Part II : Administrative Practice Perspectives Presented by Jamesia O. Wright

1. Part II : Administrative Practice Perspectives Presented by Jamesia O. Wright

2. 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 organization members are known as Trustees and Directors Administration in relations to the BOD

3. Chapter 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

4. Chapter 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

5. Chapter 9 : The Administrator and Interorganizational Relations • Interorganizational Relations examine professional relationships that must be nurtured across external boundaries of anagency • 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 Arrangements • Formal 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

6. 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 “

7. Chapter 11 :Obtaining /Administrating Financial Resources • Approaches to Obtaining Financial Resources in the 21st Century • Funding Diversification • Privatization • Collaborative Fundraising • Cause Related Marketing • For Profit Ventures • Fee 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)

8. Chapter 12: Administrating Alternative Social Service Agencies • Alternative Social Service Agency Definition • Established in the 70’s and 80’s Alternative Social Agency’s 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 Change • Internal Governance • Special Populations • Personnel • Organizational Structure • Resource 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

9. Questions ??

10. 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.