Social Welfare Agency and Administration.pdf
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Mar 30, 2024
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About This Presentation
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Slide Content
Social Welfare
Agency and
Administration
Agency and
Administration
Social Work
▪a practice-based profession and an academic discipline
that promotes social change and development, social
cohesion, and the empowerment and liberation of people.
▪engages people and structures to address life challenges and
enhance wellbeing.
Principles central to social work
❑ social justice
❑ human rights
❑ collective responsibility
❑ respect for diversities
.
International Federation of Social Work (Global Definition)
2
▪a practice-based profession and an academic discipline
that promotes social change and development, social
cohesion, and the empowerment and liberation of people.
▪engages people and structures to address life challenges and
enhance wellbeing.
Principles central to social work
❑ social justice
❑ human rights
❑ collective responsibility
❑ respect for diversities
.
International Federation of Social Work (Global Definition)
2
R.A. 4373 Definition
•Social work is a profession which is primarily concerned with
organized social service activity aimed to facilitate and
strengthen basic social relationships and the mutual
adjustment between individuals and their social
environment for the good of the individual and of society by
the use of social work methods.
An Act to regulate the practice of Social Work and the Operation of Social Work Agencies in the Philippines
and for other purposes
3
•Social work is a profession which is primarily concerned with
organized social service activity aimed to facilitate and
strengthen basic social relationships and the mutual
adjustment between individuals and their social
environment for the good of the individual and of society by
the use of social work methods.
An Act to regulate the practice of Social Work and the Operation of Social Work Agencies in the Philippines
and for other purposes
3
Definition of Administration
❑ Process of defining and attaining the objectives of the organization through
system of coordination and cooperative effort.
❑ a continuous process that leads to organizational growth and development.
❑ a phenomenon occurring in government, schools, business firms, labor unions,
hospitals, and in any organized goal-seeking group of persons.
4
❑ Process of defining and attaining the objectives of the organization through
system of coordination and cooperative effort.
❑ a continuous process that leads to organizational growth and development.
❑ a phenomenon occurring in government, schools, business firms, labor unions,
hospitals, and in any organized goal-seeking group of persons.
4
Why do we need Administration
❑ Administration is an important area in organized human activity
❑ Has been considered a process, a method, or a set of relationships
between and among people working toward common objectives in
an organization.
❑ Every organization requires administration to function effectively
in the achievement of its goals
❑ Necessary to orchestrate the myriad activities of the organization
5
❑ Administration is an important area in organized human activity
❑ Has been considered a process, a method, or a set of relationships
between and among people working toward common objectives in
an organization.
❑ Every organization requires administration to function effectively
in the achievement of its goals
❑ Necessary to orchestrate the myriad activities of the organization
5
Administration as a method of practice
1.Determination of goals and/or setting of objectives;
2.Formulation of policies;
3.Maintenance of an organization;
4.Formulation of plans;
5.Securing resources;
6.Selection of technologies necessary for operations;
7.Design of programs and services;
8.Optimization of organizational behavior;
9.Evaluation of results for the improvement of services, and
10.Accounting for resource utilization
6
1.Determination of goals and/or setting of objectives;
2.Formulation of policies;
3.Maintenance of an organization;
4.Formulation of plans;
5.Securing resources;
6.Selection of technologies necessary for operations;
7.Design of programs and services;
8.Optimization of organizational behavior;
9.Evaluation of results for the improvement of services, and
10.Accounting for resource utilization
6
Characteristics of Administration
1.Administration is a human enterprise that involves the activity of people in
the organization;
2.It is a continuous, dynamic process for a common purpose or goal that is
pursued through an uninterrupted, continuing interactive activity between
and among people in vertical and horizontal positions in the
organization;
3.The resources of people and materials are harnessed in coordination to
achieve organizational goals;
4.Leadership is implicit in administration. Leadership defined as the ability
of an individual to influence, motivate and enable others to contribute toward
the effectiveness and success of the organization.
7
1.Administration is a human enterprise that involves the activity of people in
the organization;
2.It is a continuous, dynamic process for a common purpose or goal that is
pursued through an uninterrupted, continuing interactive activity between
and among people in vertical and horizontal positions in the
organization;
3.The resources of people and materials are harnessed in coordination to
achieve organizational goals;
4.Leadership is implicit in administration. Leadership defined as the ability
of an individual to influence, motivate and enable others to contribute toward
the effectiveness and success of the organization.
7
❑ Leadership occurs at all levels of the organization. The task of leadership
varies with the position that it occupies in the -organization hierarchy
(top-level, mid-level, etc.)
❑ Coordination, cooperation and participation are the means for achieving the
organizational goals.
❑ Complementation – working and acting together – involves people taking part
in organizational tasks for shared goals.
8
varies with the position that it occupies in the -organization hierarchy
(top-level, mid-level, etc.)
❑ Coordination, cooperation and participation are the means for achieving the
organizational goals.
❑ Complementation – working and acting together – involves people taking part
in organizational tasks for shared goals.
8
Elements of Administration
1.Organization
❑ setting up of the framework or structure of the different units of
the system to carry out or perform distinct tasks for the
attainment of the goals of administration.
2.Management
❑ activity that allocates and utilizes resources to achieve the goals
of the organization.
-utilization of manpower, money, machines, materials,
methods, time, space and other resources for the attainment
of organizational goals.
9
1.Organization
❑ setting up of the framework or structure of the different units of
the system to carry out or perform distinct tasks for the
attainment of the goals of administration.
2.Management
❑ activity that allocates and utilizes resources to achieve the goals
of the organization.
-utilization of manpower, money, machines, materials,
methods, time, space and other resources for the attainment
of organizational goals.
9
Elements of Administration
-establishing and maintaining an organizational climate or internal environment
in which people working together in groups can perform effectively and
efficiently.
-it is undertaken by a Manager who gets things done by working
with people and other resources to attain organizational
objectives.
eg: Management is the function of the University President and
the Army General, as well as the Shop Foreman and the
Social Welfare Agency Supervisor
10
-establishing and maintaining an organizational climate or internal environment
in which people working together in groups can perform effectively and
efficiently.
-it is undertaken by a Manager who gets things done by working
with people and other resources to attain organizational
objectives.
eg: Management is the function of the University President and
the Army General, as well as the Shop Foreman and the
Social Welfare Agency Supervisor
10
Administration in Human Service Organization
❑ Social Administration, Social Welfare Administration, and Social Work
Administration are found in Social Work literature as they apply to Human
Service Organizations.
o Conceptually, they need not be differentiated as they are not separate nor
mutually exclusive entities although they focus on the macro to micro
continuum in organizational development.
❑ Social Administration focuses on the policies, planning and administration of
goods and services in relation to the political, social and economic institutions
and to the distribution of national resources to social welfare needs. (Archie
Hanlan)
11
❑ Social Administration, Social Welfare Administration, and Social Work
Administration are found in Social Work literature as they apply to Human
Service Organizations.
o Conceptually, they need not be differentiated as they are not separate nor
mutually exclusive entities although they focus on the macro to micro
continuum in organizational development.
❑ Social Administration focuses on the policies, planning and administration of
goods and services in relation to the political, social and economic institutions
and to the distribution of national resources to social welfare needs. (Archie
Hanlan)
11
Administration in Human Service Organization
Social Work profession is considered as a subsystem of the large social,
political, and economic institutions of society.
❑ In general, the term Social Administration is used to refer to administration in
the fields of health, education, and other social development fields.
12
Social Work profession is considered as a subsystem of the large social,
political, and economic institutions of society.
❑ In general, the term Social Administration is used to refer to administration in
the fields of health, education, and other social development fields.
12
Social Welfare Administration
❑ process of efficiently providing resources and services to meet the needs of
the individuals, families, groups and communities to facilitate social
relationship and adjustment necessary to social functioning.
13
❑ process of efficiently providing resources and services to meet the needs of
the individuals, families, groups and communities to facilitate social
relationship and adjustment necessary to social functioning.
13
Social Welfare Administration
Herleigh Trecker (1971)
-process of working with people in ways that release and relate their energies so that
they use available resources to accomplish the purpose of providing needed
community services and programmes.
Edward Schwartz
- claims that the major objective of Social Welfare Administration is the enhancement
of social functioning. He also implied that social welfare as a field of administration and
social work as a profession may be considered to have a shared objective.
14
Herleigh Trecker (1971)
-process of working with people in ways that release and relate their energies so that
they use available resources to accomplish the purpose of providing needed
community services and programmes.
Edward Schwartz
- claims that the major objective of Social Welfare Administration is the enhancement
of social functioning. He also implied that social welfare as a field of administration and
social work as a profession may be considered to have a shared objective.
14
Social Welfare Administration
specifically refers to the administrative processes in Social Welfare Agency –
the formulation of its policies and plans, and their implementation into
programs and services for specific client groups. It also refers to the Social
Agency Administration.
15
specifically refers to the administrative processes in Social Welfare Agency –
the formulation of its policies and plans, and their implementation into
programs and services for specific client groups. It also refers to the Social
Agency Administration.
15
Social Work Administration
❑ is 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 their empowerment.
othe social work administrator applies a synthesis of social work methods in the
administrative processes in transforming social policies into programs and
services.
16
❑ is 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 their empowerment.
othe social work administrator applies a synthesis of social work methods in the
administrative processes in transforming social policies into programs and
services.
16
Social Work Administration
o social work administration is based upon the principles and techniques of
administration in general but addressed to the specific social work tasks of
defining and solving human problems and satisfying human needs.
Walter Friedlander
17
o social work administration is based upon the principles and techniques of
administration in general but addressed to the specific social work tasks of
defining and solving human problems and satisfying human needs.
Walter Friedlander
17
Social Work Administration
❑ In social work administration, there are greater chances of ethical conflicts
than being a direct service worker.
o greater number of stakeholders involved in the organization
o numerous obligations within and outside the organization.
18
❑ In social work administration, there are greater chances of ethical conflicts
than being a direct service worker.
o greater number of stakeholders involved in the organization
o numerous obligations within and outside the organization.
18
Major Characteristics of Social Work Administration
1.The use of the principles and techniques of administration in general.
2.The use of philosophy, aims and functions of social work, its methods of
social diagnosis, analysis and synthesis of individual, group or community
needs, and of generations for change or development in agency functions and
goals. (Focus is helping process)
3.Working with people based on knowledge and understanding of human
behavior, human relations, and human organizations.
4.Methods encompassing not only in the services provided by the agency but
also in the administrative process and staff relations.
5.Ethics playing a significant role.
19
1.The use of the principles and techniques of administration in general.
2.The use of philosophy, aims and functions of social work, its methods of
social diagnosis, analysis and synthesis of individual, group or community
needs, and of generations for change or development in agency functions and
goals. (Focus is helping process)
3.Working with people based on knowledge and understanding of human
behavior, human relations, and human organizations.
4.Methods encompassing not only in the services provided by the agency but
also in the administrative process and staff relations.
5.Ethics playing a significant role.
19
Activities undertaken in Social Work Administration
1.Study and Analyze the community.
2.Determine agency purpose as basis for clientele selection or people to be
served.
3.Provide financial resources, budgeting, and accounting.
4.Develop agency policies, programs and procedures for the implementation of
agency purpose.
5.Select and work agency leadership, professional and non-professional staff,
boards, committees, and service providers.
6.Provide and maintain physical plant, equipment, and supplies.
20
1.Study and Analyze the community.
2.Determine agency purpose as basis for clientele selection or people to be
served.
3.Provide financial resources, budgeting, and accounting.
4.Develop agency policies, programs and procedures for the implementation of
agency purpose.
5.Select and work agency leadership, professional and non-professional staff,
boards, committees, and service providers.
6.Provide and maintain physical plant, equipment, and supplies.
20
Activities undertaken in Social Work Administration
7. Develop a plan, establish and maintain effective community
relations, and interpret programs.
8. Keep complete and accurate records of agency operations
and make regular reports.
9. Plan and conduct research on a regular basis.
10.Continuously conduct regular evaluation of program and
personnel.
21
7. Develop a plan, establish and maintain effective community
relations, and interpret programs.
8. Keep complete and accurate records of agency operations
and make regular reports.
9. Plan and conduct research on a regular basis.
10.Continuously conduct regular evaluation of program and
personnel.
21
Importance of Social Work Administration
❑ Social work administration is the keystone for maximizing the effectiveness of
social work programs in the solution of social problems and in the
betterment of social conditions for the people.
❑ It also provides the framework for social work practice that relates it to other
agency functions. The quality of social work practice is greatly influenced
by social work administration.
22
❑ Social work administration is the keystone for maximizing the effectiveness of
social work programs in the solution of social problems and in the
betterment of social conditions for the people.
❑ It also provides the framework for social work practice that relates it to other
agency functions. The quality of social work practice is greatly influenced
by social work administration.
22
Aspects of Social Work Administration
1.Functions – the following are the social work administration functions:
a. The means by which identified social needs are dealt with by appropriate
social services, whether under public or private auspices.
b. The societal action for improved or new services needed by specific
groups or the community as a whole. There is decision-making at every level of
administration.
23
1.Functions – the following are the social work administration functions:
a. The means by which identified social needs are dealt with by appropriate
social services, whether under public or private auspices.
b. The societal action for improved or new services needed by specific
groups or the community as a whole. There is decision-making at every level of
administration.
23
Aspects of Social Work Administration
2. Structure – The study of structure consists of:
a. Studying it in relation to the organization as an element of
administration.
b. Knowing that the social welfare agency represents the
organizational structure in social work administration.
3. Process – Social Work Administration is a continuous, dynamic, and total
process of bringing together people, resources, and purposes to accomplish the
agency goal of providing social services.
24
2. Structure – The study of structure consists of:
a. Studying it in relation to the organization as an element of
administration.
b. Knowing that the social welfare agency represents the
organizational structure in social work administration.
3. Process – Social Work Administration is a continuous, dynamic, and total
process of bringing together people, resources, and purposes to accomplish the
agency goal of providing social services.
24
Aspects of Social Work Administration
As a process, it is based upon knowledge of human nature and human
organization to establish and maintain a system of participative and cooperative
effort at all levels of the organization.
❑ Harleigh Trecker points out that as a process, social work administration has
important dimensions that include:
a. Central Dimension – This is the task of work assignment within
the agency structure. There is a wide distribution of
responsibility in the agency with the allocation tasks and
functions for every level of work. The community in which the
25
As a process, it is based upon knowledge of human nature and human
organization to establish and maintain a system of participative and cooperative
effort at all levels of the organization.
❑ Harleigh Trecker points out that as a process, social work administration has
important dimensions that include:
a. Central Dimension – This is the task of work assignment within
the agency structure. There is a wide distribution of
responsibility in the agency with the allocation tasks and
functions for every level of work. The community in which the
25
Aspects of Social Work Administration
agency works affects agency purposes and programs as it is the source of support
as well as the object of service.
b. Psychosocial Dimension – This pre-supposes that people release
their feelings and energies and that these feelings and energies,
when properly harnessed by administrators, constitute the
human resources in achieving agency goals.
26
agency works affects agency purposes and programs as it is the source of support
as well as the object of service.
b. Psychosocial Dimension – This pre-supposes that people release
their feelings and energies and that these feelings and energies,
when properly harnessed by administrators, constitute the
human resources in achieving agency goals.
26
Evaluation of Organizational Management and Leadership in
Social Work Administration
Ten (10) areas of evaluation:
1.Appropriate use of self in relation to the agency’s organizational structure and
individual staff functions.
2.Effective communication and handling of conflicts.
3.Ability to initiate and maintain systems for implementing ideas.
4.Skill in assessing available information, including budgetary requirement, for
planning.
5.Initiative in analyzing and designing program components.
Basis - Field Practicum Guidelines
27
Social Work Administration
Ten (10) areas of evaluation:
1.Appropriate use of self in relation to the agency’s organizational structure and
individual staff functions.
2.Effective communication and handling of conflicts.
3.Ability to initiate and maintain systems for implementing ideas.
4.Skill in assessing available information, including budgetary requirement, for
planning.
5.Initiative in analyzing and designing program components.
Basis - Field Practicum Guidelines
27
Evaluation of Organizational Management and Leadership in
Social Work Administration
6. Skill in utilizing management information technology.
7. Capacity to coordinate activities, develop leadership and
delegate tasks in working with staff, committees or coalitions.
8. Ability to overcome staff or organizational resistance to task
completion.
9. Ability to monitor and evaluate outcomes and determine
alternative strategies.
10. Capacity to strategically utilize self and a variety of leadership
styles to mobilize others.
Basis – Field Practicum Guidelines
28
Social Work Administration
6. Skill in utilizing management information technology.
7. Capacity to coordinate activities, develop leadership and
delegate tasks in working with staff, committees or coalitions.
8. Ability to overcome staff or organizational resistance to task
completion.
9. Ability to monitor and evaluate outcomes and determine
alternative strategies.
10. Capacity to strategically utilize self and a variety of leadership
styles to mobilize others.
Basis – Field Practicum Guidelines
28
Social Welfare Agency
•A non-stock, non-profit organization engaged in providing social welfare
programs and services to disadvantaged individuals, families, groups and
communities.
- structured framework within which the administrative tasks
are carried out.
- established through government initiative or through
voluntary efforts to achieve a social goal.
29
•A non-stock, non-profit organization engaged in providing social welfare
programs and services to disadvantaged individuals, families, groups and
communities.
- structured framework within which the administrative tasks
are carried out.
- established through government initiative or through
voluntary efforts to achieve a social goal.
29
Social Welfare Agency
Outline of a social welfare agency:
“several people see an unmet need, want to meet that need, get community
permission to meet that need, and accept legal responsibility for seeing that the
resources secured, or made available, are used for the specific purpose for which
they were given rather than for some other purpose.”
Peter Drucker
30
Outline of a social welfare agency:
“several people see an unmet need, want to meet that need, get community
permission to meet that need, and accept legal responsibility for seeing that the
resources secured, or made available, are used for the specific purpose for which
they were given rather than for some other purpose.”
Peter Drucker
30
Types of Social Welfare Agencies
1.Governmental or public agencies – organizations supported by
public funds or taxes
2.Private or voluntary agencies – organizations supported by
private contributions or donations or income from services.
These are popularly referred to as Non-Governmental
Organization (NGOs)
3.Semi-government or quasi-governmental organizations –
organizations that received some form of subsidy, either in cash
or kind from the government.
31
1.Governmental or public agencies – organizations supported by
public funds or taxes
2.Private or voluntary agencies – organizations supported by
private contributions or donations or income from services.
These are popularly referred to as Non-Governmental
Organization (NGOs)
3.Semi-government or quasi-governmental organizations –
organizations that received some form of subsidy, either in cash
or kind from the government.
31
Characteristics of Public Agencies
1.They are created through any of these: constitutional mandate, legislative act,
executive order, presidential decree or letter of instruction.
2.Their existence, functions and programs are created by law or executive
order, hence may only be changed or modified by law or executive order.
3.Their organizational structure is bureaucratic and less flexible than private
agencies.
4.They must conform with government procedures, especially the accounting
and auditing of funds, property and other resources.
32
1.They are created through any of these: constitutional mandate, legislative act,
executive order, presidential decree or letter of instruction.
2.Their existence, functions and programs are created by law or executive
order, hence may only be changed or modified by law or executive order.
3.Their organizational structure is bureaucratic and less flexible than private
agencies.
4.They must conform with government procedures, especially the accounting
and auditing of funds, property and other resources.
32
Characteristics of Private Agencies
1.They are organized as a form of response of private organizations to meet
people’s needs in the community.
2.They may be national chapters of international organizations such as the Red
Cross, Young Man Catholic Association (YMCA), World Vision and others.
3.They may have been established by sectarian or non-sectarian organizations.
4.They are governed by their own charters, constitution and by-laws and a
governing board.
33
1.They are organized as a form of response of private organizations to meet
people’s needs in the community.
2.They may be national chapters of international organizations such as the Red
Cross, Young Man Catholic Association (YMCA), World Vision and others.
3.They may have been established by sectarian or non-sectarian organizations.
4.They are governed by their own charters, constitution and by-laws and a
governing board.
33
Characteristics of Private Agencies
5. Their organizational structures do not generally follow a
bureaucratic pattern and therefore, are more flexible in their
policies and programs that enable them to readily respond to
people and community needs.
6. Private agencies can pioneer and initiate demonstration projects
which may subsequently be turned over to the government. The
latter can adopt the program on a larger scale with mor
available resources and organizational capacity.
34
5. Their organizational structures do not generally follow a
bureaucratic pattern and therefore, are more flexible in their
policies and programs that enable them to readily respond to
people and community needs.
6. Private agencies can pioneer and initiate demonstration projects
which may subsequently be turned over to the government. The
latter can adopt the program on a larger scale with mor
available resources and organizational capacity.
34
Size of a Social Welfare Agency
The Social Welfare Agency may be a small organization with a few people
involved in the program or a complex social system involving a great number of
people. For a large social welfare agency, the personnel would include
administrators at various levels, members of different related professions,
clerical, technical and manual staff as well as volunteers and paraprofessionals.
❑The Department of Social Welfare and Development (DSWD) is a good case
illustration of a large public social welfare agency.
35
The Social Welfare Agency may be a small organization with a few people
involved in the program or a complex social system involving a great number of
people. For a large social welfare agency, the personnel would include
administrators at various levels, members of different related professions,
clerical, technical and manual staff as well as volunteers and paraprofessionals.
❑The Department of Social Welfare and Development (DSWD) is a good case
illustration of a large public social welfare agency.
35
Size of a Social Welfare Agency
In addition to being a national social welfare agency, it has deployed Social Work
staff in different countries where there are Filipino Overseas Workers through the
International Social Services Office (ISSO). In collaboration with the Department
of Foreign Affairs (DFA) and the Department of Labor and Employment
(DOLE), the Filipino Migrant Workers in crisis situation and in need of special
protection are provided proper assistance by virtue of Republic Act 8042 or the
Migrant Worker and Overseas Filipino Act of 1995.
36
In addition to being a national social welfare agency, it has deployed Social Work
staff in different countries where there are Filipino Overseas Workers through the
International Social Services Office (ISSO). In collaboration with the Department
of Foreign Affairs (DFA) and the Department of Labor and Employment
(DOLE), the Filipino Migrant Workers in crisis situation and in need of special
protection are provided proper assistance by virtue of Republic Act 8042 or the
Migrant Worker and Overseas Filipino Act of 1995.
36
Size of a Social Welfare Agency
❑Smaller in scale and responsibility are the Local Social Welfare and
Development Offices (LSWDO) at the Local Government Units established
under the authority of the Local Government Code or RA 7160 of 1991.
❑Private agencies exist at the local level to meet the needs of residents.
Examples of a small agency are the Philippine Band of Mercy, Child Protection
Network Foundation, etc.
37
❑Smaller in scale and responsibility are the Local Social Welfare and
Development Offices (LSWDO) at the Local Government Units established
under the authority of the Local Government Code or RA 7160 of 1991.
❑Private agencies exist at the local level to meet the needs of residents.
Examples of a small agency are the Philippine Band of Mercy, Child Protection
Network Foundation, etc.
37
Nature of Social Welfare Agencies
❑Social welfare agencies must be viewed both as administrative bureaucracies and
as social systems.
❑ They are established to attain specific goals, their internal structures, technologies
and procedures are designed to implement these goals. An example is the
Standard Operating Procedures (SOP) of agencies meant to guide agency workers
in the performance of their tasks to serve particular client groups in accordance
with agency goals.
Rosemary C. Sarri and Robert D. Vinter
38
❑Social welfare agencies must be viewed both as administrative bureaucracies and
as social systems.
❑ They are established to attain specific goals, their internal structures, technologies
and procedures are designed to implement these goals. An example is the
Standard Operating Procedures (SOP) of agencies meant to guide agency workers
in the performance of their tasks to serve particular client groups in accordance
with agency goals.
Rosemary C. Sarri and Robert D. Vinter
38
Nature of Social Welfare Agencies
39
❑ Social Welfare Agencies are social systems that adaptively
respond to external and internal pressures. They generate
informal patterns that may both facilitate and hamper goal
attainment.
❑ Being social systems, social agencies are subject to pressures from
outside and within the organization.
Examples:
1. Political factors interfere with normal operations of the
public agencies as in the appointment of managers and
their staff.
39
❑ Social Welfare Agencies are social systems that adaptively
respond to external and internal pressures. They generate
informal patterns that may both facilitate and hamper goal
attainment.
❑ Being social systems, social agencies are subject to pressures from
outside and within the organization.
Examples:
1. Political factors interfere with normal operations of the
public agencies as in the appointment of managers and
their staff.
Nature of Social Welfare Agencies
2. Socio-cultural factors such as “utang-na-loob” and
“pakikisama” often times characterize the informal
relationships that may contravene the formal tenets of the
organization.
3. The economic situation also affects funding and support to
social agencies that may cause the cutting down and/or
elimination of existing programs.
40
2. Socio-cultural factors such as “utang-na-loob” and
“pakikisama” often times characterize the informal
relationships that may contravene the formal tenets of the
organization.
3. The economic situation also affects funding and support to
social agencies that may cause the cutting down and/or
elimination of existing programs.
40
Nature of Social Welfare Agencies
4. The professional culture influences social agencies by
establishing standards of practice which are mandated
through licensure requirements established by law. RA 4373
has made a difference in the standards of professional
staffing of both public and private agencies.
41
4. The professional culture influences social agencies by
establishing standards of practice which are mandated
through licensure requirements established by law. RA 4373
has made a difference in the standards of professional
staffing of both public and private agencies.
41
Other types of Social Agencies
❑Other types of social agencies may be created by foundations set up by
individuals, business corporations, religious organizations or even universities.
Example:
Philippine Business for Social Progress (PBSP) – a
corporate-led non profit social development foundation
in the Philippines that is committed to poverty alleviation
and people development
42
❑Other types of social agencies may be created by foundations set up by
individuals, business corporations, religious organizations or even universities.
Example:
Philippine Business for Social Progress (PBSP) – a
corporate-led non profit social development foundation
in the Philippines that is committed to poverty alleviation
and people development
42
-BREAK-
43
43
Gender and Diversity in Social Administration
❑ Gender refers to the characteristics of women, men, girls and boys
that are socially constructed. This includes norms, behavior and
roles associated with being a woman, man, boy and girl and
relationships with each other.
❑ Gender is hierarchical and produces inequalities that intersect
with other social and economic inequalities.
44
❑ Gender refers to the characteristics of women, men, girls and boys
that are socially constructed. This includes norms, behavior and
roles associated with being a woman, man, boy and girl and
relationships with each other.
❑ Gender is hierarchical and produces inequalities that intersect
with other social and economic inequalities.
44
❑ Gender-based discrimination intersects with other factors of
discrimination (eg; ethnicity, socio-economic status, disability,
age, geographic location, gender identity and sexual orientation,
etc.)
❑ Gender influences people’s experiences which they bring in or
affect the social administration
Some of the barriers/restrictions are: lack of access to
decision-making power, mobility, lower literacy rates, discriminatory
attitudes, lack of training and awareness, specific challenges to
women, girls, men and boys.
45
discrimination (eg; ethnicity, socio-economic status, disability,
age, geographic location, gender identity and sexual orientation,
etc.)
❑ Gender influences people’s experiences which they bring in or
affect the social administration
Some of the barriers/restrictions are: lack of access to
decision-making power, mobility, lower literacy rates, discriminatory
attitudes, lack of training and awareness, specific challenges to
women, girls, men and boys.
45
❑ rigid gender norms also negatively affect people with diverse
gender identities, who often face violence, stigma and
discrimination
46
gender identities, who often face violence, stigma and
discrimination
46
❑ rigid gender norms also negatively affect people with diverse
gender identities, who often face violence, stigma and
discrimination
47
gender identities, who often face violence, stigma and
discrimination
47
Feminist Management Approach
❑ Feminist theory is the extension of feminism into theoretical fictional or
philosophical discourse. It aims to understand the nature of gender
inequality.
❑ Being feminist simply means believing in equal rights for all genders. It is
not about hating men. Its not about women being better than men. It is not
eschewing femininity.
48
❑ Feminist theory is the extension of feminism into theoretical fictional or
philosophical discourse. It aims to understand the nature of gender
inequality.
❑ Being feminist simply means believing in equal rights for all genders. It is
not about hating men. Its not about women being better than men. It is not
eschewing femininity.
48
❑ Feminism works towards equality, not female superiority. Feminists
respect individual, informed choices and believe there should not be a
double standard in judging a person. Everyone has the right to sexual
autonomy and the ability to make decision about when, how and to
conduct their sexual life.
49
respect individual, informed choices and believe there should not be a
double standard in judging a person. Everyone has the right to sexual
autonomy and the ability to make decision about when, how and to
conduct their sexual life.
49
Feminist Leadership Theory
❑ women and women’s organizations sharing power, authority and decision
making in our common pursuit of social, legal, political, economic and
cultural equality (www.justassociates.org Feminist Leadership for
Transformation)
❑ feminist leadership from a feminist standpoint is informed by the power of
the feminist lens, which enables the feminist leader to identify injustices
and oppressions and inspires her to facilitate the development of more
inclusive, holistic communities. They are motivated by fairness, justice and
equality and strive to keep issues of gender, race, social class, sexual
orientation and ability at the forefront.
50
❑ women and women’s organizations sharing power, authority and decision
making in our common pursuit of social, legal, political, economic and
cultural equality (www.justassociates.org Feminist Leadership for
Transformation)
❑ feminist leadership from a feminist standpoint is informed by the power of
the feminist lens, which enables the feminist leader to identify injustices
and oppressions and inspires her to facilitate the development of more
inclusive, holistic communities. They are motivated by fairness, justice and
equality and strive to keep issues of gender, race, social class, sexual
orientation and ability at the forefront.
50
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