CONCEPTS, DEFINITION OF

PRINCIPLES AND ISSUESS

RELATED TO SOCIAL WORK
ADMINISTRATION
 A. ADMINISTRATION: BASIC GOALS AND
FUNCTIONS

• ADMINISTRATION REFERS TO THE PROCESS OF MANAGING AND

ORGANIZING THE ACTIVITIES, RESOURCES, AND RESPONSIBILITIES
WITHIN AN ORGANIZATION OR SYSTEM TO ACHIEVE SPECIFIC GOALS
AND OBJECTIVES EFFICIENTLY. IT INCLUDES MANY DIFFERENT
ACTIVITIES, SUCH AS ORGANIZING, SELECTING, AND MANAGING
EVERYDAY OPERATIONS.
 KEY FUNCTIONS OF ADMINISTRATION
1. PLANNING-THIS IS A VITAL PART OF ADMINISTRATION, ACTING LIKE A ROADMAP FOR
ORGANIZATIONS TO ACHIEVE THEIR GOALS. IT INVOLVES CAREFULLY SETTING
OBJECTIVES AND FIGURING OUT HOW TO REACH THEM, HELPING ADMINISTRATORS
MAKE SMART DECISIONS. WITH GOOD PLANNING, ADMINISTRATORS CAN SPOT
POTENTIAL PROBLEMS, USE RESOURCES WISELY, AND LOWER RISKS. PLANNING SETS
PRIORITIES, MAKES THE BEST USE OF TIME AND RESOURCES, AND ENSURES THAT AN
ORGANIZATION'S MISSION AND VALUES STAY ON TRACK.
2. ORGANIZING-THIS IS SETTING THINGS UP IN A THOUGHTFUL WAY SO THAT A GROUP
OR ORGANIZATION CAN ACHIEVE ITS GOALS. THIS INVOLVES FIGURING OUT WHO
DOES WHAT, MAKING SURE PEOPLE WORK WELL TOGETHER, AND USING RESOURCES
WISELY. ADMINISTRATORS USE ORGANIZING TO CREATE A WORK ENVIRONMENT
WHERE EVERYONE CAN BE PRODUCTIVE AND EFFICIENT. IT IS LIKE BUILDING A
FRAMEWORK THAT HELPS PEOPLE COLLABORATE EFFECTIVELY AND ADAPT TO
CHANGES. BY DEFINING ROLES AND RESPONSIBILITIES AND SETTING UP CLEAR WAYS
OF DOING THINGS, ORGANIZING PROVIDES A CLEAR PATH FOR REACHING AN
ORGANIZATION'S GOALS.
3. HANDLING RESOURCES-THIS IS KNOWN AS A KEY FUNCTION IN
ADMINISTRATION WHICH IS LOOKING AFTER ALL THE THINGS AN
ORGANIZATION NEEDS TO WORK WELL. ADMINISTRATORS HAVE TO HANDLE
DIFFERENT TYPES OF RESOURCES, LIKE MONEY, PEOPLE, BUILDINGS, AND
INFORMATION. THEY NEED TO BUDGET AND PLAN TO MAKE SURE THE
ORGANIZATION CAN KEEP RUNNING SMOOTHLY. THEY ALSO TAKE CARE OF
HIRING AND TRAINING A SKILLED TEAM, MANAGING PLACES AND EQUIPMENT,
AND KEEPING INFORMATION ORGANIZED.
4. DIRECTING-IT IS WHERE THE AUTHORITIES GUIDE AND MOTIVATE THEIR
TEAMS TO REACH THE ORGANIZATION'S GOALS. ADMINISTRATORS IN THIS
ROLE GIVE CLEAR INSTRUCTIONS, SET EXPECTATIONS, AND MAKE SURE
EVERYONE KNOWS WHAT TO DO. THEY LEAD AND INSPIRE EMPLOYEES,
CREATING A POSITIVE WORK ENVIRONMENT AND HELPING PEOPLE WORK
TOGETHER. DIRECTING ALSO INVOLVES MAKING DECISIONS, SOLVING
PROBLEMS, AND USING RESOURCES WISELY TO GET THINGS DONE EFFICIENTLY.
• 5. CONTROLLING-AS YOU SEE, THE AUTHORITIES MUST KEEP A CLOSE EYE ON WHAT’S
HAPPENING IN THEIR ORGANIZATION TO MAKE SURE IT GOES ACCORDING TO PLAN.
THEY GATHER INFORMATION, SET GOALS, AND COMPARE WHAT’S HAPPENING WITH
WHAT THEY EXPECT. IF THINGS ARE NOT ON TRACK, THEY MAKE CHANGES TO GET BACK
ON COURSE. IT IS VISIBLE THAT CONTROLLING COVERS VARIOUS AREAS LIKE MANAGING
MONEY, MAKING SURE THINGS ARE DONE WELL, AND FOLLOWING RULES. IT IS
IMPORTANT BECAUSE IT HELPS ORGANIZATIONS RUN SMOOTHLY AND STAY
ACCOUNTABLE.
6. BUDGETING- THIS FUNCTION HELPS THE ADMINISTRATORS TO PLAN AND MANAGE
THEIR MONEY CAREFULLY TO SUPPORT THEIR ORGANIZATION'S GOALS. THEY LOOK AT
HOW MUCH MONEY IS COMING IN AND GOING OUT, SETTING ASIDE FUNDS FOR THINGS
LIKE DAY-TO-DAY OPERATIONS, SPECIAL PROJECTS, AND INVESTMENTS.
• THIS WAY THEY CAN MAKE SURE THE MOST IMPORTANT THINGS GET ENOUGH MONEY.
BUDGETING HELPS THEM PREPARE FOR ANY FINANCIAL CHALLENGES AND MAKE SURE
EVERYTHING RUNS SMOOTHLY. IT ALSO ENSURES THAT THEY HANDLE MONEY
RESPONSIBLY AND TRANSPARENTLY.
 B. REVIEW OF DEFINITIONS:

• 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
KNOWLEDGES, 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.”
 REVIEW OF DEFINITIONS:

• SOCIAL WELFARE
-EVERYTHING THAT MEN DO FOR THE GOOD OF THE SOCIETY.
• AN ORGANIZED CONCERN OF ALL PEOPLE FOR ALL PEOPLE (WILSON).
• THE ORGANIZED SYSTEM OF SOCIAL SERVICES AND INSTITUTIONS DESIGNED
TO AID INDIVIDUALS AND GROUPS TO ATTAIN SATISFYING STANDARDS OF
LIFE AND HEALTH (FRIEDLANDER).
• A NATIONS SYSTEM OF PROGRAMS, BENEFITS AND SERVICES THAT HELPS PEOPLE MEET
THOSE SOCIAL, ECONOMIC, EDUCATIONAL, AND HEALTH NEEDS THAT ARE FUNDAMENTAL TO
THE MAINTENANCE OF SOCIETY (ASHMAN, 2007; ZASTROW, 2010).
 REVIEW OF DEFINITIONS:

• SOCIAL DEVELOPMENT IS ABOUT IMPROVING THE WELL-BEING

OF EVERY INDIVIDUAL IN SOCIETY SO THEY CAN REACH THEIR FULL
POTENTIAL. THE SUCCESS OF SOCIETY IS LINKED TO THE WELL-BEING OF
EACH AND EVERY CITIZEN. SOCIAL DEVELOPMENT MEANS INVESTING IN
PEOPLE.
 C. SOCIAL WORK ADMINISTRATION

• JOHNS: “ADMINISTRATION IS THE PROCESS OF SETTING OBJECTIVES AND

ESTABLISHING POLICIES, CREATING AND MAINTAINING AN ORGANIZATION, MAKING
PLANS AND CARRYING THEM OUT, AND EVALUATING THE RESULTS.
• KID NEIGH: “SOCIAL WORK ADMINISTRATION CAN BE DEFINED AS THE PROCESS OF
TRANSFORMING SOCIAL POLICY INTO SOCIAL SERVICES, AND THE USE OF EXPERIENCE
IN RECOMMENDING MODIFICATION OF POLICY.
• SCHWARTZ: “THE PROCESS AND THE ORGANIZATION OF PEOPLE TOWARD
OBJECTIVES WHICH ENTAIL THE PRODUCTION OF GOODS OR THE PROVISION OF
SERVICES.
• STEIN: “A PROCESS OF DEFINING AND ATTAINING THE OBJECTIVES OF AN
ORGANIZATION THROUGH A SYSTEM OF COORDINATED AND COOPERATIVE EFFORT.
 SOCIAL ADMINISTRATION INVOLVES ORGANIZATION AND
MANAGEMENT

a. ORGANIZATION IS THE SETTING UP OF THE FRAMEWORK OR STRUCTURE OF THE

DIFFERENT UNIT OF THE SYSTEM TO CARRY OUT OR PERFORM DISTINCT TASKS FOR
SPECIFIED OBJECTIVES.
b. MANAGEMENT IS THE SCIENTIFIC UTILIZATION OF MANPOWER, MONEY, MACHINES,
MATERIALS, METHODS, TIME, AND SPACE FOR THE ACHIEVEMENT OF AGENCY GOALS.
ASSUMPTION ABOUT SOCIAL WORK ADMINISTRATION

• SOCIAL WORK ADMINISTRATION IS SEEN AS METHOD PRACTICED BY SOCIAL WORK

ADMINISTRATORS TO ENABLE ALL PEOPLE INVOLVED IN THE AGENCY’S WORK TO
FULFILL THEIR RESPONSIBILITIES IN ACCORDANCE WITH THEIR FUNCTIONS AND TO
THE END THAT THE AGENCY PROVIDE THE BEST POSSIBLE SERVICES THE THE
PEOPLE OF THE COMMUNITY.
•
• PEOPLE RESOURCES AND PURPOSES ARE BROUGHT TOGETHER BY
ADMINISTRATION IN A CONTINUOUS DYNAMIC PROCESS.
SOCIAL WORK ADMINISTRATION IS DIFFERENT FROM THE
ADMINISTRATION OF OTHER ENTERPRISES

• SOCIAL WORK ADMINISTRATION REQUIRES THE CONTENT OF SOCIAL

WORK KNOWLEDGE AND THE SKILLS OF ADMINISTRATION. THE CONTENT
OF SOCIAL WORK KNOWLEDGE WOULD PRIMARILY INCLUDE THE NATURE
AND PURPOSE OF SOCIAL WORK AS WELL AS SOCIAL WORK’S VALUES AND
METHODS.

• SOCIAL WORK ADMINISTRATION IS WORK WITH PEOPLE. IT IS A DYNAMIC

PROCESS BASED UPON AN EVER- INCREASING KNOWLEDGE AND
UNDERSTANDING OF HUMAN BEHAVIOR, HUMAN RELATIONS, AND HUMAN
ORGANIZATIONS.
 GROUPS INVOLVED IN SOCIAL WORK ADMINISTRATION

• SOCIAL WORK ADMINISTRATION IS A CONTINUOUS PROCESS

SHARED BY MANY PERSONS. THE FOLLOWING MUST ENGAGE IN OR
BECOME INVOLVED IN THE OVER- ALL ADMINISTRATIVE PROCESS AT
POINTS APPROPRIATE TO THEIR CONTRIBUTION AND FUNCTION:

a. SOCIAL WORK ADMINISTRATOR

b. STAFF MEMBERS
c. BOARD MEMBERS
d. CLIENTS
e. COMMUNITY
D. SOCIAL WELFARE AND DEVELOPMENT AGENCY: PUBLIC
AND PRIVATE; NATURE & GOALS
• SOCIAL WELFARE AGENCY-
-THE SOCIAL WELFARE AGENCY IS THE STRUCTURAL FRAMEWORK WITHIN WHICH
ADMINISTRATIVE TASKS ARE CARRIED OUT. THE AGENCY STRUCTURE INEVITABLY
CONDITIONS AND CONTROLS THE SPECIFICS OF THE ADMINISTRATIVE PROCESS IN A
GIVEN SITUATION. IN AS MUCH AS SOCIAL AGENCIES ARE INTERRELATED,
ADMINISTRATION LIKEWISE MUST BE THOUGHT OF SEGMENTED ACTS.
-THE SOCIAL WORK AGENCY IS AN INSTRUMENT OF SOCIETY. IT HAS BEEN
ESTABLISHED BY GOVERNMENTAL OR VOLUNTARY EFFORT TO MEET THE SOCIAL
NEEDS OF PEOPLE TO ACHIEVE A SOCIAL GOAL.
-THE MODERN SOCIAL AGENCY IS A COMPLEX SOCIAL SYSTEM INVOLVING MANY
PEOPLE. THESE MAY INCLUDE THE BOARD, ADMINISTRATIVE STAFF, OTHER STAFF,
VOLUNTEERS, MEMBERS, CLIENTS OR PEOPLE SERVED, AND THE SUPPORTING
COMMUNITY. IT IS A SOCIAL SYSTEM WITH EACH PART BEARING A RELATION TO
EVERY OTHER PART AND ALL ARE INTERDEPENDENT.
 CLASSIFICATION OF SOCIAL AGENCIES
1. GOVERNMENTAL AGENCIES SOLELY SUPPORTED BY TAXES
2. PRIVATE AGENCIES SUPPORTED BY PRIVATE CONTRIBUTIONS OR INCOME FROM SERVICES
3. SEMI- PRIVATE IS PRIVATE AGENCIES THAT RECEIVES SOME SUBSIDY, EITHER IN MONEY OR
IN KIND, FORM THE GOVERNMENT.

• A GOVERNMENT AGENCY IS CREATED BY:

1. CONSTITUTIONAL MANDATE
2. LEGISLATIVE ACT
3. EXECUTIVE ORDER OF THE PRESIDENT OR PRESIDENTIAL DECREE OR LETTER OF
INSTRUCTION.

A PRIVATE SOCIAL AGENCY IS CREATED BY A GROUP OF CITIZENS WHO HAVE DECIDED TO

ORGANIZE IN ORDER TO MEET THE FELT INDENTIFIED NEEDS OF THE COMMUNITY OR GROUPS
OF PEOPLE UTILIZING COMMUNITY RESOURCES TO RENDER SOCIAL SERVICES TO THE
PEOPLE. IT HAS A CONSTITUTION AND BY-LAWS, A GOVERNING BOARD RESPONSIBLE FOR
POLICY FORMULATION, POLICIES TO GUIDE ITS PROGRAMS AND TRAINED PERSONNEL TO
IMPLEMENT ITS PROGRAMS. IT GENERALLY DRAWS VOLUNTEERS FROM THE COMMUNITY
THAT HELP IN SOCIAL SERVICE DELIVERY.
COMPARATIVE PRESENTATION OF GOVERNMENTAL AGENCIES AND NON-
GOVERNMENTAL ORGANIZATION
Governmental Agencies Non- Governmental Agencies

The creation functions, and programs are They are organized as a voluntary res-
determined by law and can only be ponse of private citizens to meet the needs
changed of the people in the community. by law.
Thus, not created by law. They are
governed by their own charter Constitution
and by- laws, and by a governing board.

Their organizational structure is They do not follow a bureaucratic

bureaucratic and less flexible than organizational structure such that they are
programs of the private agencies. They more flexible in their policies and prog-rams
have to follow standards of quality and and can respond to the needs of the people
service to clients. more quickly.
Budgets are approved by the legislature. They may be sectarian or non-sectarian In
Such that they also conform with the case of religious sponsored agencies,
government procedures especially in the they adhere to policies of their doctrinal
accounting & auditing of funds and belief making them less flexible.
property.
Governmental Agencies Non- Governmental Agencies

They may have more facilities and funds. They can pioneer and have demonstration
projects which later can be turned over to
the government which can expand
programs on larger scale because they
have more resources.

Very often they can work only With other They may also be national chapters of
government agencies. international welfare organizations such As
the Red Cross, YMCA, YWCA, Girl & Boy
Scouts.

Government agencies may purchase They often complement government effort.

services from private agencies if they do
not have
service and regulations.
 E. SOCIAL SYSTEM
-ASOCIAL SYSTEM IS A WHOLE WITH EACH PART BEARING A RELATION
TO EVERY OTHER PART AND ALL ARE INTERDEPENDENT.

-UNDER THE SYSTEM’S CONCEPT, CONSIDERATION MUST BE GIVEN TO

THE MEANS FOR INTERRELATION AND COORDINATION OF THE VARIOUS
SUB-SYSTEMS. THESE PARTS ARE INTEGRATED THROUGH VARIOUS
PROCESSES SUCH AS THE INFORMATION AND COMMUNICATION
NETWORK, THE DECISION SYSTEMS, THE BUILT-IN EQUILIBRIUM
MECHANISMS WHICH EXIST IN EVERY ORGANIZATION.
-
 ELEMENTS OF A SOCIAL SYSTEM

1. INTERACTION- WRITTEN, VERBAL, OR NON- VERBAL

2. POSITION
3. STATUS- LEGITIMATE POWER BASED ON POSITION AUTHORITY
4. POWER- INFORMAL INFLUENCE, CHARISMATIC OR PERSONAL QUALITIES
5. ROLES- EXPECTATIONS, NORMS
6. SANCTIONS- IF ROLE IS PERFORMED WELL, A POSITIVE SANCTION IS GIVEN
7. PSYCHOLOGICAL IDENTIFICATION
8. BOUNDARY MAINTENANCE
 F. THE MANAGER AND CULTURE: FOCUS ON FILIPINO
CULTURES AS IT INFLUENCE HUMAN BEHAVIOR AT WORK

FILIPINO VALUES AND PRODUCTIVITY

FACTORS WHY EMPLOYEE MOTIVATION HAS BEEN DECLINING:
1. DIVERSITY OF VALUES-DUE TO DIFFERENT INFLUENCING VALUE SYSTEMS AND
CULTURES, AS WELL AS THE CONTINOUS 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 VIEWD
AS SYNOMOUS WITH PERSONAL.
• MOST PROMINENT FILIPINO VALUES AND CULTURES:
-BAHALA NA OR THE I DON’T CARE ATTITUDE
-LAGAY SYSTEM OR PAKIKISAMA SYSTEM
-PALAKASAN SYSTEM
- LUSOT SYSTEM
- 4. DECREASED LOYALTY OF EMPLOYESS TO THE COMPANY AND TO THE
COUNTRY- DUE TO THE USE OF UNIONS, BIRTH OF NEW PROFESSIONS,
INCREASED ORGNIZATIONAL SIZE, INCREASED SPECIALIZATIONS AND
INCREASE PHYSICAL MOBILITY OF FILIPINO EMPLOYEES AND FILIPINO IN
GENERAL.
 REDIRECTION OF FILIPINO VALUES FOR
PRODUCTIVITY
• SHIFT FROM A FOREINGN-BASED TYPE OF DEVELOPMENT TO WHAT IS GROWN UP.
• BAYANIHAN, BALIKATAN, BATARISAN AND PAKIKISAMA
• BALANCE NEGATIVELY DIRECTED VALUES WITH POSITIVE ORIENTATION.
• MANAGEMENT AND GOVERNMENT SHOULD CONSIDER THE HUMAN ASPECTS OF
PEOPLE WHO DESERVES TO BECOME PART OF THE OBJECTIVE FOR WHICH THEY
WORK.
• FILIPINO MANAGERS SHOULD DO THE FOLLOWING;
• A. HIS MANAGEMENT TECHNIQUES EFFECTIVELY
• B.BRING ABOUT MAXIMUM PRODUCTIVITY
• C. CONSIDER THE PSYCO-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.
• FILIPINO MANAGERS FOLLOW THREE IMPERATIVES IN HIS MANAGEMENT IN
ORDER TO HARMONIZE THEY TWO SUBCULTURES:
• 1. RELATIONAL (PAKIKIPAGPAGKAPWA-TAO)
• 2, EMOTIONAL (DAMDAMIN)
• MORAL (KARANGALAN)
FILIPINO ATTITUDES AND VALUES AT HOME AND INDUSTRY
• DURING THE PRE-HISPANIC TIMES-NO SOCIETY NOR GOVERNMENT NOR
ORGANIZATION BUT THE FAMILY OF BARNAGAY
• 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 PROTECT; FEMINITY= TO BEAR AND REAR CHILDREN
 MANAGEMENT AND CULTURE (PREDOMINANT FILIPINO
VALUES)

1. SOCIAL ACCEPTANCE- BEING TAKEN BY ONE’S FELLOW FPR 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 ACUIRED AND PRESERVE OF
THREE MEANS:;
A.1 PAKIKISAMA
A.2 EUPHEMISM
A.3 USE OF GI-BETWEEN (TULAY)
B. AMOR PROPIO- SENSITIVITY TO PERSONAL AFFRONT AND FUNCTIONS TO PROTECT THE
INDIVIDUAL AGIANST LOSS OF SOCIAL ACCEPTANCE. CLOSE RELATED TO THIS VALUE IS THE
VALUE OF “HIYA_ (LITERALLY TRANSLATED, IT MEANS SENSE OF SHAME).
 MANAGEMENT AND CULTURE (PREDOMINANT FILIPINO VALUES)

2. EMOTIONAL CLOSENESS AND SECURITY IN A FAMILY- FACILITATED THROUGH THE

FOLLOWING:
A. SACRIFICING INDIVIDIAL INTEREST FOR THE GOOD OF THE FAMILY
B. B. PARENTAL STRIVING TO GIVE THEIR CHILDREN AN EDUCATION EVEN AT GREAT
COST TO THEMSELVES.
C. OLDER CHILDREN SACRIFICING FOR THE YIUNGER SIBLINGS
D. MOTHERS MAKING SACRIFICES FOR THE FAMILY
3. THE AUTHORITY VALUE- FAMILIES WILL REMAIN CLOSE IF SOMEONE EXERTS FIRM
AUTHORITY, AND THAT 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.
 MANAGEMENT AND CULTURE
(PREDOMINANT FILIPINO VALUES
4. PERSONALISM- THIS VALUE 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 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 COMPELES THE RECIPIENT TO SHOW HIS GRATITUDE
PROPER BY RETURNING A FAVOUR “ WITH INTEREST” TO BE SURE THAT HE DOES
NOT REMAIN IN 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
MAY STILL BELIEVE, THAT WOMEN, PARTICULARLY, MUST SUFFER IN SILENCE.
 MANAGEMENT BY FILIPINO VALUE SYSTEM: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 FILIPINO IS TO TRUST HIM LIKE AN ANGEL BUT
WATCH HIM LIKE A DEVIL (TUTOK0TIWALA SYSTEM OR THE
YAKAP-SUNTOK SYSTEM.
 MANAGING THE MANAGERS: THE FILIPINO
STYLE
A. MANAGER BY KAYOD (REALIST)- KAYOD IS 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 FIRST THINGS FIRST.
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.
 MANAGING THE MANAGERS: THE FILIPINO
STYLE
• 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 EXPERIENCE'S 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 ORGANIZATIONS. HE IS PARTICIPATORY AND
COORDINATIVE.
 G. GENDER AND DIVERSITY
DIVERSITY
 THE CONCEPT OF DIVERSITY IS BASED ON INDIVIDUAL ACCEPTANCE AND
RESPECT.
 IT IS AN UNDERSTANDING THAT INDVIDUALS ARE UNIQUE AND DIFFERENT

ELEMENTS OF DIVERSITY
• AGE *INCOME *PHYSICAL CHARACTERISTICS
• GENDER * EDUCATION * PARENTAL STATUS
• ETHNICITY *MARITAL STATUS *PERSONALITY TYPE
• RACE *RELIGIOUS BELIEF
• *PHYSICAL ABILITY * GEOGRAPHICAL LOCATION
• WORKFORCE DIVERSITY- HIRING PEOPLE WITH DIFFERENT HUMAN QUALITIES
OR WHO BELONG TO VARIOUS GROUPS
• MANAGING DIVERSITY- MANAGING DIVERSITY IS DEFINE HAS THE “PLANNING
AND IMPLEMENTING ORGANIZATIONAL SYSTEMS AND PRACTICES TO MANAGE
PEOPLE SO THAT THE POTENTIAL ADVANTAGES OF DIVERSITY ARE
MAXIMIZED WHILE ITS POTENTILA DISADVANTAGES ARE MINIMIZED”.
• EQUATION OF DIVERSITY
RESPECTING INDIVIDUALS + VALUING DIFFERENCE + REPRESENTING OUR
COUNSUMERS AND THE MARKET WHERE WE DO BUSINESS = DIVERSITY
• MULTICULTURALISM-IS A SYSTME OF BELIEFS AND BEHAVIORS THAT RECOGNIZES AND
RESPECTS THE PRESENCE OF ALL DIVERSE GROUPS IN AN ORGANIZATION OR SOCIETY,
ACKNOWLEDGES AND VALUES THEIR SOCIAL-CULTURAL DIFFERENCES, AND
ENCOURAGES AND ENABLES THEIR CONTINUED CONTRIBUTION WITHIN AN INCLUSIVE
CULTURAL CONTEXT WHICH EMPOWERES ALL WITHIN THE ORGANZIATION OR SOCIETY.
• WOMEN IN THE WORKPLACE
• - THE NEED TO UNDERSTAND DIVERSITY IS ALSO DRIVEN BY WOMEN IN THE
WORKPLACE.
• TODAYS WORKFORCE HAS THE HIGHEST LEVELS OF EMPLOYMENT PARTICIPATION EVER
BY WOMEN
• THE NUMBER OF DUAL INCOME FAMILIES AND SINGLE WORKING MOTHERS HAS
INCREASED
• CHANGE IN THE FAMILY STRUCTURE MEANS THAT THERE ARE FEWER MEN AND WOMEN
IN TRADITIONAL FAMILY ROLES
• THEREFORE, DIVERSITY ISSUES CUT ACROSS BOTH RACE AND GENDER.
 BENEFITS OF DIVERSE WORKPLACE

• CUSTOMER SERVICE IMPROVES WHEN STAFF UNDERSTAND AND CAN

COMMUNICATE SKILLFULLY WITH CUSTOMES FROM A RANGE OF
BACKROUNDS
• THE COMMUNITY IS ALSO MORE LIKELY TO IDENTIFY WITH AND RELATE TO
COMPANIES THAT REFLECTS ITS LEVEL OF DIVERSITY.
• WORKPLACE DIVERSITY WHERE STAFF ARE ENCOURAGE OT WORK IN THEIR
AREAS OF STRENGHT AND CAPABILITY.
• VALUING DIVERSITY WHERE STAFF POTENTIAL IS RECOGNIZED AND
DEVELOPED.
• A DIVERSE WORKFORCE IS A REFLECTION OF A CHANGING WORLD AND
MARKETPLACE.
• DIVERSE WORK TEAMS BRING HIGH VALUE TO ORGANZIATIONS.
• RESPECTING INDIVIDUAL DIFFERENCE WILL BENEFIT THE WORKPLACE BY
CREATING A COMPETITIVE EDGE AND INCREASING WORK PRODUCTIVITY.
• DIVERSITY MANAGEMENT BENEFITS ASSOCIATES BY CREATING A FAIR AND
SAFE ENVIROMENT WHERE EVERYONE HAS A CCESS TO OPPORTUNITIES AND
CHALLENGES.
 PRINCIPLES AND CORE VALUES OF SOCIAL
ADMINISTRATION
• ACCEPTANCE: LEADERS AND STAFF MEMBERS ARE ENCOURAGED TO ACCEPT ONE
ANOTHER AND TO ACT ACCORDINGLY. THIS DOES NOT RULE OUT CRITICISM AND
EVALUATION AND SUGGESTIONS FOR IMPROVEMENT BUT DOES MEAN THAT ALL
STAFF MEMBERS FEEL A BASIC SECURITY AS INDIVIDUALS, WITH RIGHTS AS WELL
AS RESPONSIBILITIES.

• DEMOCRATIC INVOLVEMENT IN FORMULATION OF AGENCY POLICES AND

PROCEDURES: THIS IMPLIES PARTICIPATIVE MANAGEMENT TO PERFORM BETTER.

• OPEN COMMUNICATION: THIS INDICATES SHARING OF IDEAS AND FEELINGS

WITHIN THE AGENCY ACTING AND REACTING WITH HONESTY AND INTEGRITY.
 PRINCIPLES AS EXPLAINED BY TRECKER

•1. THE PRINCIPLE OF SOCIAL WORK VALUES: THE VALUES OF THE

PROFESSION ARE THE FOUNDATION UPON WHICH SERVICES ARE
DEVELOPED AND MADE AVAILABLE TO PERSONS WHO NEED THEM.
•2. THE PRINCIPLE OF COMMUNITY AND CLIENT NEEDS: THE NEED OF THE
COMMUNITY AND THE INDIVIDUALS WITHIN IT ARE ALWAYS THE BASIS
FOR THE EXISTENCE OF SOCIAL AGENCIES AND THE PROVISION OF
PROGRAMS.
•3. THE PRINCIPLE OF AGENCY PURPOSE: THE SOCIAL PURPOSE OF THE
AGENCY MUST BE CLEARLY FORMULATED, STATED, UNDERSTOOD AND
UTILIZED.
 PRINCIPLES AS EXPLAINED BY TRECKER

•4. THE PRINCIPLE OF CULTURAL SETTING: THE CULTURE OF THE COMMUNITY MUST
BE UNDERSTOOD IN AS MUCH AS IT INFLUENCES THE WAY NEEDS ARE EXPRESSED
AND THE WAY SERVICES ARE AUTHORIZED, SUPPORTED, AND UTILIZED BY THE
PEOPLE WHO NEED THEM.
• 5. THE PRINCIPLE OF PURPOSEFUL RELATIONSHIP: EFFECTIVE PURPOSEFUL
WORKING RELATIONSHIP MUST BE ESTABLISHED BETWEEN THE ADMINISTRATOR,
THE BOARD, THE STAFF AND THE CONSTITUENCY.
•6. THE PRINCIPLE OF AGENCY TOTALITY: THE AGENCY MUST BE UNDERSTOOD IN ITS
TOTALITY AND WHOLENESS.
•7. THE PRINCIPLE OF PROFESSIONAL RESPONSIBILITY: THE ADMINISTRATOR IS
RESPONSIBLE FOR THE PROVISION OF HIGH QUALITY PROFESSIONAL SERVICES BASED
ON STANDARDS OF PROFESSIONAL PRACTICE.
 PRINCIPLES AS EXPLAINED BY TRECKER

• 8. THE PRINCIPLE OF PARTICIPATION: APPROPRIATE CONTRIBUTIONS OF

BOARD, STAFF AND CONSTITUENCY ARE SOUGHT AND UTILIZED THROUGH THE
CONTINUOUS PROCESS OF DYNAMIC PARTICIPATION.
• 9. THE PRINCIPLE OF COMMUNICATION: OPEN CHANNELS OF
COMMUNICATION ARE ESSENTIAL TO THE COMPLETE FUNCTIONING OF
PEOPLE.
•10. THE PRINCIPLE OF LEADERSHIP: THE ADMINISTRATOR MUST CARRY MAJOR
RESPONSIBILITY FOR THE LEADERSHIP OF THE AGENCY IN TERMS OF GOAL
ATTAINMENT AND THE PROVISION OF PROFESSIONAL SERVICES.
• 11. THE PRINCIPLE OF PLANNING: THE PROCESS OF CONTINUOUS PLANNING
IS FUNDAMENTAL TO THE DEVELOPMENT OF MEANINGFUL SERVICES.
 PRINCIPLES AS EXPLAINED BY TRECKER

•12. THE PRINCIPLE OF ORGANIZATION: THE WORK OF MANY PEOPLE MUST

BE ARRANGED IN AN ORGANIZED MANNER AND MUST BE STRUCTURED SO
THAT RESPONSIBILITIES AND RELATIONSHIPS ARE CLEARLY DEFINED.
•13. THE PRINCIPLE OF DELEGATION: THE DELEGATION OF RESPONSIBILITY
AND AUTHORITY TO OTHER PROFESSIONAL PERSONS IS ESSENTIAL
•14. THE PRINCIPLE OF CO-ORDINATION: THE WORK DELEGATED TO MANY
PEOPLE MUST BE PROPERLY COORDINATED.
•15. THE PRINCIPLE OF RESOURCE UTILIZATION: THE RESOURCES OF
MONEY FACILITIES AND PERSONNEL MUST BE CAREFULLY FOSTERED,
CONSERVED AND UTILIZED IN KEEPING WITH THE TRUST GRANTED TO THE
AGENCY BY SOCIETY.
 PRINCIPLES AS EXPLAINED BY TRECKER

•16. THE PRINCIPLE OF CHANGE: THE PROCESS OF CHANGE IS CONTINUOUS,

BOTH WITHIN THE COMMUNITY AND WITHIN THE AGENCY.
•17. THE PRINCIPLE OF EVALUATION: CONTINUOUS EVALUATION OF
PROCESSES AND PROGRAMS IS ESSENTIAL TO THE FULFILLMENT OF THE
AGENCY’S OBJECTIVES.
•18. THE PRINCIPLE OF GROWTH: THE GROWTH AND DEVELOPMENT OF ALL
PARTICIPANTS IS FURTHERED BY THE ADMINISTRATOR WHO PROVIDES
CHALLENGING WORK ASSIGNMENTS, THOUGHTFUL SUPERVISION, AND
OPPORTUNITIES FOR INDIVIDUAL AND GROUP LEARNING.