Social Welfare Agency

Administration
ADMINISTARTION
The process of defining and
attaining the objectives of the
organization through a system of
coordination and cooperative
effort.
The process of transforming social
policy into social services
The process of harnessing people
and resources in a coordinated and
cooperative effort through
planning, organizing and leadership
to achieve organizational goals.
SOCIAL ADMINISTRATION
Refers to the organization and
management of social welfare and
development agencies in which
social work is practices in the
attainment of organizational goals.
Focused on the use of social work
in the management and
organization of services responsive
to the needs of people.
SOCIAL WORK ADMINISTRATION
A method of social work concerned
with the provision and distribution
of societal resources so as to
enable people to meet their needs
and fulfill their potentials towards
empowering their lives
Social development
• Growth plus change
• Improvement of the quality of life of people through education, employment,
health, housing, social welfare, agrarian reform, community development or
disaster relief.
• Components:
• 1. self-reliance – ability to identify, develop and make full use of capacities.
• 2. welfare – adequate provision of basic services
• 3. social justice – equitable distribution of opportunities, income, and wealth.
• Nurturing values and behaviors that are necessary for the well-being of all,
rather than of single individuals.
Four functions of social welfare
• Residual
• Rehabilitative
• Preventive
• Developmental
Changing Concepts of Social Welfare
• 1. From the residual to the institutional concept
• 2. Charity to Citizen’s right
• 3. Special to Universal
• 4. Minimum to Optimum
• 5. Individual to Social reform
• 6. Voluntary to Public
• 7. From welfare for the poor to a welfare society
ORGANIZATION
The setting up of individuals and
functions into productive
relationships and aimed towards
the accomplishment of certain
common objectives.
The pattern or network of
relationships between the various
positions and the individuals
holding such positions.
A coalition of interest groups,
sharing a common resource base,
paying homage to a common
mission, and depending upon a
larger context for its legitimacy
and development.
The formal structure of roles and
positions in an agency and how it
functions
SOCIAL AGENCY
The organizational structure
through which programs and
services are organized for meeting
the needs of the people.
Characterized by particular
difficulties in selecting objectives,
in setting standard of
performance of output, and in
evaluating the work both of
individuals and the organization
as a whole.
SOCIAL WELFARE AGENCY
When there is unmet need or
serious problem recognized as
requiring attention
Some people come together to
define the problem, and secure
resources for meeting the unmet
need or problem.
Organizations concerned with
services rendered by people to
people. Major resource is human,
represented by qualified
personnel through whom services
are rendered to clients.
SOCIAL WORK AGENCY
Conflict between agency policies
and professional commitment
Social work values permeate the
climate or working. Administrator
be a social worker himself or
having a working knowledge and
appreciation of social work
practice.
Respect for worth and dignity,
right to participate in decision
making, individual capacity for
growth and development, and
professional freedom.
Characteristics of Private Agencies
• Organized as a form of response of private organizations to meet
people’s needs in the community.
• National chapters of international organizations such as the Red Cross,
Young Man Catholic Association, (YMCA), World Vision, and Others.
• Sectarian or non-sectarian
• Governed by their own charters, constitution and by laws, and by a
governing board.
• Organizational structures are more flexible
• Can pioneer and initiate projects and be turned over to government.
Social Welfare Agency
• A structure framework within which the administrative tasks are
carried out to achieve a social goal.
• Viewed both as administrative bureaucracies and as a social system
• Levels in the organization: policy level, administrative or executive,
supervisory, direct service.
Social Welfare Agency is organized when
• An unmet need or serious problem requiring attention;
• People come together to define problem, secure resources for
meeting the unmet need or problem.
• Permission and legitimacy.
• Accept legal responsibility for carrying out the work and
accountability for resources to be used for specified purpose.
• Structure for carrying out the program.
Types of Social Welfare Agencies
• Government or public agencies –
• Private or voluntary agencies –
• Semi-government or quasi-governmental organizations.
Characteristics of Public Agencies
• They are created through any of these: constitutional mandate,
legislative act, executive order, presidential decree, or letter of
instruction.
• Their existence, functions, and programs are created by law or
executive order, hence may only be changed or modified by law or
executive order.
• Their organizational structure is bureaucratic and less flexible than
private agencies.
• They must conform with government procedures, especially the
accounting and auditing of funds, property, and other resources.
 Dual System of Meeting Needs or Problems

Adminis
Legal
trator
Private Authori Board Clients
and
ty
Staff

Unmet Needs
Needs/ of
Proble people
ms met
through
services
Adminis
Legal
trator
Public Authori Clients
and
ty
Staff
Organization versus Swe Agency
Organization Social Agency
A coalition of interest groups, sharing a common With well-defined jobs, measure of authority,
resource base, paying homage to a common mission, responsibility and accountability with formal channels
and depending upon a larger context for its legitimacy of communication and interaction among various
and development. elements of the group. Chain of command
A formal structure of roles and positions in an agency
and how it functions. Who is, what to do and who is
responsible for expected results.
Common/share a purpose
Organizational Chart
• Graphic presentation of the organizational structure.
• An illustration of the formal or informal organization.
• Division of work, into component parts
• Line of authority; solid lines defines positions and relationships
• Nature of work, expected to do
• Grouping is on functional basis
• Levels of management or successive layers.
Kinds of Organizational Chart
• Vertical chart
• Horizontal chart
• Circular chart
Models of Organization
• Bureaucratic Form – top to bottom authority
• Democratic Form
• Adhocracy – modified flattening
• Collegial or professional team model – collaborative, mutual trust,
involvement of team members, delegation, informal communication,
special resources, and growth of persons involved.
Classical Organization Theory
Pillars:
1. Division of labor
2. Scalar and functional processes
3. Structure
4. Span of control
Kinds of Formal Organization
• Line Organization
• Functional Organization
• Line and staff Organization
• Committee type of organization
Principles of Organization
• 1. Work specialization or division of work
• 2. Unity of command
• 3. Span of control
• 4. Homogenous assignment
• 5. Delegation of authority
• 6. Hierarchical or Scalar Principle
• 7. Line and staff principle
• 8. Division of labor
• 9. Short chain of command
• 10. Balance
Social Work Administrator
Functions that differentiate administration and management
• Organizational-directing
• Organizational-management
• Organization-supervision
Four Dimensions of Responsibility
• His position within the agency
• His position in relation to employers
• His position in relation to external controlling bodies
• The position of other members of the “executive hierarchy”
Activities of Administrator
1. Identifying social welfare needs
2. Defining agency purpose
3. Designing the formal structure
4. Program development
5. Locating and deploying resources
6. Directing, managing and supervising individual and agency
performance
7. Promoting cooperative efforts
8. Developing linkages outside the organization