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1	Finansiële bestuur in die nie-winsgerigte welsynsorganisasie Theron, Shirley Marlene 11 1900 (has links) Finansiele bestuur word aile~ as die taak van finansiele bestuurskundiges beskou. By nie-winsgerigte organisasies raak dit egter dikwels die verantwoordelikheid van niefinansiE! Ie personeel of bestuurslede uit 'n ander opleidingsagtergrond. Maatskaplike werkers, een van die vemaamste diensprofessies betrokke by nie·w;nsgerigte welsynsorganisasies, beskik nie noodwendig oor hierdie bestuursvaardighede nie. Hierdie studie kan bydra tot maatskaplike werkers en ander nie-finansiele personeel se verbeterde kennis en insig van sleutelaspekte van finansiele bestuur. Dit kan terselfdertyd ook finansiele bestuurders sensitiseer vir die eiesoortig-gekompliseerde eise van finansiele bestuur op die terrein van nie-winsgerigtheid, waar die fokus op diensfewering eerder as finansiile gewin, val. Dit konseptualiseer algemene bestuursfunksies en finansiele risikofaktore binne die konteks en eiesoortigheid van nie-winsgerigte flnansiAie bestuur. Hierdie kennis kan moontlik die gaping tussen die. bestuursvaardighede van finansiele- en nie-finansiele bestuurders help oorbrug en die sukses en voortbestaan van nie-winsgerigte welsynsorganisasies bevorder deur die kwaliteit van bestuursinsette te verbeter. / Financial management is commonly regarded to be the field of financial managers. In the case of non-profit or voluntary organisations it often becomes the responsibility of non-financial personnel or members of management from other educational backgrounds. Social workers involved in non-profit organisations rendering welfare services do not necessarily have the required financial management skills. This study can provide social workers and other non-financial personnel with information to better their understanding on key issues concerning financial management. It can also sensitise financial managers towards the uniquely complicated demands on financial management in the non-profit environment, where the focus falls on service delivery rather than on financial gain. It conceptualises management principles as well as financial risk factors in the distinct context of non-profitable financial management. This knowledge could probably aid in bridging the gap between the management skills of financial and non-financial managers and thus promote the success and sustainabUity of non-profit organisations by improving the quality of input by management. / Social work / M.Diac. (Maatskaplike werk (Bestruur) Algemene bestuur Bestuurswese Finansiële bestuur Nie-finansiële bestuurders Nie-winsgerigte organisasies Maatskaplike dienste Maatskaplike dienste Maatskaplikewerkbestuur Maatskaplikewerkbestuur Nie-winsgerigte organisasies Ondememingsbestuur Strategiese beplanning Strategiese bestuur Verantwoordbaarheid Vrywillige welsynsorganisasie Welsynsorganisasies Accountability Charitable non-profits Financial management Human services Human service management Management Non-governmental organisations Non-financial managers Not-for profit Non-profit sector Social services Social work management Strategic planning Strategic management Welfare organisation 361.76306810968 Strategic planning -- South Africa Nonprofit organizations -- South Africa Charities -- South Africa -- Finance
2	Finansiële bestuur in die nie-winsgerigte welsynsorganisasie Theron, Shirley Marlene 11 1900 (has links) Finansiele bestuur word aile~ as die taak van finansiele bestuurskundiges beskou. By nie-winsgerigte organisasies raak dit egter dikwels die verantwoordelikheid van niefinansiE! Ie personeel of bestuurslede uit 'n ander opleidingsagtergrond. Maatskaplike werkers, een van die vemaamste diensprofessies betrokke by nie·w;nsgerigte welsynsorganisasies, beskik nie noodwendig oor hierdie bestuursvaardighede nie. Hierdie studie kan bydra tot maatskaplike werkers en ander nie-finansiele personeel se verbeterde kennis en insig van sleutelaspekte van finansiele bestuur. Dit kan terselfdertyd ook finansiele bestuurders sensitiseer vir die eiesoortig-gekompliseerde eise van finansiele bestuur op die terrein van nie-winsgerigtheid, waar die fokus op diensfewering eerder as finansiile gewin, val. Dit konseptualiseer algemene bestuursfunksies en finansiele risikofaktore binne die konteks en eiesoortigheid van nie-winsgerigte flnansiAie bestuur. Hierdie kennis kan moontlik die gaping tussen die. bestuursvaardighede van finansiele- en nie-finansiele bestuurders help oorbrug en die sukses en voortbestaan van nie-winsgerigte welsynsorganisasies bevorder deur die kwaliteit van bestuursinsette te verbeter. / Financial management is commonly regarded to be the field of financial managers. In the case of non-profit or voluntary organisations it often becomes the responsibility of non-financial personnel or members of management from other educational backgrounds. Social workers involved in non-profit organisations rendering welfare services do not necessarily have the required financial management skills. This study can provide social workers and other non-financial personnel with information to better their understanding on key issues concerning financial management. It can also sensitise financial managers towards the uniquely complicated demands on financial management in the non-profit environment, where the focus falls on service delivery rather than on financial gain. It conceptualises management principles as well as financial risk factors in the distinct context of non-profitable financial management. This knowledge could probably aid in bridging the gap between the management skills of financial and non-financial managers and thus promote the success and sustainabUity of non-profit organisations by improving the quality of input by management. / Social work / M.Diac. (Maatskaplike werk (Bestruur) Algemene bestuur Bestuurswese Finansiële bestuur Nie-finansiële bestuurders Nie-winsgerigte organisasies Maatskaplike dienste Maatskaplike dienste Maatskaplikewerkbestuur Maatskaplikewerkbestuur Nie-winsgerigte organisasies Ondememingsbestuur Strategiese beplanning Strategiese bestuur Verantwoordbaarheid Vrywillige welsynsorganisasie Welsynsorganisasies Accountability Charitable non-profits Financial management Human services Human service management Management Non-governmental organisations Non-financial managers Not-for profit Non-profit sector Social services Social work management Strategic planning Strategic management Welfare organisation 361.76306810968 Strategic planning -- South Africa Nonprofit organizations -- South Africa Charities -- South Africa -- Finance
3	Die impak van die finansiële beleid vir ontwikkelingsgerigte maatskaplike welsyn (1999) op maatskaplike dienslewering in Atteridgeville (Afrikaans) Venter, Maryke Elisabet 16 April 2004 (has links) The White Paper for Social Services (1997) is the foundation upon which the transformation of social services is built. In order to assist organizations in the paradigm shift which has to be made from the remedial approach to a developmental approach in the rendering of social services, the Financing Policy for Developmental Social Welfare Services was implemented in 1999. The purpose of the study was to evaluate the impact of the Financing Policy (1999) on the social services of a particular community, Atteridgeville in the Gauteng Province. In order to research the impact of the Financing Policy (1999) on the social services in the above mentioned community this study used both social workers and members of the community as respondents. Eight social workers of Non- governmental Organisations (NGOs) as well as twenty four members of the community participated in the study. Data was collected both quantitatively and qualitatively. The findings of the research showed that, although social workers in Atteridgeville endorse the principles of the Financing Policy (1999) the principles are not clearly discernible in the services rendered in the community. Although social workers are very positive about implementation of the Financing Policy (1999), research showed quite clearly that social services rendered in the community focus primarily on statutory services and not on prevention or early intervention. The primary recommendation of this study is that the Department of Social Development take cognicance of the limitations in the implementation of the Financing Policy (1999) as indicated by this study. This knowledge can be implemented in processes being used to reformulate the Financing Policy (1999) as is currently being done. / Dissertation (MSD (Social Development and Policy))--University of Pretoria, 2005. / Social Work and Criminology / unrestricted Beleidsanalise Atteridgeville Financing policy Finansiële beleid Transformation Transformasie Ontwikkelingsgerigte maatskaplike welsyn Maatskaplike dienslewering Empowerment Bemagtiging Impact and evaluation of social services Social services Maatskaplike diensleweraars Policy analysis UCTD

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