SS4111 Management and Supervision in Human Services PDF

SS4111 t Management and Supervision in Human Services P R OF. M I CHE L L E S HU M AS S I STANT P R OF E SSOR, DE PA RT M ENT OF S OC I A L A N D B E HAV I OUR AL S CI ENCES, C I T Y U Course introduction Aims of the Course Promote students’ understanding of and practice compete...

SS4111 t Management and Supervision in Human Services P R OF. M I CHE L L E S HU M AS S I STANT P R OF E SSOR, DE PA RT M ENT OF S OC I A L A N D B E HAV I OUR AL S CI ENCES, C I T Y U Course introduction Aims of the Course Promote students’ understanding of and practice competence in being a first-line manager in human services; Apply management approaches and skills creatively in supervising subordinates; Discover and analyze critically contemporary management challenges and issues facing human services in Hong Kong. Course Structure  Nine 3 hrs lectures ◦ In-class activities  Four 3 hrs tutorials ◦ Seminar discussion: Week 2 & Week 6 ◦ Presentation of your group research projects: Week 11 & Week 12 Ultimately….. => Knowledgeable and competent social worker Assessments  Active participation in class activities (10%) ◦ Be on time and actively participate in class discussions.  Leading and Presenting in Tutorial (20%) ◦ Present for 45 minutes on a selected management issue, followed by leading the class discussion for 15 minutes.  Term paper (40%) ◦ Tentative Due Date: May 2, 2025 by 23:00. ◦ The topic will be announced in Week 3.  Quiz (30%) ◦ Multiple choice questions &2 short questions. ◦ Date: April 17, 2025 (Week 13). Refer to course outline and instructions of respective assignments. NO PLAGIARISM- serious offence!! Tutorial Presentation (20%)  Should adopt real cases (encountered during practicum or in work situations) in the presentation.  Apply key management concepts or theories for analysis and identify contingency plans.  The groups will consist of 6-7 members for T01 and 5-6 members for T02.  Each group will give a presentation on one of the topics listed below: i. Dealing with staff turnover in NGOs ii. Handling service users’ complaints iii. Fundraising and resource development iv. Providing culturally responsive social services Management of Social Welfare Service Provision in Hong Kong What is Management? The term ‘management’ = “maneggiare” in Italian ◦ = ‘to handle a horse’ in English ◦ “a process in which a person simultaneously takes responsibility for and seeks to control a valuable, yet recalcitrant, resource.” (Alvesson, M., & Willmott, H. (2012). Making sense of management: A critical introduction. London: Sage.) ◦ coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. What is under management in a human service organization? ◦ Being managed VS Managing Why Management? Key stakeholders for a human service organization Employees (Professional and Service Users non-professional Staff Government Other HSOs Human Service Organization For-profit Funders (HSO) organization Three important considerations  Being efficient - doing things right, get the most from the least  Being effective - doing the right things, goals achieved.  Being ethical - do something morally correct.  Efficiency VS Effectiveness Laitinen, I., Kinder, T., & Stenvall, J. (2018). Local public service productivity and performance measurement. International journal of knowledge-based development, 9(1), 49-75.  Four Functions of Management Robbins, S.P., Coulter, M.A., Long, L. (2024). Management (16th ed). Pearson.  Managerial titles in NGOs  First-line (or front-line) managers - e.g. center- in-charge, team/group leaders.  Middle managers - e.g. service coordinator, service head  Top managers - e.g. CEO, Executive Director. Robbins, S.P., Coulter, M.A., Long, L. (2024). Management (16th ed). Pearson.  Skills Needed at Different Managerial Levels Robbins, S.P., Coulter, M.A., Long, L. (2024). Management (16th ed). Pearson.  Universal Need for Management Robbins, S.P., Coulter, M.A., Long, L. (2024). Management (16th ed). Pearson.  Public Service in Hong Kong Social ◦ Social Security Welfare ◦ Family and Child Welfare ◦ Clinical Psychological Services Service ◦ Medical Social Services Provision ◦ Rehabilitation Services ◦ Services for the Elderly ◦ Services for Young People Who’s Responsibility? ◦ Services for Offenders ◦ Community Development ◦ Licensing and Regulation ◦ Control of Charitable Fund-raising Activities ◦ Support Services Estimate Financial Provision by Programme 2024-25 1. Family and Child Welfare 2. Social Security 3. Services for The Elderly 4. Rehabilitation and Medical Social Service 5. Services for Offenders 6. Community Development 7. Young People  Actual Financial Provision to Subvented/private sectors (HK$M) 2022-23 Community Young People Family & Child Development Welfare Services for Offenders Social Security Rehabilitation & Medical Social Services Services for the Elderly  Comparison of Financial Provisions for Social Welfare by the Government: Subvented Sectors VS. Government Sector 80,000.00 70,000.00 68,300.30 60,000.00 50,000.00 40,000.00 30,000.00 20,000.00 10,000.00 11,759.10 8,898.50 1,467.10 3,090.30 164.3 2,612.30 1,712.10 79.8 341.7 211.7 5.5 2,610.90 152.3 0.00 Relationship with Government in Social Welfare Service Provision Supplementary Complementary Primary No governmental Basic character of Extension of similar Qualitatively different from counterpart of voluntary voluntary service governmental service governmental service service provision Asymmetrical: unequal power Symmetrical power because one element Asymmetrical; voluntary Power Relationship relationships between voluntary (government) is basic or agency is dominant and governmental organizations dominant Long-term because Uncertain; continues as Ostensibly time-limited, until Duration of Service governmental provision is long as there is no governmental provision unlikely governmental provision Directly adapted from Kramer, R. M. (1981). Voluntary agencies in the welfare state. University of California Press.  Social Welfare Subvention Reform in Hong Kong in 2001 Modified Standard Cost (MSC) Strict compliance of rules: staffing standard in terms of No virement except complex Full reimbursement numbers, grades and even approval procedure the qualifications of the staff Lump Sum Grant Subvention System (LSGSS) Abolition of the Staff and Service performance Fixed amount of funding Resources Management monitoring system (SPMS) Rules Shum, M. H. Y. (2017). Governance of Social Welfare Service Provision in Hong Kong: An Analysis of the Social Welfare Subvention Policy. The University of Hong Kong. Published Doctoral Thesis. The University of Hong Kong Social Welfare Subvention Reform in Hong Kong in 2001  Have there been any changes in management practices?  How do these changes affect social work practitioners? Theories of Social Welfare Service Management Public Administration Hierarchical/ vertical line-management Rule of law and administrative procedures Government: ◦“Those people charged with the duty of governing” or ◦ “Governors” p.3-4 of Finer, S. E. (1970). Comparative government. London: Allen Lane. Relationship Authority Top-down Approach Chain of command Conformity “Obedience” or “Submissiveness” The Classical Approach 1. Scientific Management Theory o Frederick W. Taylor 2. General Administrative Theory o Henri Fayol o Max Weber o Luther Halsey Gulick Scientific management Theory  An approach using the scientific method to determine the “one best way” for a job to be done, e.g carrying out task and selecting, training and motivating workers.  Frederick W. Taylor is known as the “father” of scientific management. o Pig iron experiment o Achieved consistent improvements in productivity in the range of 200 percent. He affirmed the role of managers was to plan and control and the role of workers was to perform tasks as they were instructed. As a rational approach to solving organizational problems  General Administrative Theory  Focused on the entire organization, developed more general theories of what managers do and what constitutes good management practice. - Definite bounded jurisdictions of authority - Clear responsibility among top positions - Objective principles: Efficiency - Differentiation and coordination of functions  Fours bases of organizations (Gulick, 1937, p.15): i. Purpose ii. Process iii. Clientele iv. Place Gulick, L. (1937). “Notes on the theory of organisation.” in Gulick, L. and Urwick, L. (Eds), Papers on the Science of Administration, pp. 3-45, New York: Institute of Public Administration. Institute of Public Administration,. Luther Halsey Gulick Concept of Departmentalization “[A]n organization fully equipped from top to bottom with all the direct and collateral services required for the accomplishment of its central purpose, without the need of any assistance from other departments, drifts very easily into an attitude and position of complete independence from all other activities and even from democratic control itself” (Gulick, 1937, p23) Luther Halsey Gulick Concept of Departmentalization o Grouping jobs together so common tasks can be coordinated is called departmentalization. ◦ By functions performed (e.g. HR, IT) ◦ By type of service the organization produces (e.g. casework, health assessment) ◦ By geography or territory (e.g. HKI, Kln) ◦ By type of customer (e.g. parents, youth) Luther Halsey Gulick Duties of an administrator = POSDCORB (Luther Gulick) 1) Planning (P) 2) Organising (O) 3) Staffing (S) 4) Directing (D) 5) Coordinating (CO) 6) Reporting (R) 7) Budgeting (B) The Bureaucratic Model (Max Weber) Bureaucracy as the ideal form of organization Top-down planning Vertically integrated state structures ◦ Hierarchy ◦ Supervision ◦ Governed by Law, Rules and Regulations ◦ Administrative Procedures and Routines ◦ Employment Clear demarcation between state and society The Bureaucratic Model (Max Weber)  Government of laws VS Government of men o Bureaucratic administrative staff o Imperative control over human beings The legally established impersonal order Obedience is due to formal legality of commands  Characteristics of Weber’s Bureaucracy Robbins, S.P., Coulter, M.A., Long, L. (2024). Management (16th ed). Pearson. Marketization Public-private partnership Outsourcing Quasi-market of Welfare Separation between the purchaser and provider Neo-liberal economic agenda during Margret Thatcher’s government Privatization Permanent transferal of provision/ production of service to private firms or voluntary organizations 1. Demand model of privatization 2. Supply model of privatization New Public Management Private sector managerial techniques Value for money ◦ Emphasis on quality and efficiency in the provision of services Intra-organizational processes and management Quasi-market ◦ Competition ◦ Price mechanism ◦ Contractual relationships Separation between steering and rowing  The Tools of Government Direct administration Grants Contracts Voucher Regulations Tax expenditures Loan programs Salamon, L.M., and Elliott, O. V. (2002). The tools of government: A guide to the new governance. Oxford University Press.  Refined understanding on public administration Public administration is a large domain (Frederickson, 2005) : i. internal management of government ii. management of the extended state by government  Third parties, or  Nongovernmental institutions Frederickson, H.G. (2005). Whatever Happened to Public Administration. In Ewan E. Ferlie, L.E. Lynn Jr., and C. Pollitt. (Eds). (2005). The Oxford Handbook of Public Management. Oxford; New York: Oxford University Press. Governance Governance can be regarded as “the patterns that emerge from governing activities of social, political and administrative actors” (Kooiman, 1993, p.2). ◦ “capacity to cover the whole range of institutions and relationships involved in the process of governing” (Pierre and Peters, 2000, p.1) ◦ “totality of ways in which a society organizes and collectively manages its affairs” (Frenk and Moon, 2013, p.937). ◦ Includes the ‘‘regimes, laws, rules, judicial decisions and administrative practices that constrain, prescribe and enable the provision of publicly supported goals and services’’ (Lynn et al., 2001, p.7) From Welfare State to Welfare Mix World retrenchment in provision of welfare Welfare universalism ◦ Monopoly of state provision ◦ Statutory provision of welfare service ◦ State bureaucracy Welfare pluralism ◦ Steering, not rowing ◦ Private, voluntary or Informal provision welfare Example: Eldercare policy in Hong Kong Community approach ◦ “Community” : “the environment that the elderly know or as sources from which the elderly could possibly obtain care and attention” (Working Party on the Future Needs of the Elderly 1973, p. 15). ◦ “the establishment of networks of informal care and support provided by families, friends and neighbors” (Hong Kong Government 1991, p. 18). Adopted the principle of “aging in place as the core, institutional care as the backup” for developing care services for elderly people Eldercare service in Hong Kong Level 1 Who’s responsibility? Community support service at neighborhood or district-level for those Division of Labour between without long-term care need government and private/ voluntary sector Level 2 Community support services for the long- Long waitlist of residential care term care of frail elderly people service in Hong Kong Level 3 Residential Care Services Reflection What are the managerial challenges faced by NGOs today? What skills do managers in NGOs need to succeed?  References Alvesson, M., & Willmott, H. (2012). Making sense of management: A critical introduction. London: Sage.) Laitinen, I., Kinder, T., & Stenvall, J. (2018). Local public service productivity and performance measurement. International journal of knowledge-based development, 9(1), 49-75. Frederickson, H.G. (2005). Whatever Happened to Public Administration. In Ewan E. Ferlie, L.E. Lynn Jr., and C. Pollitt. (Eds). (2005). The Oxford Handbook of Public Management. Oxford; New York: Oxford University Press. Frenk, J., & Moon, S. (2013). Governance challenges in global health. New England Journal of Medicine, 368(10), 936-942. Gulick, L. (1937). “Notes on the theory of organisation.” in Gulick, L. and Urwick, L. (Eds), Papers on the Science of Administration, pp. 3-45, New York: Institute of Public Administration. Kooiman, J. 1993. Social-political Governance: Introduction. In J. Kooiman (Ed.), Modern Governance: New Government--Society Interactions. London: Sage. Kramer, R. M. (1981). Voluntary agencies in the welfare state. University of California Press. Lynn, L., Heinrich, C., & Hill, C. (2001). Improving governance: A new logic for empirical research. Washington, DC: Georgetown University Press. Pierre, J., and Peters, B. G. (2000). Governance, politics, and the state. Basingstoke, Hampshire: Macmillan Press; New York: St. Martin's Press. Robbins, S.P., Coulter, M.A., Long, L. (2024). Management (16th ed). Pearson. Salamon, L.M., and Elliott, O. V. (2002). The tools of government: A guide to the new governance. Oxford University Press. Shum, M. H. Y. (2017). Governance of Social Welfare Service Provision in Hong Kong: An Analysis of the Social Welfare Subvention Policy. The University of Hong Kong. Published Doctoral Thesis. The University of Hong Kong