UNIT II:

Administrative
functions in Agency
Welfare Management
 C. Organization
[Definition, Types, Kinds of Formal Organization,
Models of Organization, Kinds of Organizational
Chart, Steps in Organazing and Principles of
Organization]
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Organization
✗ Organization is basically both structure and a process.
A structure is like skeleton of the human body or the
framework of a house. The organizational structure may
then be defines as the pattern or a network of
relationship between the various position and the
individuals holding such positions.
✗ Organization as a process means the setting up of the
individuals and functions into productive relationship
and aimed towards the accomplishment of certain
common objectives.
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Types of Organization
✗ An organization consists of multiple people coming
together to serve a purpose, and they can be designed
to be permanent or temporary. Both formal and
informal organizations can serve vital needs for people.

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Types of Organization
✗ Formal organization is an entity comprising of like-
minded people that accumulate to fulfil specific aims.
This organization has different job structures, hierarchies,
departments and functions which work together to
obtain congruent goals and missions.
✗ Informal organization is a group of people that interact
with each other informally and develop connections due
to mutual interactions. The structure of such
organizations depends upon the relations, affiliations and
norms of people involved in it.
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Types of Formal Organization
1. Line organization
✗ Is the oldest and simplest method of administrative
organization.
✗ The authority flows from top to bottom in a
concern.
✗ The line of command flows on an even basis
without any gaps in communication and co-
ordination taking place.

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Types of Formal Organization
2. Functional organization
✗ Define as a system in which functional department
are created to deal with the problems of business
at various levels.
✗ Functional authority remains confined to functional
guidance to different departments. This helps in
maintaining quality and uniformity of performance
of different functions throughout the enterprise.

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Types of Formal Organization
3. Line and staff organization
✗ Is a modification of line organization and it is more
complex than line organization.
✗ Administrative organization, specialized and
supportive activities are attached to the line of
command by appointing staff supervisors and staff
specialists who are attached to the line authority.
✗ The power of command always remains with the
line executives and staff supervisors guide, advice
and council the line executives.
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Types of Formal Organization
4. Committee organization
✗ Is not like line or functional organization, but is
similar to staff organization.
✗ Its decisions are implemented, whereas staff
decisions are not necessarily implemented. It is a
formal part of the organizational structure wherein
the members are specifically mentioned.

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Models of Organization
1. Bureaucratic organizations
✗ Formal and highly organized, with organizational charts
for every department.
✗ Every employee knows his place, and understands his
responsibilities to the letter. There is a protocol for
decision-making, and control is absolute.
✗ This structure is basically a pyramid, with an increasingly
greater number of employees at each level as you go
down the pyramid. This structure is crucial to the
functioning of a bureaucratic organization.
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Models of Organization
2. Adhocracy
✗ An organizational design whose structure is highly
flexible, loosely coupled, and amenable to frequent
change.
✗ Tends to be far less hierarchical than other formal
structures are. This is for two reasons. First, because
adhocracy’s purpose is to address specific, often
urgent problems that other organizational types have
failed to solve. Second, the units and work groups of
the adhocracy in which experts operate are fairly
fluid.
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Models of Organization
3. Collegial
✗ Is characterized by an atmosphere where you and
your personnel all work together as a team to solve
problems.
✗ As the head of the company, you should take
actions that cause employees to feel comfortable
sharing divergent views. Employees collaborate to
identify, assess and solve problems in ways that
avoid conflict.

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Organizational Chart
✗ An organizational chart is a pictorial presentation
of the form which the organization structure
takes. It shows how work is divided, what work
each person, unit, section, etc. Is responsible for,
who directs the work or the line of authority and
to whom one is to report.

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 Kinds of Organizational Chart
According to Davis and
Filley, the three common
kinds of charts are:
1. Vertical Chart
✗ This shows the position
of authority at the top
with the different
levels in a horizontal
position and the
functions running
vertically.

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Kinds of Organizational Chart
2. Horizontal Chart
✗ This shows the
position of authority
on the left side and
presents the
different levels in a
vertical position
while the functions
are shown
horizontally.

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Kinds of Organizational Chart
3. Circular Chart
✗ This shows the
position of
authority from
the middle of the
circle and the
functions flow
from the center.

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Organizational Chart
An organizational chart should show the following:

1. Division of work into components - e.g., department,

bureau, section
2. Who directs the work of the line of authority - e.g., who
is supposed to be whose boss. The solid lines on the
chart show this superior-subordinate relationship.

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Organizational Chart
3. Nature of the work performed by the components -
e.g., what work each person, unit, section, etc. Is
responsible for.
4. Grouping of components on the functional or regional
basis
5. Levels of management in terms of successive layers of
superiors and subordinates (e.g., all persons or units
that report to the same person are on level).

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Organizational Chart
Benefits Provided by an Organizational Chart

According to Davis and Filley, when a chart is properly

used, it can provide the following benefits:
1. It clarifies and defines the lines of responsibility and
authority.
2. It helps prevent organizational ills such as buck-
passing and empire-building.

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Organizational Chart
3. It helps in developing sound procedures as it provides a
visual aid.
4. It aids communication as it gives a picture of where
decision-making is.
5. It promotes greater efficiency as it helps in maintaining
organizational stability, flexibility, and balance.

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Steps in Organizing
While plans establish the objective, policies, functions, and
procedures, organizing, on the other hand, defines the work
units and the relationship of one to the other. To perform
this process, the following steps may be considered:
1. Distinguish clearly the various functions necessary to
accomplish the action.
2. Group the functions into organizational units and
eventually into economical and effective work
assignment.

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Steps in Organizing
3. Provide in advance of the need for the physical facilities
and resources.
4. Find the qualified personnel who can perform the
assigned responsibilities.
An important factor to bear in mind is that organizing should
be based on the work to be done and not on the people. In
other words, " organization should be built around the work to
be performed. It is built around individuals, some functions
may be overlooked or underdeveloped and the result will be
an organizational imbalance.

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Principles of Organization
Among the popular principles of organization are:
1. Work specialization or division of work - In order to
achieve its objectives, the task to be accomplished
may be divided and assigned to the personnel
qualified to do the task. This will promote improved
performance.
2. Unity of command - Each and every member of the
organization should report to one and only
supervisor.

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Principles of Organization
3. Span of control - There is a limit as to the number of
people a person can supervise well, usually from five
to seven, is a good number.
Factors affecting the span of control include the
following:
✗ Distance
✗ Time
✗ Abilities and incompetence of workers and staff
✗ Availability of adequate facilities like the telephone,
vehicles, etc.
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Principles of Organization
4. Homogeneous assignment
This principle has the following requisites:
a) Jobs must be related or allied.
b) Functions must not overlap.
c) Functions must be specific, clear-cut.
d) Every assignment or task must be within the range
of accomplishment of the person assigned to the
job.

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Principles of Organization
5. Delegation of authority
For this principle to be at work, the following must be
observed:
a) Responsibility assigned must carry with them
corresponding authority for decision-making.
b) Scalar authority must be from top to bottom.
c) The number of delegated functions must be limited.
d) Delegation of authority and responsibility stems at
the lowest operational level.
e) Command responsibility rests with the administrator.
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Principles of Organization
6. Hierarchical or Scalar principle - People are organized
in groups under leaders with ascending and descending
levels of authority. When shown in a chart, the
hierarchy assumes the form of a pyramid.
7. Line and staff principle - The line people are directly
involved in the implementation and accomplishment of
objectives. The staff people assist the line personnel by
their specialized knowledge and skills. The authority of
staff people is the authority of knowledge and ideas.
Their work is along planning, advising, etc.

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Principles of Organization
8. Division of Labor - For the vast organization to achieve
its objective, there must be division of labor. Only those
qualified for the performance of a special function should
be assigned to the job.
9. Short chain of command - There should be as few levels
of supervision between the top management and the
rank and file. The shorter the administrative distance, the
leas are there chances for distortion of orders, and the
better is the flow of communication.

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Principles of Organization
10. Balance - There must be a reasonable balance
between the size of different departments, and
centralization and decentralization on decision-
making.

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 D. Staffing
[Definition, Objectives, Processes, Staff
Development and Personal Manual]

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Staffing
✗ “Staffing; Personal management; Administration”
✗ The art of acquiring, developing and maintaining a
competent workforce to accomplish with maximum
efficiency and economy the functions and
objectives of the organization (Society for Personnel
Administration).

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Staffing
Objectives:
1. To secure and develop adequate and efficient
personnel to aid management in accomplishing the
goals of the administration.
2. To aid every personnel to develop and perform to
the limit of their capacity, recognizing their interests
and competency.

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Process of Staffing
1. Recruitment – involves a job description prepared
after a job analysis has been done.
Job descriptions should include the following (Ray
Johns):
✗ Description of the position; what the position is;
and to whom the person is responsible
✗ Duties and responsibilities
✗ Qualifications
✗ Relationships

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Process of Staffing
✗ Recruitment and selection can be accomplished
through advertising.
✗ The tools commonly used in staff selection are the
application forms showing – personal data, personal
interview, letters of references from previous
employers, school records and medical examination.
2. Placement – once the applicant is hired, it is
assumed that they are the right person for the job.

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Process of Staffing
3. Orientation or induction and training
“Training is defined as the systematic development of
the attitude, knowledge, skill, behavior pattern
required for the adequate performance of a given task
or job.” (Rules and Regulations, implementing the
Labor Code, Book II, Rule I)

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Process of Staffing
Procedure of training Objectives of training:
program includes:
a) agency’s history a) Productivity
b) objectives b) Effectiveness on the
c) organization and present job
standard operating c) Qualification for a
policies and procedures better job
d) rules and regulations d) Morale-booster
e) benefits
f) services etc.

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Process of Staffing
4. Performance appraisal or rating – the systematic periodic
inventory or appraisal of a person’s characteristics, potentiality
and performance through observation by rate on a basis of a
systematic and uniform performance standard or goals made by
the employee and employer.
5. Promotions – refers to advancement of a worker to a better job or
position in terms of greater responsibilities, more prestige, greater
skills and usually an increase in salary.
Factors to consider:
a) Merit
b) Performance or seniority
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Process of Staffing
6. Transfer – the movement of the worker from one
position to another with the same responsibility and
salary level, to adjust workload for remedial purposes.
7. Wage and salary administration – the pay that the
worker receives is an incentive to do their job well.
8. Discipline – the force that prompts an individual or
group to observe rules, regulations and procedures
that are deemed necessary to the attainment of the
objectives.

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Process of Staffing
9. Employee benefits and services – a supplemental
compensation or service is given by the agency
such as:
i. Health or medical services
ii. Retirement and pension
iii. Recreational, social and athletic services
iv. Counseling and related services
v. Living allowances

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Process of Staffing
10. Turnover, Separation and Retirement
✗ Turnover refers to the shift and replacement of
personnel. It may be due to separation, retirement,
death and disability.
✗ Separation is the termination of employment as a
result of resignation, lay-off or discharge.
✗ Voluntary separation is better known as resignation
or quitting, that is generally initiated by the employee.
✗ Compulsory retirement ranges from 55 to 65 years of
age depending on the agency’s policy.

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Methods of staff development (Skidmore)
1. Lectures – specific topic related to the Knowledge,
Attitudes and Skills in Social Work. This should be
followed with questions and discussions.
2. Case presentation – helpful in case planning and the
consideration of intervention techniques.
➢ The case-incident approach focuses on a particular
action or series of events in detail in order to help
others present to understand a particular dynamics,
technique, or principle in working with individuals,
family or community.
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Methods of staff developmet (Skidmore)
3. Role playing – staff members assume the roles to act
out what might have happened, this method should
bring out feelings and ideas that are relevant to the
situation.
4. Self-development program – self-study program that
involves programmed learning. It includes printed
materials with detailed instructions for solving
problem and providing the answers or opinions.

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Methods of staff developmet (Skidmore)
5. Group action – the aim is to help the staff members
increase their understanding of themselves especially
their feelings and how it affects their decisions and
actions in service delivery.
Group approaches:
✗ “T” groups for Sensitivity training, which attempts the
small group to reveal their thoughts and feelings and
react to the revelation of others.

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Methods of staff developmet (Skidmore)
✗ “Retreat” which may involve informal lectures, group
discussion, film showing and role playing.
✗ “Marathon” the aim is for the staffs to understand
themselves better, improve ability to understand other
and work effectively with them by providing an open
emotional atmosphere where the participants’ feelings
and thoughts will be articulated.

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Methods of staff developmet (Skidmore)
6. Game exercises – provide a simulated experience in
solving social problems.
7. Library facilities – books, social work journals, tapes, films
etc., related to social work practice should be made
available.
8. Continuing professional education (CPE) – In the
Philippines, an approved CPE for social workers is
required to maintain or renew one’s license to practice.
9. Exchanges – social work agencies and schools of social
work can provide an opportunity to exchange staff and
faculty for at least a semester.
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Personnel Manual
✗ acts as a guide to personnel policies which must be
accessible to all staff and board members – this
usually includes information on the hiring procedures,
benefits, evaluation and supervision system, discipline
and grievances, termination procedure, employees’
development and training, job description and the
organizational chart.
✗ Each employee should be given their own job
description.

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Job Descriptions
1. Job title
2. Salary range
3. Work hours
4. General description of major responsibilities.
5. Specific required responsibilities (e.g., attending
staff meetings, preparing monthly reports etc.)
6. Activities that the employee may be called upon
to perform in special circumstances or
emergency.
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Job Descriptions
7. Person/position to whom the employee is
directly accountable.
8. Person/position to whom the employee is
directly responsible for supervising and what
tasks are involved.
9. Education and experience requirements for
the position.
10. Recommended education, experience or skills
for the position.
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E. Directing
[Definition and Steps]

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Directing
✗ Is the process of implementing the total plan and
bringing into being all the necessary and available
resources to achieve the objectives.
✗ It is a continuous task of making decisions and
embodying them in specific general orders and
instructions.
✗ Directing is also concerned with the way an executive or
supervisor issues instructions to his subordinates. It is
an important function of the executive and calls for
leadership abilities.
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Directing
✗ “It is by the function of constraining and regulating
action by interpreting, explaining and instructing
subordinates about the requirements of a plan or
some phases of it. It is a communication by a
supervisor, concerning the performance expected and
the authority granted to the subordinate for such
performance. It is designed to give the respondent
both information and understanding of the work to be
done”(Davis and Filley).

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Directing
In short, directing is issuing instructions. Every
instruction should possess these basic features
according to Newman and Schatz.
1. Compliance should be reasonable.
2. It should be complete as to what is to be done
and when.
3. It should be clear to the person receiving it.

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Steps in Directing
1. Setting up the major responsibilities, persons,
units, and branches.
2. Placing the jobs, responsibilities and functions
properly in an organizational pattern.

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 F. Controlling
[Definition, Steps and Methods]

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Controlling
✗ “The work of constraining, coordinating and
regulation action in accordance with plans for
the achievement of specified objectives”.
(Davis and Filley)
✗ It involves establishment of standards, guides,
or requirement as a basis of measuring and
evaluating performance against objectives.

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Controlling
✗ It also involves motivation of people to achieve
these standards, comparison of actual results
against the standards and necessary corrective
action when performance deviates from the
plan.
✗ It is the function of making action conform to
standards that assure satisfactory
accomplishment of the objectives of a plan.

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Essential Steps in the Control Process
✗ Step 1: Setting standards at strategic points.
✗ Step 2: Checking and reporting in performance.
✗ Step 3: Getting feedback or information about
the results of performance.
✗ Step 4: Taking corrective actions.

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Essential Steps in the Control Process
✗ Control begins with the process of checking actual
results against such stated objectives. If the control
is to have an effective influence on performance, the
administrator should make sure that the goals are
identified with individual responsibility.
✗ Another strategic point of control is the cost per
person served in a particular program. In a situation
where measurement in numerical results is not
possible, control is placed on the process.

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Essential Steps in the Control Process
✗ Corrective action is the decisive factor in
control. Comparison of actual results with
projected objectives and standard often show
discrepancies. As soon as this is discovered,
steps must be taken to correct past action or to
bring similar action in the future closer to the
desired goals. This may require revision of the
operation or a modification of the goal.

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Essential Steps in the Control Process
✗ Management Information System (MIS) – an
administrative tool being used nowadays in
social services to gather adequate information
on the effective of a program.

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Some Methods of Controlling
Control involves:
1. Reposting,
2. Setting deadlines,
3. Inspection, and;
4. Prior approval of projects.

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THANK YOU!!!