the administrative functions

7/31/2019 The Administrative Functions

1/84

POLICY FORMULATION


2/84


3/84

Importance


4/84

UNIT TWO


5/84

PRINCIPLES


6/84


7/84

PLANNING AND PROGRAMMING


8/84

ESSENTIAL ELEMENTS


9/84

STEPS IN PLANNING


10/84

PRINCIPAL TYPES OF PLANS

1. SUBSTANTIVE PLAN-

2. PROCEDURAL PLAN-


11/84


12/84

Planning is fundamentally an intellectual process, amental predisposition to do things in an orderly way,

to think before action, and to act in the light of factsrather than guesses.


13/84


14/84


15/84

TITLE PAGE-

PROPOSAL SUMMARY-

INTRODUCTION/BACKGROUND


16/84

PROBLEM STATEMENT OR ASSESSMENT OF NEED-

PROGRAM OBJECTIVES-

METHODS

EVALUATION

BUDGET


17/84

BUDGET

I. PERSONNEL

II. NON- PERSONNEL


18/84


19/84

Hungate defines a program as a unit of planned purposive action. Programming is theprocess of preparing or setting up theprogram involving a specific period of timeand specific type of services.


20/84


21/84


22/84

TYPES OF ORGANIATIONALSTRUCTURE

Formal organizational structure refers to onew/c is established by law. By- laws or constitutionand activities are consciously coordinated. These

are found in policies, procedures, manual, etc. The informal organizational structure on the

other hand refers to the one established

unconsciously by the spontaneous groupings of persons consists of rules, sentiments, traditions,and customs.


23/84

KINDS OF FORMAL ORGANIZATION

1. The line organization.

2. The functional organization.

3. The line and staff organization.4. The committee type of organization.


24/84

MODELS OF ORGANIZATION

Bureaucratic form of organization- this is a formal onewhich can be seen as a pyramid, that is, there is oneauthority on top and the base is under. The chain of command is therefore from top to bottom.

Democratic form of organization- this is more informaland employees participate and share in decision-making, policy etc.

Adhocracy- since no model is perfect and rarely do wefind in practice one that is purely bureaucratic ordemocratic , a new model is evolving called adhocracy.This modified organizational structure is a blend of thebureaucratic and democratic characteristics.


25/84

4. Collegial or professional team model- thismodel according to Trecker emphasizes thegroup group of professional colleaguesorganized in a collaborative lifestyle thatprizes well-used channels of communication.


26/84

KINDS OF ORGANIZATIONAL CHART

Vertical chart- this shows the position of authority at the top with the different levels ina horizontal position and the functionsrunning vertically.


27/84

Horizontal chart- this shows the position of authority on the left side and presents thedifferent levels in a vertical position while thefunctions are shown horizontally.


28/84

Circular chart- this shows the position of authority from the middle of the circle and thefunctions flow from the center.


29/84


30/84

BENEFITS PROVIDED BY ANORGANIZATIONAL CHART

According to Davis and Filley when a chart is properlyused it can provide the following:

1. It clarifies and defines the lines of responsibility andauthority

2. It helps prevent organizational ills such as buck-passing and empire-building3. It helps in developing sound procedures as it provides

a visual aid.

4. It aids communication as it gives a picture of wheredecision-making is.5. It promotes greater efficiency as it helps in

maintaining


31/84


32/84


33/84


34/84


35/84

4. PROMOTION

5. TRANSFER

6. PERFORMANCE APPRAISAL OR RATING-

7. WAGE AND SALARY ADMINISTRATION-


36/84


37/84


38/84

6. Activities that employee may be called upon toperform in special circumstances or emergency.

7. Persons/position to whom the employee isdirectly accountable

8. Persons/ position to whom the employee isdirectly responsible for supervising and whattasks are involved

9. Educational and experiences requirements forthe position

10.Recommended education, experience or skillsfor the position.


39/84


40/84


41/84


42/84


43/84

1. Reporting2. Setting deadlines3. Inspection4. Prior approval of projects


44/84


45/84

FROMS OF COORDINATION

1. Perpendicular or vertical coordination- this iseffected through the complement delegation of responsibility and the corresponding authority forthe performance of every act from the largest to thesmallest. The scalar principle of organization whichextends from top to bottom with the authoritycoming from the top as well as maintainingresponsibility for seeing that the job is done after ithas been delegated is an example where verticalcoordination is effected.

2. Horizontal coordination or cross-coordination - thisrefers to supervisors or executives on the same levelcoordinating and relating their activities or functionsamong themselves.


46/84

WAYS OF EFFECTIVE COORDINATION

Basically, coordination in an agency can be achieved if there is a cooperative environment. Cooperation is thekey to effective coordination. Among the ways bywhich this can be achieved are the following:

1. Clear lines of authority and responsibility2. Periodic reports3. Effective communication system through the use of:

1. Committees2. Staff meetings/conferences3. Group decision- making techniques

CRITERIA OF SUCCESSFUL COORDINATION


47/84

CRITERIA OF SUCCESSFUL COORDINATION


48/84

It must possess the capacity to exert influencesand to create motivations and coordinationwithout traditional forms of line authority.

Its decision making process and superiorssubordinate relationships must be as to enable aperson to perform his job well and without hazardwhen he was two or more superiors.


49/84

COMMUNICATION

Davis and Filley say that communication is that phaseof the managerial process that transmit ideas from oneperson to another for use in the performance of managerial functions,

According to Albers communication is a two -waychannel directed to all staff and/or board members fortransmitting all appropriate agency tasks, goals andobjectives which are to be met. Communication istherefore the vital link that unites executives, board

members, employees and clients of an agency orprogram and establishes a liaison between the agency,the government representatives and the concernedmembers of the community


50/84

ESSENTIAL COMPONENTS OFCOMMUNICATION

1. The source or sender

2. The message3. The receiver- unless the receiver gets and

understands the message, effectivecommunication has not taken place.


51/84

PURPOSE OF ADMINISTRATIVECOMMUNICATION

According to Trecker there are six majorpurpose of administrative communication andthey are as follows:

1. To clarify what is to be done, how, and by whom2. To reinforce identity with agency purposes3. To transmit problems, suggestions, ideas4. To report progress5. To promote participation; and6. To promote social interchange or to provide

recognition.

PATTERNS OF COMMUNICATION


52/84

PATTERNS OF COMMUNICATION

1. FORMAL COMMUNICATION-

2. INFORMAL COMMUNICATION-

METHODS FOR DELIVERING


53/84

METHODS FOR DELIVERINGCOMMUNICATION

CRITERIA FOR EFFECTIVE COMMUNICATION


54/84

CRITERIA FOR EFFECTIVE COMMUNICATION

BUDGETING AND FINANCING


55/84

BUDGETING AND FINANCING


56/84


57/84


58/84

FINANCIAL RECORD

This is an ongoing record of what the agency hasspent on what and how well it is staying within itsbudget. The agencys bookkeeper or accountantenters into this ongoing record or ledger book allreceipts, cancelled checks and other necessarydocuments or papers showing what has beenspent. All social workers who are working on aprogram must periodically check with thebookkeeper or accountant to see how the moneyfor that program is being spent.


59/84

FINANCIAL CONTROL

In most agencies a set of procedures for purchase isfollowed in addition to keeping a ledger book onexpenses. The usual practice is for the worker to fillout a purchase order in several copies

(quadruplicate). One copy is for the supervisor of theprogram or the person who approves theexpenditures, one of the bookkeeper, one for themerchant from whom the social worker will buy and

the last copy is for the worker. While this practicemay seem too bureaucratic it is actually helping theworker to run program smoothly.


60/84

STEPS IN PREPARATION

Budget preparation to be effective must be a jointeffort of many people. A well conceived budgetshould follow the following basic steps:

1. Developing a statement of goals and objectives2. Writing a plan of action3. Setting up a chart of accounts

1. Estimating the cost of each objective or goal listedbefore. This process should be done in detail.

2. Estimate the expected income of the agency3. Comparing the total expected income with the

expense of achieving the goals or objectives.


61/84

OTHER PHASES OF BUDGETING

After the budget has been prepared the nextphase which the administrator has to dealwith is to submit it for a hearing to the

appropriate body for ratification andauthorization. In the case of the public agencyin the Philippines it is the Batasang Pambansa

of if it is a private agency, It is a private agency,Ii is board of directors or the generalmembership of the organization.

THE PBBS


62/84


63/84


64/84

FACTORS OF AN IDEAL BUDGET

1. It is comprehensive- it includes all plannedexpenditures and all estimated income.

2. It is clear and easily understood3. It Is flexible4. It is workable5. It is accurate and realistic.


65/84

REPORTING


66/84

REPORTING

CLASSIFICATION OF REPORTS


67/84

CLASSIFICATION OF REPORTS

PREPARING AN AGENCY REPORT


68/84

PREPARING AN AGENCY REPORT

CHARACTERISTICS OF AN EFFECTIVE


69/84

CHARACTERISTICS OF AN EFFECTIVEWRITTEN REPORT

1. Clear2. Pertinent3. Brief but

complete4. Current

5. Accurate

6. Informative

7. Comparative8. Properly

classified9. Attractive in

format10.Objective

11.Presentedon schedule/

time12.Dated and

signed


70/84

PUBLIC RELATIONS

Organized public relations practice is thecontinuing effort to effect a harmoniousadjustment between an institution and its public.Experience has taught that adjustment requires,among other things, a two- way exchanged of opinions and information which can result inmutual understanding and mutual interests.

This free- flowing interchanged of ideas andinformation requires planned effectivecommunication.


71/84

Public relations, as an organized program, includes:1. Facilitating and evaluating a free flow of opinions,

attitudes, ideas and reactions from all persons, howeverfar removed or remotely affected, concerned with theacts and policies of an organization.

2. Bringing these attitudes, opinions, ideas, and recreationsto bear on the policies and programs of an organizationmakes it possible for the organizations to chart a coursethat will serve the mutual interests of all concerned.

3. Explaining and dramatizing the chosen course to all thosewho may be affected and whose support is essential tothe success of the organization served by the practitioner.


72/84

DEFINITIONS

Public relations is the managementfunction which evaluates publicattitudes, identifies the policies andprocedures of an individual or anorganization with the public interest, andexecutes a program of action to earnpublic understanding and acceptance.


73/84

PUBLIC RELATIONS

The work of welfare, health, and religious agenciesis societys response to the consequences of itssocial disorganization. Social welfare work is theaffirmative to the question: am I my brothers

keeper? the humanitarian urge to give aid andcomfort to those needing it is deep within us all.Social work is in the process of maturing into aprofessional calling. Harold P. levy has pointed out

these specific tasks in the field of social work:1. The responsibility of creating good public relations

will soon be considered as an obligation on thepart of an agency or institution serving the people.


74/84

2. It can be demonstrated that good public relations isfinancially profitable- that an effective publicrelations pays off.

3. Every social agency, like every business andindustry, has a job to do to cultivate understandingand goodwill at home- among staff and boardmembers as well as outside the agency.

4. It is within the power of social workers and boardsof directors of social agencies to alter the course of negative thinking towards social welfare.


75/84

FUNCTIONS

Public relations is a function of management, it ismore than just relations, and the public relationsofficer is often responsible to the board of directors. The function of public relations is topromote public understanding and acceptance of an agency and its services. The purpose is toensure that the image or impression which thepublic carry of the agency is favorable one, sothat ultimately there will be greater acceptanceof the services of the agency.

QUALITIES OF A PUBLIC RELATIONS


76/84

QUALITIES OF A PUBLIC RELATIONSOFFICER

Integrity A sense of timing and good journalistic ability Good knowledge of media, e.g. television,

exhibitions, press Ability to get along well with all sorts of

people

DUTIES OF A PUBLIC RELATIONS


77/84

DUTIES OF A PUBLIC RELATIONSOFFCER

1. Provides information about the agency, itsprograms and services, inquiries on mattersaffecting the agency, its policies, etc.

2. Dealing with al relations with the press andother public relations organizations.3. Organization of visits to other agencies and

exhibitions4. Responsibility for house journal, i.e. internal

agency newsletter or journal.


78/84

PUBLIC IMAGE

It is important that the agency should decide, as animportant matter of policy, what type of public image itshould project. To this end, all agency policies shouldreflect this overall policy of agency image. A basic publicrelations policy can be put forward to ensure that the

public is influenced to react to the agency In the desiredway. There are numbers of publics, e.g. stockholders,clientele, employees, suppliers and the government. Thevarious publics can be influenced by good relations toregard the organization as:

a) A good organization to work for, or invest in:b) An organization, whose services can be given withconfidence and reliability .


79/84


80/84


81/84

REASONS FOR EVALUATIONS

The key reasons for evaluation are as follows:1. Evaluation is essential to ascertain the extent to which

the objectives of the agency are being achieved.2. Critical evaluation is an objective and systematic

means of improving a service.3. Evaluation insures the flexibility essential to thecontinuous re- orientation of a service to thechanging needs of persons In a changing societalsetting.

4. Evaluation is a form of social accountability requiredby all funding sources and the taxpayer or contributorat large.

EVALUATING A HUMAN SERVICE


82/84

EVALUATING A HUMAN SERVICEPROGRAM

Before discussing the types of evaluation used ina human service program, a distinction should bemade between such a program and a humanservice project. A human service program is

defined as a subdivision of the agency which hasadministrative direction to accomplish aprescribed set of objectives through the conductof specified activities. For instance, in a welfareagency there would probably be a child welfareagency there would probably be a child welfareprogram and a material aid (food) program.

EVALUATION RESEARCH


83/84


84/84

1. PROGRAM PLANNING QUESTIONS :

2. PROGRAM MONITORING QUESTIONS:

3. IMPACT ASSESSMENT QUESTIONS:

4. ECONOMIC EFFICIENCY QUESTIONS:

the administrative functions

Documents