Sw Managament

Front 1

Scientific Management Theory

Back 1

Theory X:
Pay is the most effective motivator

Front 2

Human Relations Theory

Back 2

Theory Y:
Get rewards from work

- More likely to lead to an effective organization

Front 3

Structural Functional Theories

Back 3

Bureaucratization is an ever changing process

Front 4

Systems Theories

Back 4

Bureaucracies viewd as social systems with subsystems whose functions are:

- Management
- Adaptation
- Maintenance

Front 5

Maintenance (Administrative functions and tasks) ****

Back 5

- Efficiency issues
- Problem-solving
- Maintenance of resources
- Standardization of procedures
- Controlling agency functions

Front 6

Service (Administrative functions and tasks) ****

Back 6

- Quality of service
- Goal setting
- Staff development
- Evaluation: Program/Staff
- Public relations

Front 7

Social Welfare Policy

Back 7

Includes almost all decisions of a government that affect the quality of life and impact the welfare of its citizens

Front 8

Process of Policy Planning Phases ****

Back 8

- Problem
- Proposal
- Definition
- Planning
- Programming
- Evaluation

Front 9

Problems Associated with Policy Implementation

Back 9

- Unclear directives and communication
- Negative attitudes of service personnel
- Lack of resources
- Previously established procedures or structure

Front 10

Zero-Base Budgeting

Back 10

Each component of a program must begin each year with a "zero" budget allocation

Front 11

Problem Planning Budget System ***

Back 11

Each item on budget must be an aspect or component of a program that carries stated objectives so that expenditure can be justified in terms of how activities contribute to objectives

Front 12

Cost Effectiveness and Cost Benefit Analysis

Back 12

What are the costs of a program approach and what are the benefits?

- Cost benefit ratio determined.

Front 13

Management by Objectives (MBO)

Back 13

All activities in an organization aimed toward achievement of specified, agreed upon objectives

Front 14

Benefits of Program Evaluation

Back 14

Tool for satisfying social and professional demand for accountability

Front 15

Obstacles of Program Evaluation

Back 15

- Negative evaluations
- Staff resistance
- lack of funds
- Lack of interest

Front 16

Criteria for Program Evaluation

Back 16

- Effort: Evaluation for resources used to reach program objective
- Impact: Examination of effect of broad social change
- Effectiveness: determines how well the objectives of program were met in terms of client change
- Efficiency: Determined economics of program-program accomplishments
- Quality: Examines professional competence and standards of service

Front 17

Formative Evaluations

Back 17

Evaluations focus on what was done/Process

Front 18

Summative Evaluations

Back 18

Evaluations focus on results/Outcome

Front 19

Outcome Model

Back 19

Emphasizes the evaluation of expected results

Front 20

Goal Attainment

Back 20

Focuses on only those outcomes specified in program objectives

Front 21

Systems Analysis

Back 21

Studies impact of other organizations and environment related to program changes

Front 22

Analytic Model

Back 22

Uses costs an independent variables to evaluate program effectiveness

Front 23

Quality Assurance Model

Back 23

Monitors adherence to standards

Front 24

Goal of Staff development

Back 24

Increase the organization's resources and improve services through increasing staff skill and technology

Front 25

Performance Appraisal

Back 25

Evaluation of a worker's job performance

- Assessing how well he/she performs a job over a period of time

Performance evaluations should be based on previously agreed upon criteria and should be clear about what needs to change

Front 26

Direct Measures of Job Performance

Back 26

Include quantitative measures of outcome

Front 27

Subjective Measures of Job Performance

Back 27

Utilize judgments and opinions of raters

Front 28

Ultimate Objective of Supervision

Back 28

To improve the quality of an organization's service through more effective work by staff members

Front 29

Functions of Supervision ***********

Back 29

Administrative: Provides structure and resources

Supportive: Provides psychological and interpersonal resources

Educational: Provides training to reach objectives

Front 30

Consultant

Back 30

- Authority comes from his/her knowledge or skills

- A consultant has no authority over staff

Consultation always has:
- Purpose
- Problem
- Process

Front 31

Interorganization Cooperation

Back 31

Serves to enhance service delivery

Front 32

Public Relations function of a social service administrator consist of 3 service tasks

Back 32

- Education: Improve standing in the community
- Outreach: At potential clients
- Advocacy: Persuade that something needs to be done

Front 33

ERG Theory

Back 33

Reduced Maslow's needs to:

- Existence
- Relatedness
- Growth

Front 34

Needs for Achievement (nACH)

Back 34

Three needs often act as motivators in organizational settings:

- Need for achievement
- Need for power
- Need for affiliation

Front 35

Two-Factor Theory

Back 35

2 types of needs:

- Lower level needs that correspond to physiological, safety, and belonging

Produce job dissatisfaction when they are unfulfilled

Front 36

Equity Theory

Back 36

Employees compare the ratio of their inputs (skills, experience, education, etc.) to outcomes (financial and non-financial) to the input ratios of others performing similar jobs

Front 37

Goal-Setting Thoery

Back 37

Individuals are motivated to achieve goals they have consciously decided to pursue

Front 38

Expectancy Theory

Back 38

A worker will be highly motivated when he/she perceives that successful performance and valued rewards are contingent on high levels of effort

Front 39

Reinforcement Theory

Back 39

When behaviors are followed by reinforcement, they will be likely to occur again

Front 40

Participative Leadership

Back 40

- Members share in decision making
- Best way tom motivate staff and raise morale

Front 41

Task Groups ****

Back 41

Come together for a particular purpose

Front 42

Two fundamental Tasks of Task Groups*****

Back 42

1. Task accomplishment
2. Group Maintenance