, committees
and professional teams:
i) Information sharing,
ii) Consultation,
iii) Decision making, and
iv) Initiating action.
4.5 LET US SUM UP
India has always had a strong NGO movement, enriched time and again by early
missionaries, philanthropists, Gandhian social workers, volunteers and
professionals. Without digressing into their ideological and motivational
framework and categorization, (they are called voluntary developmental organisations,
grass root organisation, social action groups, charitable trusts, support
organisations, awareness building groups and so on), one can say that they all
have contributed to the development of the country. In almost all kinds of
short-term and long-term development activities, we find that NGOs have worked
closely with the people espousing their causes.
However, for increasing efficiency and effectiveness of the delivery of services
by these organisations, it is important that various academicians, practitioners and
professionals attempt to comprehend functioning and management of these
voluntary agencies. Also, it is important that potential social entrepreneurs be familiar
with routes of registration of organization and various other related issues.
4.6 KEY WORDS
Voluntary Action : It includes planning and conscious action of a group to

deal with certain issue. It is necessarily problem oriented-not
only geared towards dealing with a problem
but also towards prevention of its occurrence.
Voluntary Effort : When a group initiates ad hoc efforts to deal with a

problem or issue without much planning.
NGO : Non Government Organisation is characterized by

features such as: independent of government and business;
non-profit making; and providing a wider public benefit that goes
beyond any membership related services.
Chowdhary, P. Paul (1979), ‘Social Welfare Administration’, Atma Ram & Sons,
Delhi.
Diwakar, V.D. (Ed.) (1991), Social Reform Movements in India: A Historical
Perspective, Popular Prakashan, Bombay.
Gulati Ravi & Gulati Kaval (1996), ‘Strengthening Voluntary Action in India’,
Konark Pvt. Ltd, New Delhi.
Gangarade,K.D.(1990), ‘Development of Voluntary Action in India’, Social Welfare
Administration in India; Issues and Challenges, Tata Institute of Social Sciences,
Mumbai.
Sarin Ritu (1995), ‘The Big Business of NGOs’, The Pioneer (July,30).
Pathak, S.H (1981), Social Welfare: An Evolutionary and Development
Perspectives, Mc Millan, Delhi.
Roy, Bunker (1990), ‘Voluntary Agencies and Government’, Social Welfare
Administration in India; Issues and Challenges, Tata Institute of Social Sciences,
Mumbai.

1) The voluntary sector represents a distinct class of organizations that depend on
the energy and resources given freely by their members and supporters because
they believe in the organizational mission and not merely because of political
imperatives or economic incentives. The voluntary sector may also be known as
not-for-profit sector, voluntary and community sector, non-governmental
organizations (NGOs), third sector or charity sector. The distinguishing features
of voluntary sector are: independence from government and business; non-profit
making, and provide a wider public benefit that goes beyond and membership.

1) The organization needs to draw up byelaws or detailed rules and regulations
governing day-to-day functioning. It defines procedures to be followed for
attainment of objectives. Byelaws defines crucial factors such as the
membership; management; finance; personnel responsibilities; dissolution, etc.
The advantages of byelaws are primarily; smooth functioning of the organization,
division of roles and responsibilities and stability of the group.

1) The organizational structure and design is often determined by the stage of
organizational development of a voluntary agency which are: stage of struggle of
survival, stage of growth and consolidation, stage of innovation and recognition,
stage of drive to institutional maturity, and stage of autonomous self sustained
organizations. In the last stage, self-confidence, financial independence,
participative functioning, and accountability mark the leadership.
UNIT 5 SOCIAL WELFARE ADMINISTRATION AS A METHOD
OF SOCIAL WORK
Contents
5.0 Objectives
5.1 Introduction
5.2 Meaning of Social Welfare Administration as a Method of Social Work
5.3 Extent of the Use of Primary Methods in Social Work
5.4 Types of Services and their Delivery
5.5 Organisational Climate and Management Process
5.6 Programme Development
5.7 Public Relations
5.8 Understanding Conflict Resolution
5.9 Let Us Sum UP
5.10 Key Words
5.0 OBJECTIVES
This unit is aimed at familiarizing you with the function of social welfare
Administration as a method of social work. An attempt has been made to give you
an overview of the practice of this method of social work in India. After studying
this unit, you would be able to:
 analyse the policies and processes in social work administration;

 explain the need for practice of this method of social work;
 describe the different components;
 draw out the implications of social work administration in the various
settings; and
 understand the necessity of the application of this method of social work in
Information Technology and e-governance.
5.1 INTRODUCTION
Our country is aiming at sustainable social development and social welfare. You
will be interested to know why the need for the practice of social welfare
administration as a method of social work is gaining importance. It is because we have
a large number of social welfare and social development settings. They include
government departments, Welfare Boards, Corporations, Social Welfare Agencies,
Non Governmental Organisations (NGOs), Inter Governmental Organisations
(IGOs), Community Based Organisations (CBOs), etc. We also have a large number of
national, state and local level welfare and development programmes. In addition,
Panchayat Raj institutions oriented to development work have also been emerging as
important institutional contexts for the practice of Social Welfare
Administration. As our country faces the challenges of poverty, unemployment,
disability, destitution, ill health, illiteracy, crime, suicide, violence, accidents,
etc., our social welfare administration should also become an effective social work
method.
5.2 MEANING OF SOCIAL WELFARE ADMINISTRATION AS A METHOD
OF SOCIAL WORK
Social welfare administration is both scientific and professional activity. It promotes

social work practice in administration. Therefore, it is also called as social work. It
administers or implements special programmes intended for vulnerable, disadvantaged
and weaker sections of the population such as women, disabled children, chronically ill,
the aged, scheduled caste/scheduled tribes, etc. through social work processes. It also
organizes programmes for sustainable social development. It also aims at the
effective implementation of the regular and special programmes of social welfare
agencies.
Social Welfare Administration translates social welfare policies and social legislation
into social work practice. It administers the resources and personnel available for social
work practice. It ventilates the many choices open to clients to adjust themselves as well
as to recover themselves from problem situations.
Social welfare administration also enhances the psycho-social and economic
functioning of the clients and beneficiaries. Application of social work
administration in the fields of information technology and e-governance is also very
essential. This is a new area for the effective administration of social and social
welfare services, social security and social work programmes at various levels. It can be
used by local self-governments, governments, non-governmental organisations,
inter governmental organisations, co-operatives and private and corporate
organisations. The target groups of this social work method can be individuals,
groups, families, communities, agencies, organisations, committees or
departments.
5.3 EXTENT OF THE USE OF PRIMARY METHODS OF SOCIAL
WORK
In a study on social welfare administration as a method of social work you will be

interested to know how the primary methods of social work are used in administration.
The basic methods of social work such as social casework, social group work,
community organisation, social action, etc., play a very important role.
Social casework is used with individual beneficiaries in the administration of social
services. Social group work is used with families, and groups, which are at the heart of
every society. Social group work is also used in working with neighbourhood groups
and self-help groups. It is also used to improve the effectiveness of working of various
committees, which are part of social welfare administration. Community organization is
used in resource mobilization and equitable distribution of services at the community
level. It is also used to make effective the functions of gramasabha/ward meeting under
Panchayat Raj Institutions. Link ages and coordination is also used under social welfare
administration. Social action is used in bringing social welfare strategies and
collective action for analyzing, modifying and formulating social welfare policies.
It translates the above into the administration.
Social work research plays a very important role in social welfare
administration. It provides scope for action research, evaluate current
programmes and provides social work indicators and statistical indices for developing
strategies and programmes. It also provides necessary data bases for e-governance in
Social Work Administration. Social welfare planning is an important component of
social welfare administration.

1) Which primary social work methods are used in Social Work Administration?
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5.4 TYPES OF SERVICES AND THEIR DELIVERY

Important types of social services are:
1) Education
2) Income transfer
3) Health and nutrition
4) Public housing
5) Employment and training
6) Personal social services
7) Services resulting out of social policy
There are seven types of social services and the main function of social welfare
administration is to effect the administration of these social services.
The first social service namely education can be conceptualized as pre-
school/elementary/primary, secondary, vocational, higher education, adult,
continuing and non-formal education. It is delivered either publicly or through
cooperatives, corporate bodies, non-governmental organization and private
organisations. It includes schools, colleges, universities, training institutes,
professional bodies, internet facilities and e-learning facilities.
The second social service namely income transfer is called social security in a
general sense. The service can be provided in the event of illness, disability,
destitution, unemployment, natural calamities, violence, war, etc. It is provided
through social insurance, social assistance, pension scheme or labour welfare fund
benefits. It is often collectively administered. It is also delivered by Panchayat Raj
institutions or through local agencies. As social security programmes have to reach a
large population in India, professional social workers have a responsibility to
administer internet facilities, electronic conferencing, e-governance at various
levels in social work practice and service provisions.
The third kind of social service namely “Health and Nutrition” may be private
operated, public operated, or operated under health insurance system or through
people’s co-operatives. It can be non-profit or for profit. In India, there are large array
of health services for health care delivery. They include specialised
hospital/sanatoria, Medical College Hospitals, District Hospitals, Taluk
Hospitals, Community Health Centres, Primary Health Centres, Dispensaries,
Nutrition bureaus and so on. In addition, there are Maternal/Reproductive and Child
Health Centres, Family welfare sub centers, anganwadis and so on at the local
level.
The fourth social service is called “Public Housing”. There are nonprofit housing
corporations/boards, and housing co-operatives. There is also housing systems in
plantations, slums and industrial townships. There are also privately operated housing
systems in rural and urban areas. In India, social welfare institutions, Government
departments and local bodies also deliver housing services. Indira Awas Yojana is an
important housing scheme of government of India.
The fifth social service is “Employment and Training”. Under social welfare
administration, social work methods are used to upgrade services for employment. It
is organized in the public sector as well as private sector. It is also organized by
special agencies, professional bodies and trusts. Here, imparting of skills through
training is an important function of social welfare administration.
The following list includes items which would generally be called “Personal Social
Services”. They are- care, development and welfare of the child, probation and
correctional services for the juvenile delinquents, crime prevention programmes,
welfare programmes for prisoners, victims and their families, institutional care for
women and children, care and adoption by foster parents, family services and
counselling, family social work, continuance of community services and protective
services for the aged or geriatric social work, day care and pre-school programmes for
the children, referral programmes, holiday/vacation camps for children, youth, parents,
handicapped and the elderly, income-assistance and care programmes for average
families, self-help and mutual aid programmes among disadvantaged and
handicapped groups, counseling programmes for adolescents, marital
counselling, planned parenthood counselling, disability counselling, aged counselling,
specialized institutional services for destitute, infirm, beggars, poor, persons in moral
danger, etc. It also includes de-addiction centres and programmes for the care of
alcoholics and drug addicts, programmes for victims of HIV/AIDS, etc. It also
includes human development programmes and other social welfare services.
The seventh social service is other services resulting from social policy. Transforming
policy into social and social welfare services and use of experience and expertise in
recommending modifications to policies comes under this broad area. We have to
identify social inequities and social injustice and have to solve social problems. In this
regard, dynamics of leadership, job satisfaction and public relations are essential.
Upliftment of disadvantaged, underprivileged and vulnerable section of society
such as women, children, old and infirm, disabled and handicapped needs top priority. It
also includes special services for scheduled caste, scheduled tribe and backward
communities, and people of backward areas and slums. In the context of large
population, relief and rehabilitation to migrants, social work practice among
migrant families and rehabilitation of victims of natural disasters like floods,
draughts, earthquake, landslides, tsunami and so on are situations in which social
services are required.
The nature of social services requires social welfare administration to act as an
essential method of social work practice. Administrative position of persons who are
associated with the provision of these social services in India, are designated as
secretaries/administrator/directors, welfare officers, medical social workers,
psychiatric social workers, geriatric social workers, family social workers, school social
workers, rehabilitation social workers, child development project officers, block
development officers, research officers, local authority, social workers, project
directors/officers, inspectors of welfare funds, etc.
In addition, the various fields of social work such as medical social work, social
work with local authority, social work in industry, social work in agriculture, family
social work, psychiatric social work, geriatric social work, rural, urban, tribal and
coastal development, contain large scope for services which need social welfare
administration.
Creative literature in social work is another method of social work used in
administration. Creative literature and creative media are used to bring out literature
on social work application in administration. It can be in the form of fiction, serial,
drama, dialogue etc. which personalize social welfare administration.
So it can be seen that the extent of use of primary methods in social work have wider
coverage.
Social welfare administration has to play an important role in the administration of
creative, preventive, promotive, developmental and statutory social welfare services.
Social welfare administration is not only needed in the Government sector but it is also
largely used in the non- governmental organisations, inter-governmental
organisations, community based organizations and in the cooperative sector.

1) List the important seven social services.
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2) Briefly describe what are personal social services.
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3) List the important positions under social welfare administration.

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5.5 ORGANISATIONAL CLIMATE AND MANAGEMENT PROCESS

Here we are concerned with organisations and primarly structures for delivering social
services, social welfare services and social work programmes. It can be departments,
social welfare agencies or non-governmental organisations. It can also be statutory
agencies for implementing welfare provisions.
We can discuss organizational climate as organizational culture, environment,
milieu and so on. It is experienced by the members of an organisation. It influences
their behaviour. It is also conceived as the value of a particular set of characteristics
of an organisation. It distinguishes one organization from the other. Some of the
dimensions of the organizational climate are individual autonomy, direct supervision,
better performance, rewards, team spirit, honesty, acceptance of individual differences,
fostering of development, application of new ideas and methods, taking risks and
freedom for individual to regulate their behaviour. Managerial values include
autonomy, equity, security and opportunity. When we consider organizational
climate and management process we have several types of climate, and processes. In a
democratic organizational climate, common standards based on policies, rules and
regulations govern activities and welfare of beneficiaries. The leaders and
superiors must develop group feeling and co-operation among staff of the organisation.
Best way to maintain agency discipline is the democratic way of trying to develop the
work groups, increase its cohesion and enable it to develop standards of behaviour. The
climate requires over all progress of the organisation, sustainable human relations
and staff development programmes. It should also bring out job satisfaction, beneficiary
satisfaction and productivity. In addition, effective supervision is also essential.
Employees get an opportunity while in work to accept challenges, serve others, earn
money, enjoy prestige and status and can be creative and independent. Initiative taking
behavior leads to high level of activity and experimentations.
Happy and peaceful employee-employee relations, care provider-beneficiary relations
are the core of successful organizational climate. Good management practices are
essential to improve organizational climate.
Some of the important management practices include the following:
Fulfillment of defined social needs
Finding out growth opportunities and solutions to problems
Handling of conflict
Equitable allocation of resources
Determining priorities
Assigning duties and functions
Social diagnosis
Making estimates and projections for future
Provision and selection of alternatives
Appraisal and encouragement

Organisation of division of work
Scientific approach based on facts
Innovation and modification of services
Evaluation of results and making improvements
Ensuring economical and wise utilization of public funds
Improving the quality of life of beneficiaries and care providers
Application of methods, techniques and skills of social work at every stage of
management practice to improve organizational effectiveness.

1) Explain the important factors involved in organizational climate.
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2) List important management practices.
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5.6 PROGRAMME DEVELOPMENT
Social work education has opened new vistas of social development. Programme
development also relates to transfer and utilization of technology. Social work
administration has effective applications in this regard. It includes handing over of
new technology and use, modification and renovation of existing technology for
sustained social welfare through a process of social work. It improves the levels of
living and quality of life of the target groups.
Programmes are developed by task forces or task groups, within the agency setting based on
related policies and legislations. It relates to controlling of social, physical and mental ill
health and morbidity. It should increase the availability of major articles and services for
community consumption. Programmes have to be developed for increasing social security.
Then there are vertical and horizontal process to approve the programmes. Vertical
processes include approval by Local Self Government, District Planning Unit, State
Planning Board, Planning Commission, etc. and horizontal processes include
consideration by various departments, institutes, etc. at the same level. Programmes are
also to be developed for redistribution of population, improved housing and human
settlements, attainment of skills, enrichment of values and knowledge and improvement in
growth opportunities. Programmes are also developed for addressing the seven basic social
services namely education, Income Transfer, Health and Nutrition, Public Housing,
Employment and Training, Personal Social Services and other services resulting from
social policy.
Programme development covers two major fields. One is for developmental social
work practice and the other for Panchayati Raj systems.
The goal of developmental social work is to develop programmes for social
development. It covers socio-cultural, political, administrative, and social work
processes. All available resources of a state, community or agency are pooled
together. It harnesses the capabilities of human service personnel of different
sectors. It also involves beneficiaries, families, communities and care providers.
In addition to the traditional functions of social welfare, the processes of developmental
social work have to be administered for sustainable social development.
We have to develop special programmes for e-governance, e-conferencing,
internet, use of multimedia, information technology and online programmes like
interactive internet counseling to cover social welfare needs of large populations within
a limited time. Social workers have to apply the above programmes and softwares
along with social work practice to reach every client, beneficiary and care provider
to become efficient social work administrators. E-governance also speeds up
implementation of income transfer and social security programmes, programmes of
inmates of institutional services and soon.
Another major area of programme development is under Panchayat Raj based local self-
governments. There are a number of social services and social welfare services under
local self-governments. In this regard, programme development is a challenge for the
social work administration. It is in this context that social welfare administration
becomes a priority based social work. Formulation of programmes require
modifications and reformulations before the efficient social work programmes are
developed. In this respect, we have to make use of legislations, special rules and
subordinate service rules to prepare and to guide programme development.
5.7 PUBLIC RELATIONS
With the increasing role of social welfare administration as a method of social
work, one of its components like public relations becomes an important programme
of social welfare agencies. Public relations is a major process of social welfare
communication and development support communication. Public relations interpret
ideas and information from an agency to its public. It also enlist information, ideas and
opinions from the public, from the beneficiaries and from the care providers. Such
processes lead to harmonious adjustment of an agency with its environment. Such
an activity also helps to enlist public support to the social welfare agencies and its
programmes. Pubic Relation maintains a midway between the organization and the
people.
The important objectives of public relations in social welfare are:

1) Providing information to the beneficiary.
2) Building confidence in staff and care providers by creating awareness regarding the
agency among its public.
3) Informing tax payers and donors about the problems faced by the agency and how it
functions to meet the needs of social welfare. It also explains how the money allotted
to the agency is utilized.
4) It explains the benefits from the agency to the clients and the community.
5) It is also a method of resource mobilisation as well as increasing membership of the
agency.
6) It explains the process and procedure of each activity or programme to the recipients.
There are a series of activities, which can be taken up under public relations. They can
be:
1) The observance of important days, weeks, year, decades, etc., of local, national,
international importance. The local days of importance are foundation day of the
agency and its anniversaries and celebrations. The national days of importance include
observance of Independence Day, Republic Day, Gandhi Jayanthi, etc. International
days of importance include World Human Rights Day, World Mental Health Day,
Women’s Day, World Disability Day, World AIDS Day, International Literacy Day,
International Youth Day etc. It increases the image and goodwill of the agency among
its public.
2) Conferences, seminars, workshops, etc., are organised relating to the important
functions of the agency from time to time. It improves the status of the agency.
3) Significant contacts: The office bearer, Board Member, etc., contact important
officials, leaders, donors, etc., and maintain cordial relationship with them and
inform them on the policies and work of the agencies. The important personalities
and media men are either invited to the agency or the representatives of the agency
personally meet them.
4) Public relation handouts, serials, newsletters, journals, advertisements, etc., can
be issued explaining the services and products of the agency.
5) Traditional cultural media like drama, dance, song, puppet show, etc., can be
organized to communicate the message of the agency to the public. Personal contacts,
visual media, printed or written words and spoken words are also important. Radio,
Television, other electronic and satellite media can also be used in public relation work.
The principles include focusing of groups/audience, organization of thematic publicity
materials, providing attention to needs of various clients, regular time table in public
relations work, formation and functioning of public relations committees, enlisting
community participation, etc.
The machinery for public relations includes official/volunteer’s on public relations,
task forces, groups or committees. In sum, public relations work has to be a sustained
effort under social welfare administration.
In this modern era, public relation is carried forth virtually by using modern
technologies like web portal, emails, social media, etc. This helps for speedy
response, easy accessibility, low cost, etc. Techno awareness is essential for
using such platforms or modern avenues of public relation.

1) How will you observe important days as an activity under public relation?
………………………………………………………………………………………………………
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5.8 UNDERSTANDING CONFLICT RESOLUTION
There is need for the social work administrator to understand conflict resolution. There
can be a serious disagreement and argument regarding something important. It can be in
the form of a serious difference between two or more beliefs, ideas, interest,
programmes which cannot be reconciled. There can be conflict between principles and
privileges. Conflict can also be between departments, agencies, organisations,
groups and individuals or vice versa. Sometimes there will be conflict when one party
makes some conscious effort to frustrate pursuing the goals or interests of the other
party. This is called inter group conflict. There will be conflict like intra-individual,
interpersonal, intergroup, and between organisations. Sometimes conflicts are
inevitable and in some cases desirable. The social work administrator should
understand the conflict from its very preliminary stage and should take measure store
solve it. Conflict resolution denotes final solving of the conflict. There are a number
of ways to resolve a problem, argument or difficulty by applying social work
methods, techniques and skills.
Management of conflict is very essential. Conflict can be managed as individuals
work out differences. The satisfaction of needs, cooperation and success underlie each
negotiation. The usual method of conflict resolution is mutual negotiation by
individuals, families, groups or through consensus. Conciliation is another method of
conflict resolution in which the settlement is reached in the presence of third
party usually a conciliation officer. Arbitration is yet another method of conflict
resolution in which the decision of the arbitrator is binding on the parties. In most of
the social work contexts, the negotiations should continue until it is reconciled, as
failure is usually not acceptable. For example, if there a conflict between the doctor
and the parent regarding a particular treatment for a disabled child, the social worker has
to bring in an agreement or consensus. The parties and the conciliator must remain
calm and considerate and clear about the requirements to attain an agreement.
Positive Climate
Social workers have a role in, and a responsibility for the creation of positive
professional relationship with their colleagues. Workers must exercise conscious control
over their behavior and in doing so, they come closer to the realization of good
working relationships.
When staff members and volunteers work in harmony, there seems to be greater
likelihood that the agency will attain its goals and that beneficiaries and care providers
will have a good experience together. Working together in harmony, devotion and
conviction will lead to meaningful endeavors. Social worker uses conscious self-control
over himself/herself all the time. The professional integrity of social worker is based on
the understanding that public interest is above self-interest. The professional constantly
strives to develop a sound professional philosophy based on nurturing of values,
attitudes, feelings and responses for creating a positive climate. Positive professional
relationship is a feeling of mutual respect, trust and confidence with one another. It
can be experienced rather than measured. It can be felt in most favourable situations.
For example: When people are warm, friendly, relaxed, open, free with one another,
it creates an atmosphere of respect for human being and for human values. Pride in the
quality of work done also creates a positive climate. It contributes to success of
total enterprise. Persons who are well related to one another seek for an even higher
standard of performance. We have to consider that every human being has dignity
and worth, strength and weaknesses and capacity for growth and change.
Trustworthiness, responsibility, articulating sound philosophy for personal growth, good
channels of communication, etc., ensures positive climate. A positive climate is created
when agency procedures and policies are clear. Positive climate is also the result of
sharing of work among the members.
Social work studies social needs to understand them. If we have to understand our
groups, we need to understand the community situation in which the group members
live, their needs, influence of family life and other social political forces affecting
them.
Check Your Progress V

1) What are the important practices in conflict resolution?
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5.8 LET US SUM UP
In this unit, we studied the essentials of social welfare administration as a method of

social work. It is both a specialized professional activity to administer care
provisions for the vulnerable and disadvantaged section of the society as well as an
activity to achieve social development and developmental social work practice. It is
a specified field of social work practice where the professional social worker engages
with the affairs of social welfare administration. It uses scientific methods of social
work as well as skills in communication, administration and management.
It organizes and implements social welfare programmes. It makes the social
welfare agencies efficient to administer its programmes and services. We also observed
that its major thrust is transferring social welfare policies and social legislations into
programmes of social services, social welfare services, personal social services and
social work programmes. The application of social work administration in e-
governance sector is also essential.
5.10 KEY WORDS
Developmental Social Work It is the modern social developmental model of
social work.
Development Support : Communication support to achieve social
Communication development goal.
Social work Indicators : Measures to evaluate and diagnose the
quality of social work services
Technology Transfer : Handing over of new technology
Technology Utilisation : Use, modification and renovation of the

existing technology (social work processes are a
means to transfer & utilize
technology).
Social Development : Enhances social functioning, promotes
social welfare, protects environment and
promote economic development.
E-governance : It enhances transparency in administration.

It is the application of information
technology in administration. It provides
the social workers with capacity to cover a large
clientele within a limited time.
Martin, Davies (2000), The Blackwell Encyclopedia of Social Work, Black well
Publishers, Oxford, U.K.
Gangrade K.D. (1978), Social legislation in India, Concept Publishers, New Delhi.
T. Krishnan, Nair (1983), Social Welfare Manpower, A study in Tamil Nadu,
Concept Publishing company, New Delhi
Dr. D. Paul, Chowdhry (1979), Social Welfare Administration, Atma Ram &
Sons, Delhi.
Dr. D. Paul, Chowdhry (1981), A Hand book of social welfare, Atma Ram & Sons
Delhi.
Publication division, Govt. of India (1987), Encyclopedia of Social work in India
(4Volumes), New Delhi.
Sivakumar. D (1992), Progress and Problems of Social development, with special
reference to Kerala, Aiswarya Sarala mandiram, Mythanam, Varkala, Kerala State
(unpublished Ph. D Thesis in Social work).
Sivakumar. D (2004), Women participation in e-governance–Need for extensive field
work, (Publishedonlinehttp://www.witindia.org).

Almost all methods are used in social welfare administration eg. social casework, social group
work, community organization, social action, social work research, etc.
1) Education, Income-Transfer, Health and Nutrition, Public Housing, Employment and
Training, personal social services and other services resulting out of social welfare
planning, policy.
2) Personal social services include institutional services for women and children, self-help
and mutual aid progreammes for disadvantaged and handicapped groups, counseling
programme for adolescents, care programmes for the aged, De-Addiction programes,
correctional programmes for juvenile delinquents, etc.
3) Important positions under social welfare administration include Secretary, Administrator,
Rehabilitation Counsellor, Psychiatric Social Worker, Geriatric Social Worker, Family
Social Worker, School Social Worker, Welfare Officer, Project Officer, Social Work
Instructor, Technical Officer, Research Officer, etc.
1) Important factors involved in organizational climate are happy and peaceful employer-
employee relations, care provider-beneficiary relations, agency-public relations, agency-
donor relations, etc.
2) Important management practices include meeting of defined social needs, growth
opportunities, growth experiences, provision and selection of alternatives, evaluation of
results, application of scientific methods, techniques and skills in social work and
communication, multi-disciplinary and multi professional collaboration, etc.
1) Important days like World Health Day, World Elderly Day etc, are observed by public
relations. Seminars, conferences, public relations campaigns, special service delivery
programmes also come under public relations activities.
Check Your Progress V
1) The important practices in conflict resolution are collective bargaining, mutual
negotiations, conciliation agreements or settlements and arbitration. The social work
administration provides a congenial atmosphere for conflict resolution.

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BSW-131

Social Welfare Administration and Social Action

Prof. P.K. Gandhi Dr. Ranjana Sehgal Prof. K.K.Mukhopathyaya

Dr. D.K. Lal Das Dr. Rama V. Baru Prof. A. A. Khan

Dr. P.D.Mathew Dr. Jerry Thomas Dr. R.P. Singh

Dr. Alex Vadakumthala Prof. Surendra Singh Dr. Richa Chaudhary

Expert Committee (Revised)

Prof Sushma Batra, Dr. Sangeeta Sharma Dhaor, Dr. Saumya,

Dr. R.R. Patil, Prof. Gracious Thomas, Dr. G. Mahesh,

Content Editor Language Editor Block Editor and

Course Coordinators Unit Transformation

Course Preparation Team (Revised)

Content Editor Course &Block Editor Programme & Course

Block 3 is on “Basics of Legal Literacy”. This block brings in a systematic learning

Block 1 is on “Social Welfare Administration”. The purpose of this block is to enable

This Unit aims at helping you to understand the concepts of administration,

 the concept of administration, social administration and social welfare

In early times, social welfare functions were performed by a few individuals or

Before discussing the meaning of social welfare administration, it is

To achieve the aims and objectives of social welfare, the government

Check Your Progress I

1.4 DEFINITIONAL ISSUES: SOCIAL WELFARE AND ITS

The work of social security is done through social assistance, social

Social Welfare: Social welfare is an organised system of social services and

1.5 SOCIAL WELFARE ADMINISTRATION

Social welfare administration is a process through which social policy is

Although the concept of a d m i n i s t r a t i o n i s applicable in a broader sense to

 Social welfare agencies have to earmark certain portion of their resources

 Social welfare agencies generally function in a co-operative manner and

 There is a growing trend in these agencies to recruit professionally

1.7 HISTORY OF SOCIAL WELFARE ADMINISTRATION IN INDIA

Check Your Progress III

1.8 NATURE OF SOCIAL WELFARE ADMINISTRATION

The question whether social welfare administration is science or art, has

Similarly, the art of social welfare administration can be acquired. Talented

ii) The Integral view.

Social Problems : Assessment of its causes, prevention and

Social Policy : To make effective social policy for the

Human Resource Management

Public Relations and Participation

The social welfare administrators needs to be cognizant of the importance of

To Conduct Research and Evaluation Studies

Effective research and evaluation studies provide useful feedback on the

1.10 SOCIAL WELFARE ADMINISTRATION AS A

Before answering the question whether social welfare administration is a

Profession is an occupation for which specialized knowledge, skills

• Existence of an organized and systematized body of knowledge;

• Existence of an association with professionalization as its goals;

• Formulation of ethical goals;

• Professional body; and

Social welfare administration has developed a distinct body of knowledge, in

An individual can enter a profession only after acquiring knowledge and

An occupation which claims to be a profession should have an association. Such

Check Your Progress IV

1.11 LET US SUM UP

This unit has been designed to provide a basic understanding of social

Administration : The word administration has been derived

Social Administration : Social administration is the study of

Social Service : The term ‘social service’ is used to denote

Social services : Social services are services which the

Social Security : Social security is a programme of social

Social Work : “Social Work is a welfare activity based

Social Welfare : Social welfare is an organized system of