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SWA Admin Unit I Lesson 4

This document provides an overview of key concepts in social systems and administration. It discusses systems approach to management, viewing an organization as a unified system composed of interrelated parts. It defines concepts like open and closed systems, subsystems, synergy, and feedback. It also outlines the basic components of social systems including inputs, throughput/conversion processes, and outputs. Additionally, it describes different levels of management and their functions. Finally, it lists important managerial skills like commitment, communication, leadership, and decision-making and discusses common managerial roles.

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Ace C Feliciano
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37 views6 pages

SWA Admin Unit I Lesson 4

This document provides an overview of key concepts in social systems and administration. It discusses systems approach to management, viewing an organization as a unified system composed of interrelated parts. It defines concepts like open and closed systems, subsystems, synergy, and feedback. It also outlines the basic components of social systems including inputs, throughput/conversion processes, and outputs. Additionally, it describes different levels of management and their functions. Finally, it lists important managerial skills like commitment, communication, leadership, and decision-making and discusses common managerial roles.

Uploaded by

Ace C Feliciano
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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UNIT I LESSON 4 Introduction

This chapter provides a discussion on the key concepts


UNIT TITLE: Overview of social systems

of Social
Administration Learning Objectives

At the end of the lesson, the learner is expected to:

a) Describe the connection of Systems Approach to


LESSON TITLE: Social management;
Systems b) Differentiate the levels of management and
describe their functions;
c) Describe what are managerial skills and
managerial roles
DURATION: 2hours

LESSON PROPER/ COURSE METHODOLOGY

Systems Approach to Management

- Attempts to view the organization as a unified,


purposeful system composed of interrelated
parts.
- Gives managers a way of looking at an
organization as a whole and as part of the larger,
external environment
- Systems theory tells us that the activity of any
part of an organization affects the activity of
every part.

Key Concepts in the Systems Approach


● System – is an interrelated set of elements
functioning as a whole.
● Closed systems – are systems that take
environment for granted; environments are
assumed to be predictable and stable; efficiency
is the function of internal design and operation.
● Open systems – are systems that interact with their environment. Assumes
environment is unpredictable and affects other systems.
● Subsystems - the parts that make up the whole of a system.
● Synergy – are units that are more successful working together than working
alone.
● Systems boundary - each system has a boundary that separated it from its
environment. In a closed system, the boundary is rigid; in an open system, the
boundary is more flexible.
● Flow - a system has flows of information, materials and energy (including
humans).These enter the system from the environment as inputs (raw materials,
for example), undergo transformational processes within the system (operations
which alter them), and exit the systems as outputs (goods and services).
● Feedback - this is the key to system controls. As operation of the system
proceed, information is fed back to the appropriate people or perhaps to a
computer so that the work can be assessed and, if necessary, corrected.

Basic Components of Social Systems


1. Inputs (materials, human, time and other resources)
2. Throughput or Conversion process (technological and managerial process)
3. Outputs (products, programs and services)

Levels of Management & Management Functions


Levels of Management & Management Functions
Top It is concerned with the “big picture". This includes the CEO,
Management president, vice-presidents, BOD, BOT, etc. They are responsible
for the performance of the entire organization.
Middle They are known as the department manager, plant manager or
Management director for operations. Their primary job is to develop strategies
for the broad concepts determine by the top management
First-Line or They are concerned only with its immediate responsibility. They
Supervisory are often known as supervisors, office managers, and foremen.
Management They are responsible for the basic work of the organization
according to plans provided by their superiors.

What are the Management Skills


Hoefer (1995) in his article “Desire Job Skills for Human Service Administrators”
mentioned the 15 top skills human managers at all levels (entry, middle and top) should
possess to function effectively and efficiently. These are:

1. Commitment to Clients 9. Group Dynamic


2. Professionalism 10. Group Dynamics
3. Oral Communication 11. Program Planning
4. Written Communication 12. Service Delivery Technology
5. Identifying with Agency 13. Coordinating
6. Leadership 14. Meeting Management
7. Conflict Resolution 15. Personal Management
8. Decision-making 16. Ambiguity Tolerance

Managerial Roles

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