Social Work

Administration
MARCELINO PALAWAN BERNADOS JR., RSW
Quality Management Associate
Office of the Medical Center Chief - Butuan Medical Center
Topics
Administration
Social Administration
Social Work Administration
Social Development
Social Welfare Functions
• Changing Concepts
Social Welfare Agency
• Types of Social Welfare Agencies
Elements of Administration
• Organization
• Organizational Chart & Structure
• Models of Organization
• Classical Organizational Theory
• Kinds of Formal Organization
• Principles of Organization
Topics
Elements of Administration
• Management
• Classical Management Theory
• Modern Management Theory
• Luther Gulick Administrative Activities
(Functions)
• Planning
• Organizing
PLANNING
• Staffing
ORGANIZING
• Directing
CONDUCTING
• Coordinating
ASSESSING
• Reporting
• Budgeting
Social Development
4 Functions of Social Welfare
Changing Concepts of Social Welfare
Social Welfare Agency
Social Welfare Agency Is
Organized When...
Types of Social Welfare Agencies
• Private or Voluntary Agencies
Organizations supported by private
conributions or donations or income
from services.
Types of Social Welfare Agencies
• Private or Voluntary Agencies
 Types of Social Welfare Agencies

2. Governmental or Public Agencies

Organizations supported by public
funds or taxes.
 Types of Social Welfare Agencies
2. Governmental or Public Agencies
Dual System of Meeting Needs and Problems
 Types of Social Welfare Agencies
3. Semi - Governmental or Quasi -
Governmental Organization
Organizations that receive some
form of subsidy, either cash or kind,
from the government
Elements of Administration
• Organization
• Is the setting up of the framework or
structure of the different units of the system
to carry out or perform distint tasks for the
attainment of the goals of administration
• Both a structure and a process
• Defines the work units and the relationship of
one to the other.
Let's Compare...
Organizational Chart
Kinds of Organizational Chart
• Vertical Chart: Shows the position of authority
at the top with the different levels in a
horizontal position and the functions running
vertically
• Horizontal Chart: Shows the position on the
left side and presents the different levels in a
vertical position and the functions are shown
horizontally.
• Circular Chart: Shows the position from the
middle of the circle and the functions flow
Organizational Chart
Organizational Chart
Organizational Chart
Organizational Structure
An organizational structure defines how job titles,
roles, and responsibilities are assigned within a
company. It helps determine who reports to
whom, and who makes decisions about what.
Organizational Structure
Types Organizational Structure
• Formal: Established by law

• Informal: Established unconsciously by the

spontaneous groupings of persons and
consists of rules, sentiments, traditions, and
customs.
Kinds of Formal Organization
Line Organization
Line organisation is the simplest organisation structure and
it also happens to be the oldest organisation structure. It is
also known as Scalar or military or departmental type of
organisation.

In this type of organisational structure, the authority is well

defined and it flows vertically from the top to the hierarchy
level to the managerial level and subordinates at the bottom
and continues further to the workers till the end.

There is a clear division of accountability, authority and

responsibility in the line organisation structure.
Functional Organization
Functional organization structure is the type of
organization where the task of managing and
directing the employees is arranged as per the
function they specialize.
Line and Staff Organization
Line and staff organisation is an improved version
of the line organisation. In line and staff
organisation, the functional specialists are added in
line. The staff is for assisting the line members in
achieving the target effectively.
Committee Type Organization
A committee is a group of persons who consciously
and deliberately formed to discuss a problem and
provide solutions to overcome it. They meet on an
organized basis to discuss and deal with the matter
placed before it.
Models of Organization
 Classical Organizational Theory
William G. Scott & Terence R. Mitchell
Organization Theory: A Structural and Behavioral Analysis (1976)

They have pointed out four key pillars on which the classical
organization theory seems to have been built.
Pillars:

• Division of Labor

• Scalar and Functional Processes

• Structure
DIVISION OF LABOR

Refers to the division of tasks of an organization

into sub tasks and then allot these sub tasks or
sub parts to individuals.The allotment should be
in such a way that he can specialize himself in
that part.
 Scalar and Functional Processes

DEAL WITH THE VERTICAL AND HORIZONTAL ORGANIZATION.

SCALAR PROCESS DEALS WITH VERTICAL ELABORATION OF AN
ORGANIZATION OR IT IS THE CHAIN OF COMMAND OR LINE OF
AUTHORITY ALONG WHICH THE AUTHORITY FLOWS FROM THE TOP
(CHIEF EXECUTIVE) TO THE BOTTOM (FIRST LINE SUPERVISOR).

FUNCTIONAL PROCESS DEALS WITH HORIZONTAL ORGANIZATION I.E

GROUPING OF VARIOUS FUNCTIONS INTO UNITS AND CLEARLY
DEFINING THE RELATIONSHIP BETWEEN THE VARIOUS HEADS OF THE
UNITS. THE GROUPING OF FUNCTIONS CAN BE DONE ON THE BASIS
 Structure

REFERS TO LOGICAL RELATIONSHIP OF FUNCTIONS IN AN

ORGANIZATION ARRANGED IN AN ORDER TO ACCOMPLISH THE
OBJECTIVES.

THESE RELATIONSHIPS ARE LINE AND STAFF RELATIONSHIPS.

PEOPLE, DEPARTMENTS, DIVISIONS AND OTHER SEGMENTS OF AN

ORGANIZATIONS THAT ARE AUTHORIZED TO DETERMINE THE
OBJECTIVES OF THE BUSINESS AND ASSESS THEIR ACHIEVEMENTS
CONSTITUTE THE LINE.THE STAFF THAT IS THE PART OF AN
 Span of Control

IN ORDER TO ACHIEVE THE OBJECTIVES , THE MANAGERS ARE

TO GET THE WORK DONE FROM THE UNLIMITED NO. OF
WORKERS IN A LARGE ORGANIZATION.

SPAN OF CONTROL REFERS TO THE NO. OF SUBORDINATES A

SUPERVISE CAN SUPERVISE EFFECTIVELY.WIDE SPAN YIELDS A
FLAT STRUCTURE WHEREAS A SHORT SPAN RESULT SIN A TALL
STRUCTURE.
 Principles of Organization
• WORK SPECIALIZATION/DIVISION OF WORK: FOR THE VAST ORGANIZATION TO ACHIEVE ITS
OBJECTIVE THERE MUST BE division of labor. Only those qualified for the performance of special
function should be assigned to the job.

• Unity of Command: Each person reports to one immediate superior to whom he is accountable.
The organization chart indicates the flow of authority and responsibility. This avoids confusion
and chaos.

• 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
- Ability and competence of workers and staff
- Availability of adequate facilities like the telephone, vehicles, etc.
• Homogeneous Assignment:
- Jobs must be relates or allied
- Functions must not overlap
- Functions must be specified, clear—cut
- Every assignment or task must be within the range of accomplishments of the person
 Principles of Organization
• Delegation of Authority:
- Responsibilities assigned must carry with them corresponding authority for decision-
making
- Scalar authority from top to bottom
- Limit the number of delegated functions
- Delegation of authority and responsibility stems at the lowest operational level
- Command of responsibility rests with the administrator

• Hierarchical or Scalar Principle: Men are organized in groups under leaders with ascending and
descending levels of authority. When shown inn chart, the hierarchy assumes the form of a
pyramid.

• Line and Staff Principle: The line people are directly involved in the implementation and
accomplishments of objectives. The staff people assists 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.

• 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 less chances
there are for distortion of orders, and the better is the flow of communication.
4 Dimensions of Responsibility
Activities of Administrator
 Elements of Administration
2. Management
The creation and maintenance of an internal
environment in an enterprise where individuals, working
together in groups, can perform efficiently and effectively
toward the attainment of group goals.
PLANNING 4
ORGANIZING 3
5
CONDUCTING
3
ASSESSING
PLANNING
• Decision Making & Environmental Assessment:
• Policy Making
• Social Planning
• Budgeting & Financial Management

ORGANIZING
• Program Development
• Staffing
• Human Resource Development
CONDUCTING
• Program Management
• Supervision
• Communication
• Coordination
• Community Relation
ASSESSING
• Reporting
• Monitoring
• Evaluation
Thank You
REFERENCES:
• Pangalangan, Evelina A. (2000). Supervision
in Social Work. Philippine Encyclopedia of
Social Work (2000 edition). Manila: NASWEI.
• Cordero, Erlinda A. et. al. (2013).
Administration and Supervision in Social
Work. Philippines: Cordero, Gutierrez and
Pangalangan.