SWADMIN PRELIM EXAM.pdf

A. ADMINISTRATION: Basic goals and functions Why do we need Administration? Administration is an important area in organized human activity. It has been considered a process, a method, or a set of relationships between and among people working toward common...

A. ADMINISTRATION: Basic goals and functions Why do we need Administration? Administration is an important area in organized human activity. It 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 to achieve its goals. Administration is necessary to orchestrate the myriad activities of an organization Administration is the process of defining and attaining the objectives of the organization through a 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, labor unions, hospitals, and in any organized goal seeking group of persons. An Administrator provides office support to either an individual or team and is vital for the smooth-running of a business. Their duties may include fielding telephone calls, receiving and directing visitors, word processing, creating spreadsheets and presentation and filing. The main job responsibility of an administrator is to ensure the efficient performance of all departments in an organization. They act as a connecting link between the senior management and the employees. They provide motivation to the work force and make them realize the goals of the organization. Functions of Administration The main function of administration is the formation of plans, policies, and procedures, setting up of goals and objectives, enforcing rules and regulations, etc. Administration lays down the fundamental framework of an organization, within which the management of the organization functions Administrators, broadly speaking, engage in a common set of functions to meet the organization goals. These ‘functions’ of the administrator were described by Henri Fayol and Walter Friedlander. HENRI FAYOL WALTER A. FRIEDLANDER Planning Planning Organizing Organizing Staffing Staffing Directing Directing Controlling Coordination  Budgeting Reporting Budgeting B. Review of DEFINITIONS of Social, Social Welfare and Social Development Global definition of the Social Work Profession “Social work is a practice-based profession and an academic discipline that promotes social change and development, social cohesion, and the empowerment and liberation of people. Principles of social justice, human rights, collective responsibility and respect for diversities are central to social work. Underpinned by theories of social work, social sciences, humanities and indigenous knowledge, social work engages people and structures to address life challenges and enhance wellbeing. The above definition may be amplified at national and/or regional levels.” International Association of Schools of Social Work (IASSW) and the International Federation of Social Workers (IFSW) Definition of Social Welfare In the broadest sense, “social welfare” covers practically everything that men do for the good of society. Gertrude Wilson characterizes social welfare as an organized concern of all people for all people. Walter Friedlander defines it as the organized system of social services and institutions, assigned to aid individuals and groups to attain satisfying standards of life and health. According to Elizabeth Wickenden, social welfare includes those laws, programs, benefits, and services which assure or strengthen provisions for meeting social needs recognized as basic to the well-being of the population and the better functioning of the social order. The Pre-Conference Working Committee for the XVth International Conference on Social Welfare defines social welfare as all the organized social arrangements which have as their direct and primary objective the well-being of people in a social context. Definition of Social Development Social development is a complex, multifaceted process that involves learning and acquiring the skills, knowledge, and behaviors that enable an individual to interact effectively and appropriately with others. It involves understanding how to behave in social situations, to interpret social cues, and to exhibit behaviors that are deemed acceptable in society. It’s an integral part of human development that starts from infancy and continues throughout adulthood. SOCIAL DEVELOPMENT Growth plus change Improvement of the quality of life of people through education, employment, health, housing, social welfare, agrarian reform, community development, or disaster relief.  Definition of…. ADMINISTRATION SOCIAL ADMINISTRATION SOCIAL WORK ADMINISTRATION The process of defining and Refers to the organization and A method of social work concerned with the provision and attaining the objectives of the management of social welfare and distribution of societal resources so as to enable people to organization through a system of development agencies in which meet their needs and fulfill their potentials towards coordination and cooperative effort social work is practiced in the empowering their lives. attainment of organizational goals The process of transforming social Focused on the use of social work policy into social services in the management and organization of services responsive to the needs The process of harnessing people and resources in a coordinated and cooperative effort through planning, organizing, and leadership to achieve organizational goals C. SOCIAL ADMINISTRATION: The relationship of Administration and Social Work Theoretical Concepts of Administration Administration is an important area of organized human activity. It has been considered a process, a method or a set of relationships between and among people working toward common objectives in an organization. Herman Stein describes the concept of administration as “a process of defining and attaining the objectives of an organization through a system of coordinated and cooperative effort.” Administration as a method of practice deals primarily with the following: Determination of goals and/or setting objectives; Formulation of policies; Creating and maintaining an organization; Making plans; Securing resources; Selecting necessary technologies for operations; Designing programs and services; Optimizing organizational behavior; Evaluating results for the improvement of services; and Accounting for resource utilization. Administration is a continuous process that leads to organizational growth and development. Administration therefore is a phenomenon occurring in governments, schools, business firms, labor unions, hospitals and in any organized goal seeking group of persons. Characteristics Different authorities offer different views of the field: 1. Administration is a human enterprise. 2. It is a continuous, dynamic process for a common purpose or goal. 3. The resources of people and materials are harnessed and coordinated to achieve organizational goals. 4. Leadership is implicit in administration. 5. Coordination, cooperation and participation are the means for achieving organizational goals. Elements Organization and management are the two primary 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 distinct tasks for the attainment of the goals of administration. According to Chester I. Bernard, “an organization comes into being when: there are persons able to communicate with each other, who are willing to contribute action to accomplish a common purpose. While communication, willingness to serve and common purpose are found in all organizations; effectiveness and efficiency are necessary elements for its continued existence. Management is the activity that allocates and utilizes resources to achieve the goals of the organization. Management is essential in all organized activity, as well as at all levels of organization in an enterprise. Administration in Human Service Organization. Social Administration according to Hanlan focuses on the policies, planning, and administration of goods and services in relation to the political, social and economic institutions and to the determinants of the distribution of national resources to social welfare needs. This considers the social work profession as a subsystem of the larger social, political and economic institutions of society. Generally, the term “social administration” is used to refer to administration in the fields of health, education and other social development fields. Social Welfare Administration refers more specifically to the administrative processes in a social welfare agency, the formulation of its policies and plans and their implementation into programs and services for specific client groups. It is also referred to as social agency administration. Edward Schwartz claims that the major objective of social welfare administration is the enhancement of social functioning. Boehm has used the term “social functioning” in his definition of the profession of social work. Schwartz has implied therefore that “social welfare as a field of administration and social work as a profession may be considered to have a shared objective. What is Social Work Administration? Human services have become a major part of the American way of life. The federal budget uses almost half of its monies for such assistance, and state allocations vary from about one-third to one-half of budgetary expenditures. Services for people in need have expanded rapidly in recent years, in public as well as private agencies. How are these programs administered, how effectively, and by whom? Social work administration, both in education and practice, has come to the fore in recent years and is recognized as an essential component in the delivery of social services. Administration usually connotes leaders in the top echelon of an agency who facilitate the work of the agency and staff. In actuality, it involves all staff members at all levels, in either leadership or teamship roles. Kidneigh, in 1950, suggested that social work administration is the “process of transforming social policy into social services...a two-way process: transforming policy into concrete social services and the use of experience in recommending modification of policy Spencer suggests that there is general agreement that “administration is the conscious direction of the internal relationships and activities of the enterprise toward the achievement of goals. Stein – “central to those most accepted currently is the concept of administration as a process of defining and attaining the objectives of an organization through a system of coordinated and cooperative effort. Trecker interprets social work administration as a “process of working with people in ways that release and relate their energies so that they use all available resources to accomplish the purpose of providing needed community services and programs. He outlines principles of social work administration defined by several authors, which include common important elements, as follows: 1. Administration is a continuous, dynamic process. 2. The process is set into motion in order to accomplish a common purpose or goal. 3. The resources of people and material are harnessed so that the common purpose or goal may be achieved. 4. Coordination and cooperation are the means by which the resources of people and material are harnessed. 5. Implicit in the definition are the elements of planning, organizing, and leadership. Social Work Administration is a method of social work concerned with the provision and distribution of societal resources so as to enable certain types of persons and people to meet their needs and fulfill their potentials. As a secondary method in social work administration according to Walter Friedlander 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. Characteristics The use of the principles and techniques of administration in general.  The use of the philosophy, aims and functions of social work, its methods of social diagnosis, analysis, and synthesis of individual, group or community needs, and of generalizations for change or development in agency goals and functions. Its primary focus is a helping process for individuals, groups and communities. Social Work administration is working with people based on knowledge and understanding of human behavior, human relations and human organizations. Social work methods are used not only in the services provided by the agency but also in the administrative process and staff relations. Activities Harleigh Trecker spells out the following activities as major areas of administrative responsibility: 1. Study the community. 2. Determine agency purpose as basis for clientele selection. 3. Provide financial resources, budgeting and accounting. 4. Develop agency policies, programs, and procedures for the implementation of agency purposes. 5. Select and work with agency leadership, professional and nonprofessional, boards, committees, and service volunteers. 6. Provide and maintain physical plant, equipment and supplies. 7. Develop a plan, establish and maintain effective community relations and interpret programs. 8. Keep full and accurate records of agency operations and make regular reports. 9. Continuously evaluate program and personnel, plan and conduct research. Importance of Social Work Administration Social Work administration is the keystone for maximizing the effectiveness of social work programs in the solutions of social problems and in the betterment of social conditions. Social Work administration 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. FUNCTIONS The functions of social work administration are the following: 1. It is the means by which identified social needs are dealt with by appropriate social services, whether under public or private auspices. 2. It is societal action for improved or new services needed by specific client groups or the community as a whole. 3. It is decision-making at every level of administration. STRUCTURE The study of structure consists of: Studying it in relation to organization as an element in administration.  Knowing that the social welfare agency represents the organizational structure in social work administration. 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. 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. Central Dimension - is the task of work assignment within the agency structure. There is wide distribution of responsibility in the agency with the allocation of tasks and functions for every level of work. The community in which the agency works affects agency purposes and programs as it is the source of support as well as the object of services. Psychosocial Dimension - in which people release their feelings and energies the feelings and energies of people when properly harnessed by administrators constitute the human resources for achieving agency goals. D. SOCIAL WELFARE AGENCY Definition A social welfare agency is a structured framework within which the administrative tasks are carried out. It is an instrument of the society, established through government initiative or through voluntary efforts to achieve a social goal. Peter Drucker outlines how a social welfare agency in its simplest form comes into being when “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. Types of Social Welfare Agencies Traditionally, the types of social welfare agencies include: Governmental or public agencies- organizations supported by public funds or taxes. Private or voluntary agencies- organizations supported by private contributions or donations or income from services. These are popularly referred to non-governmental organizations (NGOs). Semi-Governmental or quasi-governmental organizations- organizations that receive some form of subsidy, either in cash or kind, from the government. Characteristics of Public Agencies: They are created through any of these: constitutional mandate, legislative act, executive order, presidential decree, or letter of instruction. Their existence, functions, and programs are created by law or executive order, hence, may only be changed or modified by law or executive order.  Their organizational structure is bureaucratic and less flexible than private agencies. They must conform with governmental procedures, especially the accounting and auditing of funds, property and other resources. Characteristics of Private Agencies: They are organized as a form of response of private organizations to meet people’s needs in the community. They may be national chapters of international organizations such as the RedCross, Young Man Catholic Association (YMCA), World Vision and others, They may have been established by sectarian or non- sectarian organizations. They are governed by their own charters, constitution and by-laws, and by a governing board. Their organizational structure 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. Private agencies can pioneer and initiate demonstration projects which may subsequently be turned over the government. The latter can adopt the program on a larger scale with more available resources and organizational capacity. Size of a Social Welfare Agency The social welfare agency may be a small organization with a few people involved in a 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, professionals, 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. In addition to being a national agency, it has deployed social work staff in different countries where there are Filipino overseas workers through the International Social Welfare Services for Filipino Nationals (ISWSFN). 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 (RA) 8042 or Migrant Worker and Overseas Filipino Act of 1995. Smaller in scale and responsibility are the local government social welfare offices at the provincial and municipal, city levels which are established under the authority of the Local Government Code (LGC). Private agencies exist at local level to meet the needs of residents. An example of small agency is the Philippine Band of Mercy. Nature of Social Welfare Agency Rosemary C. Sarri and Robert D. Vinter suggest that social welfare agencies “must be viewed both as administrative bureaucracies and as social systems.” They are administrative bureaucracies in that they are established to attain specific goals, and 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. They are social systems that adaptively respond to external and internal pressures, and 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. For instance, political factors interfere with normal operations of the public agencies as in the appointment of managers and their staff. Socio-cultural factors such as utang-na-loob, (debt of gratitude) and pakikisama (getting along with...) oftentimes characterize the informal relationships that may contravene the formal tenets of the organization. The economic situation also affects funding and support to social agencies that may cause the cutting and/or elimination of existing programs. The professional culture influences social agencies by establishing standards of practice which are mandated through licensure requirements established by law. R.A. 4373 has made a difference in the standards of professional staffing of both public and private agencies. 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. An example is the 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. E. SOCIAL SYSTEM Definition A social system refers to a complex network of interrelated social entities, such as individuals, groups,organizations, and institutions, that interact and influence one another within a shared environment or society. These interactions are guided by norms, values, roles, and patterns of behavior, which collectively shape the functioning and structure of the the social system. Social systems exhibit patterns of organization, stability, and adaptation, serving various functions and purposes within society. Theoretical Frameworks of Social Systems Social systems are examined through various theoretical perspectives in sociology, each providing unique insights into their nature and dynamics. Stuctural-functionalism views social systemsa as complex entities composed of interrrelated parts that work together to maintain stability and order.  Conflict theory, in contrast, emphasizes the role of power dynamics and social inequalities in shaping social systems, highlighting tensions and struggles between different groups. Systems theory offers aholistic approach, focusing on the interactions and feedback loops within social systems and their adaptation to changing environments. Elements of Social Systems Social systems comprise several key elements, including individuals, groups, organizations, institutions, and environment. Individuals, are the fundamental building blocks of social systems. Each person brings their own beliefs, values, attitudes, and behaviors to social interactions, influencing and being influenced by the broder social context. It forms relationships, participate in groups and organizations, and adhere to social norms and roles within the system. Their actions and decisions contribute to the overall funtioning and dynamics of social systems. Groups, are collections of individuals who interact and share common interests, goals, or identities. They range from small, informal groups like friendship circles to large, formal organizations such as corporations or clubs. Groups provide individuals with social support, a sense of belonging, and opportunities collaboration and cooperation. They also establish norms, roles, and structures that regulate behavior and facilitate collective action within the social system. Organizations, are formal structures with defined goals, rules, and hierarchies. They serve specific functions within society, such as producing goods andservices, providing education or healthcare, or governing public affairs. Examples of organizations include businesses, governemnt agencies, schools, hospitals, and non-profit organizations. Organizations play a crucial role in social systemms by coordinating activities, allocating resources, and providing goods and services to meet societal needs. Institutions, are established systems of norms, values, beliefs, and practices that govern social behavior and relationship within society. They provide framework for social interactions and regulate individuals’ behavior through rules, laws, and customs, and customs. Institutions 0encompass a wide range of domains, including family, education, religion, government, economy, and healthcare. They shape individuals’ identities, roles, and opportunities within the social systems and contribute to its stability and coherence over time. Environments, refer to the external factors and conditions that influence social sytems, including physical, cultural, economic, political, and ecological dimensions. Physical environments encompass geographic features, climate, natural resources, and infracture, which shape human activites and interations. Cultural environments encompass language beliefs, values, customs, and traditions, which influence social norms, identities, and behaviors. Economic environment encompass factors such as employment, income, wealth distribution, and market dynamics, which impact individuals’ opportunities and well being. Political environments encompass governance structures, laws, policies, and power dynamics, which shape decision-making processes and social order. Ecological environments encompass environmental resources, ecosystem, and sustainability issues, which influence human activities and societal development. Patterns of Social Systems Social systems exhibit various patterns and configurations, reflecting differences in organization, hierarchy, and connectivity. These patterns of social systems can vary in complexityand adaptability, shaping the dynamics of shaping the dynamics of social interactions and outcomes within society. Centralized Systems, power, authority, and decision-making are concentrated at a central point or within a small group of individuals or constitutions. This centralization of control allows for efficient coordination and direction of activities within the social system. Example: autocratic governements, hierarchal organiations, and command economies. While centralized systems may promote quick decision-making and clear direction, they can also lead to inequalities in power and limited opportunities for participation and innovation among individuals and groups. Decentralized sytems, distibute power, authority, and decision-making across multiple nodes or levels within the social system. This distribution of control allows for greater autonomy, flexibity, and responsivenes to local needs and preferences. This systems often emerge in democratic governemnts, networked organziations, and market economies. It fosters diversity, innovation, and adaptability within the social system, as different actors can contribute their perspectives and expertise to decision-making processes. However,decentralized systems may also face challenges such as coordination difficulties, conflicts of interest, and inefficiencies in resource allocation. Networked systems, consist of interconnection nodes or actors that exchange information, resources, and influence accross diverse networks. These networks can take various forms, such as social networks, communication networks, or supply chains. Network systems facilitate communication, cooperation, and collaboration among individuals and groups, allowing for the exchange of ideas, resources, and support. Examples: social media platforms, professionalnetworks, and global trade networks. This system enable decentralized decision-making, emergent behavior, and self-organization, as interactions between nodes give rise to collective phenomena and outcomes. Heirarchal Structures, are characterized by layered arrangements of individuals, groups, or organizations, with clear lines of authority and status between different levels. Hierarchies often emerge in organization settings, where roles and responsibilities are distributed based on rank, seniority, or expertise. It provides clarity and structure to social systems, delineating roles, responsibilities, and chains of command. However, hierarchies can also lead to rigidities, inefficiencies, and inequalities, as individuals and groups may be constrained by their positions within the hierarchy and limited in their ability to challenge established norms or authoritly. Complex Adaptive Systems, are characterized by nonlinear interactions, emergent properties, and self-organization among interconnected elements within the social system. These systems exhibit dynamic behaviors that arise from feedback loops, interactions between agents, and adaptation to changing environments. Complex adaptive systems can be found in various domains, such as ecosystems, economies, and social networks. They display properties such as resilience, robustness, and adaptability, allowing them to respond to disturbances and uncertainties while maintaining their overall structure and functions. Hybrid Structures, many social systems exhibit hybrid structures that combine elements of centralized, decentralized, and networked arrangements. These hybrid structures may arise in response to specific contexts, needs, or challenges within the social system. For example, a government may employ a combination of centralized decision-making and decentralized implementation to address complex policy issues. Similarly, organizations may adopt networked approaches to foster innovation and collaboration while maintaining hierarchical structures for accountability and coordination. Functions of Social Systems Social Order and Stability: One of the primary functions of social systems is to establish and maintain social order and stability within society. Social systems provide a framework for organizing social life, establishing norms, rules, and institutions that regulate behavior and interactions among individuals and groups. By promoting predictability, coherence, and continuity, social systems help prevent chaos, conflict, and disorder within society. Social order and stability enable individuals to navigate social environments, form relationships, and pursue goals with confidence and security. Coordination and Cooperation: Social systems facilitate coordination and cooperation among individuals and groups, allowing for the division of labor and specialization within society. Through shared norms, roles, and institutions, social systems enable individuals to work together to achieve common goals, solve collective problems, and meet societal needs. Cooperation within social systems enhances efficiency, productivity, and innovation, as individuals and groups pool their resources, skills, and knowledge to address complex challenges and pursue shared interests. Socialization and Identity Formation: Social systems play a crucial role in socialization and identity formation, shaping individuals' beliefs, values, attitudes, and behaviors from an early age. Through processes such as education, family socialization, and cultural transmission, social systems transmit cultural norms, traditions, and values to successive generations. Socialization within social systems helps individuals develop a sense of identity, belonging, and purpose within society, shaping their roles, aspirations, and relationships throughout life. Conflict Resolution and Social Control: Social systems provide mechanisms for conflict resolution and social control, managing disputes, disagreements, and deviant behavior within society. Through formal institutions such as courts, laws, and regulations, as well as informal mechanisms such as norms, sanctions, and peer pressure, social systems regulate individuals' behavior and maintain social order. Conflict resolution and social control mechanisms help prevent violence, injustice, and instability within society, promoting peaceful coexistence and cooperation among diverse individuals and groups. Adaptation to Changing Environments: Social systems adapt to changing environments and circumstances, ensuring their resilience and sustainability over time. Social systems respond to internal and external challenges, such as technological advancements, demographic shifts, economic changes, and environmental crises, by adjusting norms, institutions, and practices. Adaptation within social systems allows for innovation, experimentation, and learning, as individuals and groups explore new ways of organizing and functioning in response to emerging opportunities and threats. Integration and Cohesion: Social systems foster social integration and cohesion among individuals and groups within society, promoting a sense of belonging, solidarity, and mutual support. Through shared rituals, symbols, and values, social systems create a sense of community and identity that transcends individual differences and divisions. Integration within social systems reduces social isolation, alienation, and marginalization, fostering trust, reciprocity, and cooperation among members. Dynamics of Social Systems Social systems are dynamic entities that evolve and change over time in response to various internal and external factors. Social change occurs through processes such as technological advancements, demographic shifts, cultural transformations, and political developments. These changes can lead to disruptions, conflicts, or innovations within social systems, prompting adaptations and adjustments to new realities. Social systems exhibit resilience and flexibility, adapting to changing conditions while maintaining their core functions and structures. Understanding the dynamics of social systems is essential for predicting and managing social change, addressing challenges, and promoting social well-being. Interconnectedness of Social Systems Social systems are interconnected and interdependent at various levels, from local communities to global societies. They form complex webs of relationships and dependencies, with actions and events in one part of the system often having ripple effects across others. Interconnectedness can be observed in various domains, such as economic, political, cultural, and ecological systems, where changes in one system can impact others in unexpected ways. Recognizing the interconnectedness of social systems is crucial for understanding social phenomena and addressing global challenges such as poverty, inequality, conflict, and environmental degradation. Complexity of Social Systems Social systems are characterized by complexity, emergent properties, and non-linear dynamics that defy simple explanations or predictions. They exhibit feedback loops, self- organization, and emergent phenomena, where interactions between individual components give rise to collective behaviors and outcomes. Complexity can lead to unpredictability, uncertainty, and unintended consequences within social systems, requiring a nuanced understanding and approach to analysis. While complexity poses challenges for research and governance, it also offers opportunities for innovation, creativity, and adaptation within social systems. Applications of Social Systems Theory Social systems theory finds applications in various fields, including organizational studies, urban planning, public health, and environmental management. In organizational studies, social systems theory helps understand the dynamics of workplace relationships, organizational culture, and decision-making processes. Urban planners use social systems theory to analyze the interactions between urban infrastructure, social institutions, and community development. In public health, social systems theory informs interventions aimed at addressing health disparities, promoting healthy behaviors, and improving healthcare delivery. Environmental managers apply social systems theory to assess the social dimensions of environmental issues, such as resource management, pollution control, and climate change adaptation. Implications for Understanding Social Systems Understanding social systems is essential for addressing complex social issues and promoting social well-being. By analyzing the elements, patterns, functions, dynamics, interconnectedness, and complexity of social systems, researchers and policymakers can develop more effective strategies for addressing challenges such as poverty, inequality, conflict, and environmental degradation. Recognizing the interdependence of social systems at local, national, and global levels is crucial for fostering collaboration, dialogue, and collective action among diverse stakeholders. By embracing a systems thinking approach, individuals and organizations can contribute to building more resilient, equitable, and sustainable societies. F. THE MANAGER & THE EXTERNAL ENVIRONMENT (OPPORTUNITIES & THREATS; POLITICAL, ECONOMIC, ETC.) Comparison Chart Basis for Management Administration Comparison Meaning An organized way of The process of administering managing people and things of a an organization by a group of people business organization is called the is known as the Administration. Management. Authority Middle and Lower Level Top level Role Executive Decisive Concerned Policy Implementation Policy Formulation with Area of It works under It has full control over the operation administration. activities of the organization. Applicable Profit making Government offices, military, to organizations, i.e. business clubs, business enterprises, organizations. hospitals, religious and educational organizations.  Decides Who will do the work? And What should be done? And How will it be done? When is should be done? Work Putting plans and policies Formulation of plans, framing into actions. policies and setting objectives Focus on Managing work Making best possible allocation of limited resources. Key person Manager Administrator Represents Employees, who work for Owners, who get a return on remuneration the capital invested by them. Function Executive and Governing Legislative and Determinative Definition of Management Management is defined as an act of managing people and their work, for achieving a common goal by using the organization’s resources. It creates an environment under which the manager and his subordinates can work together for the attainment of group objective. It is a group of people who use their skills and talent in running the complete system of the organization. It is an activity, a function, a process, a discipline and much more. Planning, organizing, leading, motivating, controlling, coordination and decision making are the major activities performed by the management. Management brings together 5M’s of the organization, i.e. Men, Material, Machines, Methods, and Money. It is a result-oriented activity, which focuses on achieving the desired output. The Manager & the External Environment: Identifying the Opportunities & Threats; political, economic, etc. SWOT analysis A SWOT analysis helps managers identify strengths, weaknesses, opportunities, and threats. It is a strategic planning technique used to reflect on internal and external factors related to business competition or project planning. success. A SWOT analysis is a strategic planning technique to help a person or business identify strengths, weaknesses, opportunities, and threats related to business competition or project planning. It will help to identify the internal and external factors that are favourable and unfavourable to achieving those objectives. It will help to anticipate the key challenges you may encounter and help to inform decision- making around these. Users of a SWOT analysis often ask and answer questions to generate meaningful information for each category to make the tool useful and identify their competitive advantage. The benefits of using SWOT analysis  It can be easy to fall into a predictable pattern of behavior at work, failing to grow and develop as individuals or teams. We may take strengths for granted and weaknesses that hold us back. Lucrative opportunities could be missed, and threats could be heading our way without us realizing it. Completing a SWOT analysis can put all these things into perspective, providing insight into your strengths, weaknesses, opportunities, and threats. Once you’ve identified these aspects of your personality, you’ll be better positioned to move forward and make a strategic plan for success. Strengths, weaknesses, opportunities, threats Every SWOT analysis begins by listing out strengths, weaknesses, opportunities and threats. Strengths What advantages do you have over others? These could include skills, qualifications, experiences or connections. What can you do better than others? Are there any particular talents or abilities that make you stand out from the crowd? What resources do you have access to that others may lack? For example, are you able to use any tools or technologies that other people can’t? What do people value about you? Think about personal traits that others have praised or expressed gratitude for. What values do you believe to be important, and how do you embody these at work? What networks are you part of, and do you know anyone influential who can help you? Weaknesses What tasks or responsibilities do you tend to avoid, lack confidence in or feel unable to perform effectively? What do other people see as your weaknesses? What gaps are there in your experience, education or training? What negative habits do you have? For example, do you have a tendency to procrastinate, or react badly when something doesn’t go your way? What personality traits are holding you back? For example, are you anxious when it comes to public speaking or awkward when networking? What can your colleagues or competitors do better than you, and what are the areas where you’re consistently outperformed? Opportunities What new tools or technologies can you take advantage of? Who do you know who could help to unlock new opportunities? What are the current trends in your industry, and how can you capitalise on these? What are some weaknesses you’ve noticed in your competitors, and how can you succeed where they have failed? What are some problems you’ve noticed people around you experiencing, and how can you leverage your strengths to solve these problems? What classes, conferences or networking events could you attend to build strengths or eliminate weaknesses? Threats What obstacles regularly prevent you from making progress at work? What changes or developments are currently affecting your profession or industry? What new technologies could potentially threaten your job or business? What weaknesses could cause you to fall behind your colleagues or competitors?  G. THE MANAGER & CULTURE: FOCUS ON FILIPINO CULTURE AS IT INFLUENCES HUMAN BEHAVIOUR AT WORK “THE FILIPINO IS ONE OF THE MOST COMPLEX CREATURES, IF NOT THE MOST COMPLEX, THUS, HE IS NOT EASY TO STUDY AND ANALYZE” – DR. JESUS P. ESTANISLAO FILIPINO VALUES AND PRODUCTIVITY Factors Why Employee Motivation Has Been Declining: 1. Diversity of values – due to the different influencing value systems and cultures, as well as the continuous advent of new ideas, moral and intellectual. 2. Inability of rewards to satisfy needs – “rewards are now perceived as less valuable than in the past”. 3. Disappearing work ethics - “Not all good automatically comes to those who work hard. Hard work or quality output is no longer widely viewed as synonymous with personal. Most Prominent Filipino Values and Cultures: - Bahala Na of the I Don’t Care Attitude - Lagay System or Pakikisama System - Palakasan System -Lusot System 4. Decreased loyalty of employees to the company and to the country – due to the use of unions, birth of new professions, increased organizational size, increased specialization, and increased physical mobility of Filipino employees and Filipino in general. REDIRECTION OF FILIPINO VALUES FOR PRODUCTIVITY ❖Shift from a foreign- based type of development to what that is grown up. ❖Bayanihan, Balikatan, Batarisan, and Pakikisama. ❖Balance negatively directed values with positive orientation. ❖Management and government should consider the human aspects of the people who deserves to become part of the objective for which they work. ❖Filipino managers should do the following: a. His management techniques are effective b. Bring about maximum productivity c. Consider the psycho-sociological factors affecting the productivity of workers. CHARACTERISTICS OF FILIPINO MANAGERS Always person-oriented in his management style. Design work around people who create, operate, and maintain them. High respect and high regard for women. Has an open mind to all kinds of management systems. According to Dr. F. Landa Jocano (anthropologist), the function of management is to integrate two subcultures: 1. Subculture of the corporation, which has its structures, rules and conduct, and values orientation; and 2. Subculture of the community from which the employee comes. Filipino managers follow three imperatives in his management in order to harmonize these two subcultures: 1. Relational (pakikipagkapwa-tao) 2. Emotional (damdamin) 3. Moral (karangalan) FILIPINO ATTITUDES AND VALUES AT HOME AND INDUSTRY During the pre-Hispanic times – no society nor government nor organization but the family or barangay. - Every family is thought of ways and means to best cope in order to survive. - Social norms were prescribed by the family elders guided tradition. - Age was equated with wisdom. - Children were meant just “to be seen, not heard.” Likewise, children were insurance of parents in their old age. - Masculinity = to procreate; Feminity = to bear and rear children MANAGEMENT AND CULTURE (PREDOMINANT FILIPINO VALUES) 1. Social Acceptance – being taken by one’s fellow for what one is, or believes he is, and being treated in accordance with his status. This value is facilitated by the following intermediate values: a. Smooth Interpersonal Relations (SIR) – getting along with others in such a way as to avoid outward signs of conflict. It is acquired and preserved by three means : a.1. Pakikisama a.2. Euphemism a.3. Use of Go-between (tulay) b. Amor Propio – sensitivity to personal affront and functions to protect the individual against loss of social acceptance. Closely related to this value is the value of “hiya” (literally translated, it means sense of shame). 2. Emotional Closeness and Security in a Family – Facilitated through the following: a. Sacrificing individual interest for the good of the family  b. Parental striving to give their children an education even at great cost to themselves c. Older children sacrificing for the younger siblings d. Mothers making sacrifices for the family 3. The Authority Value – families will remain close if someone exerts firm authority, and such person must be respected and obeyed. Closely related to this value is the respect for traditions and rituals no matter how impractical they have become. 4. Personalism – this values attaches major importance to the personal factor which guarantees intimacy, warmth, and security of kinship and friends in getting things done. Some specific values related to this value are “tiwala” (trust), “kilala” (personal reference), and “walang-pakialam” (non-interference). 5. Utang Na Loob or “debt of gratitude” - granted when a transfer of goods or services takes place between individuals belonging to two different groups. It compels the recipient to show his gratitude proper by returning a favour “with interest” to be sure that he does not remain in the other’s debt. 6. Patience, Suffering and Endurance – a cultural belief that a person must suffer before he gain happiness, and related to it is that which many still believe, that women, particularly, must suffer in silence. MANAGEMENT BY FILIPINO VALUES SYSTEM: A PROPOSED SOLUTION ❖Filipinos has two sets of paradoxical traits and patterns of relationship which is (1) highly structured and authoritarian familial set up and (2) strong communitarian practices of bayanihan, balikatan, and baritasan. Thus, the proper way of managing Filipinos is to trust him like an angel but watch him like a devil (Tutok- tiwala System or the Yakap-Suntok System) MANAGING THE MANAGERS: THE FILIPINO STYLE A. Manager by Kayod (Realist) - Kayod is a Filipino term that means to sweat it out or to give oneself to hard work. He cuts down problems into manageable size; a fast decision maker, impatient and shrewd. He dedicated highly. He knows how to use people and his manners are rather formal and that of an introvert, He is a serious worker and will not give in to bribing or any anomalous deals, does firsts things firsts. B. Manager by Lusot (The Opportunist) - Lusot means capitalizing on a loophole. He always be on the lookout for loopholes of anything and will use them to avoid too much work or as an excuse for failure. He is also given to make shortcuts and to do unconventional or even illegal ways to attain objectives, generally an extrovert, he deals with people informally and like to resort to shaky deals to achieve easy settlement. C. Manager by Libro (The Idealist) Libro is a Spanish word for book. This manager literally goes by the book. He is thinker, cautious, planning oriented, strive for professional performance, stubborn, seeks quality results and has high ideals. He usually has adequate formal training in management.  D. Manager by Oido Oido comes from Spanish word “oir” or “to listen”. The Manager learns his managerial skills by oido or by ear. He has a vast field of practical experiences to compensate for his lack of formal management education. He is the opposite of “libro” manager. E. Manager by Ugnayan A hybrid of all types of managers. Tie integrates various styles of management depending on the need and conditions of his organization. He is participatory and coordinative.