PowerPoint Presentation

Part II : Administrative Practice Perspectives

Presented by Jamesia O. Wright

Chapter 6 : The Administrators Role in Agency Governance

Organizational governance is related to the legal status of the organization i.e. for profit and non profit

Board of Directors- Individuals that the community has entrusted to guide their organizationmembers are known as Trustees and Directors

Administration in relations to the BOD

Non Profits Governance is organized and facilitated by the Board of Trustees and For Profit is organized and facilitated by the owners of said company Ask what the BOD typically does What do you think the role of an administrator is in relations to the board ?2Chapter 7 : The Administrator As Politician

Political Effectiveness is related to social administrators capacity to thoughtfully and sensitively manage competing interests

Internally- Gunners five political frameworks in Organization (1990,17)Scarce Resources , Conflicting Goals ,Uncertain Technologies , Multiple Power Centers , Changing attitudes toward authority

Externally Administrators must be well versed in both policy and politics Policy Defined as program intentions that reflect decisions made in the basis of principles with supporting rationales Politics Described as actions of interest groups who are trying to affect or are affected by policies

Policy constraints Completing Mandates Conflicting mandates Ambiguous mandates Incompatible Mandates

Adminstrative strategies for survival working witht the state system , redesigning voluntary sector and pursuing legal options 3Chapter 8 :The Administrators Use of Communications

Administrators communicate w/ staff internally & with stakeholders externally as they seek to make agency goals evident

Administrators use communication as a tool for accomplishing their aims of program &organizational effectiveness. It is key to their roles as change agent & advocates between and within and outside agency

Informal vs. Formal Communication

Evaluation is key when administrators have to communicate outcomes with stakeholders and employees

Futurist Innovator communication with external professionals and the understanding of changing environments so agencies can be in position for buffeting forces

Chapter 9 : The Administrator and Interorganizational Relations

Interorganizational Relations examine professional relationships that must be nurtured across external boundaries of an agency

Administrators must maintain open flexible and positive attitudes Administrators also need to recognize that use of experts inside and outside of organizations is needed and are positive experiences

Different forms of IO Relationships Informal Arrangements Semi-Formal ArrangementsFormal Arrangements

What is the Mangers Role in Interorganizational Relations ?When considering forming alliances managers must carefully assess potential positive /negative effects on agencies and clients alike Chapter 10 :Administrators work with Volunteers

It is very important for the manager to provide structure for the volunteer so that they will productive and satisfied with efforts -Administrators must understand who volunteers at their organization and why they volunteer. Ex. Board of Directors Community Members

Organizational and professional controls in volunteer programs Organizational control is defined and occurs in an agency Professional control reside with volunteers and product of professionals

Ex. Financial /Legal Help

Chapter 11 :Obtaining /Administrating Financial Resources

Approaches to Obtaining Financial Resources in the 21st Century Funding DiversificationPrivatizationCollaborative FundraisingCause Related Marketing For Profit VenturesFee for Service Sliding Scale

Administrating Financial Resources Understanding limitations on Funds is what your funder will allow

***Administrators must report financial documentation to BOD and the Government (ie 990) Chapter 12: Administrating Alternative Social Service Agencies

Alternative Social Service Agency Definition Established in the 70s and 80s Alternative Social Agencys were new organizations that were created to meet new needs

2 types of Alternative Social Service Agencies Defined as organizations that deliver services or are funding sources of social service agencies

Characteristics of Alternative Social Service Agencies Commitment to Social ChangeInternal Governance Special Populations PersonnelOrganizational StructureResource Base

Administrators at Alternative Social Service Agencies must carry torch of the organization because it grows like a beacon to light the way for all of its participants Questions ??

Sources

Perlmutter, F. D., & Crook, W. P. (2004). Changing hats while managing change: From social work practice to administration. Washington, DC: National Association of Social Workers.

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