Thesis (M.S.W.)--University of Hong Kong, 1975. / Typewritten.

Thesis (Doctoral)--Rijksunversiteit Groningen, 2000.

M.A. (Social Work) / The study aimed at determining the nature of social work supervision in welfare agencies in the Sedibeng Region, Gauteng. The research was of an exploratorydescriptive nature. A questionnaire was used as a data collection tool and was self administered by the respondents. A total population of 57 social work supervisors are employed by non-governmental organisations (NGO), community-based organisations (CSO) and government departments in the Sedibeng region and were included in the study. Fifty one completed questionnaires were returned. The research revealed that the majority of the respondents held a management position within the organisation and it is therefore concluded that supervision of social workers formed part of their management function. In addition, the supervisors rendering social work supervision were in possession of a Social Work Degree, which indicated that supervisors met the basic educational requirement to supervise social workers. Fifty eight percent of supervisors had six or more supervisees under their span of control. This is above the current norm set by government of one supervisor to five social workers. Respondents felt they had the knowledge, experience, infrastructure and resources to supervise staff including relevant policies and procedures to guide supervision. Key supervisory roles and qualities that are relevant to supervision were identified by the respondents. Four key roles were identified by supervisors namely, motivating and inspiring staff (88%), facilitating skills development and increasing the knowledge of supervisees (84%), facilitating professional development of supervisees (76%) and developing the social worker to use him/herself more efficiently and effectively (76%). The most important qualities of a supervisor that were identified are: first, openness, Willingness to help and learn from others (76%), second, a supervisor should be calm, focused and goal-orientated (74%). Finally supervisors should be able to deal with conflict (70%). These three qualities were highly rated among the respondents. Barriers to supervision included: increasing work pressures and demands (74%), high staff turnover (54%) and the emphasis on quantity instead of quality social work services (56%). Recommendations included policies that set minimum norms and standards for supervision. The need to prioritise supervision as part of a management function in social welfare settings within Governmental and Non Governmental Organisations, forums to promote dialogue, capacity building and monitoring and evaluation tools are needed to assess the efficiency and effectiveness of supervision provided and its impact.

M.A. / This research study intended to explore the nature of supervision as practised in the Gauteng Department of Health and Social Development, Ekurhuleni region. The main goal of this study was to conduct in-depth research to determine how the field social workers and supervisors perceive supervision in terms of the administrative, educational and supportive functions. The objectives of the study were: to conceptualise social work supervision with regard to the administrative, educational and supportive functions, to conduct an empirical study to explore the nature of supervision as implemented in the Ekurhuleni region of the Department of Social Development, and to formulate conclusions and recommendations according to the findings. The study was guided by a research question which was formulated as follows: “How do the field social workers and supervisors perceive the supervision that is practised in the Department of Health and Social Development, Ekurhuleni region, in terms of the functions of supervision, and how can the quality of supervision be improved?” A quantitative research approach was used in this study. The researcher intended to explore and describe, in a statistical way, the nature of supervision as practised in the Department of Health and Social Development, Ekurhuleni region. This study is applied research because it concentrates on the quality of supervision and how to improve the quality of it – which is a practical problem focused on problem-solving. The research design in this study was a randomized, cross-sectional, quantitative survey design, and a group-administered questionnaire as data collection method was used. The research population consisted of the supervisors and social workers in the service of the Department of Health and Social Development, Ekurhuleni Region. A sample of forty-six social workers completed the questionnaires. In analysing the data, non-parametric tests were used. Primarily, the Mann-Whitney U test and the Kruskall-Wallis test were used. The literature study emphasised the importance of supervision in social work practice. Supervision is a vital method to enable social workers to grow personally as well as professionally, in order to render an effective and efficient service to the client system. An overall view was provided regarding the definition and objectives of supervision, the characteristics of an effective supervisor, the models of supervision, and the phases in the supervisory process. The study focused mainly on the three functions of supervision – namely, the administrative, educational and supportive functions, which described the different roles of the supervisor comprehensively. The study found that supervision, as it is practised in the Department of Health and Social Development, Ekurhuleni region, is not structured enough, and that more training should be given to newly appointed supervisors, as well as in-service training to supervisors. Recommendations have been made in order to enhance the quality of supervision and, ultimately, service delivery to the client system.

Thesis (M. Dev.) -- University of Limpopo, 2019 / This study examines the effect of asset management on social work services delivery in the Department of Social Development (DSD), Capricorn District. The aim of the study was to explore factors that lead to the mismanagement of assets in the department. For social workers to deliver services or to operate, the Department of Social Development (DSD) as the employer must ensure that infrastructure (office space and facilities), information management and technology equipment must be provided to social welfare practitioners (employees). For their effective functioning, certain basic infrastructure and equipment are needed by social welfare service practitioners, particularly social workers who are legally obliged to provide services in a particular manner. The problem of lack of resources has been also observed and that service providers who are social workers end up using their own resources in an attempt to provide service delivery and administration of their duties as social workers. The objectives of this study were to examine the state of asset management in the department; to assess the effect of asset management on service delivery; and to propose strategies that may enable the department to deal with emerging issues. The study was guided by questions such as the following: What is the current state of asset management as it relates to service delivery? How does asset management affect service delivery? What strategies may enable the department to deal with emerging issues? The study adopted the qualitative research approach to collect primary data through face-to-face semi-structured interviews. It further used thematic content analysis to analyse data. Through the use of this approach, it was noted that asset problems have a negative impact on social work service delivery. From the data collected, the study revealed that there are numerous problems that social workers come across in the process of providing services and mainly because of lack of adequate assets. These problems affect service delivery negatively, and include lack of transport; insufficient office space; and lack of furniture, computers, printers and landline or cellular phones. Social work services cannot be properly, effectively and efficiently provided without adequate asset management. The study recommends that the DSD should provide social workers with assets in order to render better service. It is important for one to know that social work services and asset management are two related entities.

Social Work / (M.A.(Social Work)

The purpose of this research study was to assess the control function of social work managers. The basic focus of the study is on how they perceive this management function of control as they exercise it, as well as how it is exercised to them. Out of two research methods that one can choose from, namely quantitative and qualitative, the quantitative was chosen as the relevant one to use because of the specific close-ended questions that were to be answered by respondents regarding the exercise of control as a management function. Out of twenty five (25) questionnaires, an analysis of data was done on twenty (N = 20), because that was the original target and the five were just distributed in case some could not answer for whatever reason. The findings and responses from the respondents were analysed and interpreted to meet the main objectives of the study. / Die doel van hierdie studie was om vas te stel wat die kontrole funksie van ’n maatskaplikewerk-bestuurder is. Hierdie studie is gefokus op hoe die bestuursfunksie beleef word soos dit beoefen word. Van die twee navorsingsmetodes waaruit gekies kan word, naamlik kwalitatief en kwantitatief, is daar besluit dat die kwantitatiewe metode meer relevant sal wees omdat dit spesifieke geslote vrae vra wat ingestel is op die bestuursfunksie van kontrole. Uit die 25 vraelyste is die data van 20 (N = 20) vraelyste ontleed, aangesien dit die aanvanklike teiken was. Daar is 5 ekstra uitgedeel net ingeval daar persone sou wees wat nie die vraelys kon voltooi nie. Die bevindinge en reaksie van die 20 ondervraagdes is ontleed en geïnterpreteer om die basiese doel van die studie te bereik. / Social Work / M. Diac. (Social Work)

Thesis (DPhil)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Multi-cultural social work practice necessitates that the social worker possesses specific knowledge and practice skills in order to render a competent service to a diverse client system. To date, the SANDF does not possess any definite guidelines regarding multi-cultural social work practice. Consequently social work practitioners are ill-equipped to render a needs-based, multi-cultural competent service to the culturally different client system. The purpose of this study, was to develop theoretical and practical guidelines for multi-cultural social work practice within the SANDF. An attempt is made to ensure that the social service delivery system is attentive to cultural diversity among clients, whilst providing social work interventions to the client system. The objectives of the study were: firstly, to present a profile of the current consumers of social work services within the SANDF; secondly, to reflect on the nature and function of military social work within the SANDF, and to investigate the need to incorporate multi-cultural social work practice into the military setting; thirdly, to determine how the existing social work programmes in the SANDF are meeting the needs of the client system of diverse origin and culture; fourthly, to investigate the extent to which the social worker gives attention to the different cultural backgrounds of the client system; and fifthly, to explore the knowledge and practice skills needed by the social work practitioner to render multi-cultural social work services in the military setting. The study was confined to a purposive sample of 557 clients to assess their need for multi-cultural social work services. They were representative of the unique diversity in ethnic and cultural heritage, gender, and religious affiliations. The results were analysed qualitatively as well as quantitatively. Structured interviews were conducted with 16 key figures in social work management in order to assess how existing social work programmes have been designed and are managed to meet the requirements of multi-cultural social work. The results were also analysed qualitatively and quantitatively. Furthermore, group interviews with a randomly selected sample of 45 social work officers [production workersl, were conducted to determine their knowledge and perceptions of and attitudes towards multi-cultural social work and to investigate the extent to which they were attentive to the cultural backgrounds of clients when rendering social work services. These results were again analysed both qualitatively and quantitatively. The empirical study enabled the researcher to draw certain conclusions. From the client system's responses it was obvious that social workers should be aware of the client system's cultural, ethnic and/or religious background. Social work managers on the other hand must be skilled in the management of a multi-cultural social work personnel system. The processes used during strategic planning, which should always be preceded by an environmental study, would have an effect on service rendering within multi-cultural social work practice. Most social work programmes have been adapted to suit the needs of a diverse client system. The research results pointed out that the DSW's business plan should focus more on developmental issues like HIV/AIDS. The majority of the social work managers regarded their service rendering as being culturally competent. Although certain misconceptions were evident, social work practitioners do understand the meaning of a multi-cultural competent service rendering. Social work practitioners are not clear whether their cultural, ethnic and/or language background has an influence on their service rending. Concerning communication it was pointed out that communication in a person's mother tongue is most effective during social work intervention. Although all social work approaches are utilised by the practitioners, their overall theoretical knowledge and skills application of these approaches are questionable. In the light of these aspects confusion exists amongst the respondents as to whether social work programmes are meeting the needs of a multi-cultural client system. A number of recommendations flow from the findings and conclusions. The DSW's business plan should focus more on developmental social work aspects, and should continuously stress the importance of having a diverse knowledge and skills base of the most significant models and approaches. The social work delivery system requires more theoretical knowledge and skills in the management and implementation of a multi-culturally competent social work service, and should be skilled in how to convert social work programmes into culturally competent programmes. The workers should further be competent at addressing problems experienced within their own cultural/ethnic background, before engaging in any social work intervention with a diverse client system. Social workers should further be empowered regarding the role, function and implementation of social development strategies within the daily service rendering and thus be guided to work in a multi-cultural social work environment. In the broader sense, staff in each social work office and/or section should identify the stumbling blocks that communication has on their service delivery. Training programmes should be developed for preparing or ongoing education of the social service delivery system regarding cultural competence. Further research should be undertaken concerning factors such as: decreasing stress experienced by social workers towards a diverse client system; the effectiveness of social work programmes in reaching cultural competence; and lastly, the effect of social work management on culturally competent practice. / AFRIKAANSE OPSOMMING: Die praktyk van multi-kulturele maatskaplike werk vereis dat die maatskaplike werker oor spesifieke kennis en praktykvaardighede moet beskik ten einde 'n bevoegde diens aan die kultureel-diverse kliëntsisteem te lewer. Die Suid-Afrikaanse Nasionale Weermag (SANW) beskik tans oor geen definitiewe riglyne rakende multi-kulturele maatskaplikewerk-dienslewering nie. Gevolglik is maatskaplike werkers nie toegerus om 'n behoefte-gebaseerde, multi-kulturele diens aan die kultureel-diverse kliëntsisteme te lewer nie. Die doel van hierdie studie is om teoretiese en praktiese riglyne vir multi-kulturele maatskaplike werk in die SANW daar te stel. Daar is gepoog om die maatskaplikewerk-diensleweringsisteem bedag te maak op die variasies van kultuur wat by kliënte tydens maatskaplikewerk-dienslewering teenwoordig is. Die doelwitte van die studie is soos volg: eerstens, om die huidige profiel van die verbruikers van maatskaplikewerk-dienste in die SANW weer te gee; tweedens, om te fokus op die aard en funksie van militêre maatskaplike werk in die SANW, en die nut van multi-kulturele maatskaplike werk binne die militêre omgewing te ondersoek; derdens, om vas te stel of die huidige maatskaplikewerk-programme binne die SANW wel aan die behoeftes van 'n kultureel-diverse kliëntsisteem voldoen; vierdens, om die mate waarin die maatskaplike werker aandag skenk aan die kulturele agtergronde van kliëntsisteme te ondersoek; en laastens om vas te stel watter kennis en vaardighede maatskaplike werkers benodig ten einde 'n multi-kulturele maatskaplikewerk-diens binne die weermag opset daar te stel. Die studie het 'n doelbewuste steekproef van 557 kliënte ingesluit om die behoefte aan multi-kulturele maatskaplikewerk-dienste vas te stel. Hulle was verteenwoordigend van 'n verskeidenheid van etniese en kulturele agtergronde, geslag asook godsdienstige affiliasies. Die resultate is beide kwalitatief en kwantitatief ontleed. Gestruktureerde onderhoude is gevoer met 16 sleutel figure wat deel vorm van maatskaplikewerk-bestuur ten einde vas te stel hoe huidige maatskaplikewerk-programme ontwerp en bestuur word ten einde aan die vereistes van multi-kulturele maatskaplike werk te voldoen. Hierdie resultate is ook kwalitatief en kwantitatief ontleed. Voorts is groepsonderhoude gevoer met 'n ewekansige geselekteerde steekproef van 45 maatskaplikewerk-offisiere [produksie werkers] om hulle kennis, en menings van en houdings teenoor multi-kulturele maatskaplike werk vas te stel. Daar is verder bepaal in hoe 'n mate hulle wel sensitief is vir kliënte se kulturele agtergronde tydens dienslewering. Hierdie resultate is ook kwalitatief en kwantitatief ontleed. Na aanleiding van die empiriese ondersoek is bepaalde gevolgtrekkiogs gemaak. Die kliëntsisteem het aangedui dat dit belangrik is vir maatskaplike werkers om bewus te wees van die kulturele, etniese en godsdienstige agtergronde van die kliënte. Maatskaplikewerk-bestuurders moet vaardig wees in die bestuur van 'n multi-kulturele maatskaplike werk personeel sisteem. Die proses wat tydens strategiese beplanning gebruik word, en voorafgegaan word deur 'n omgewingsontleding, sal wel 'n effek hê op dienslewering binne 'n multi-kulturele maatskaplike werk. Maatskaplikewerk-progamme is wel aangepas om aan die behoeftes van 'n kultureel-diverse kliëntsisteem te voldoen. Die navorsing het aangedui dat die Direktoraat Maatskaplikewerk-dienste se besigheidsplan meer op ontwikkelingsaspekte soos MIV/VIGS moet fokus. Die meerderheid maatskaplikewerk-bestuurders beskou hul dienslewering as kultureel aanvaarbaar. Ten spyte van sekere wanopvattings, verstaan maatskaplikewerk-praktisyns wel die betekenis van multi-kultureel bevoegde dienslewering. Onduidelikheid bestaan egter of hulle eie kulturele/etniese/taal agtergrond wel dienslewering kan beïnvloed. Met betrekking tot kommunikasie is aangedui dat maatskaplikewerk-intervensie meer effektief is indien dit in 'n persoon se moedertaal plaasvind. Alhoewel die meeste maatskaplikewerk-benaderings wel deur die praktisyns benut word, word hul teoretiese kennis en die toepassing daarvan, bevraagteken. In die lig van veral hiervan is die respondente in die war of die maatskaplikewerk-programme wel aan die behoeftes van die multi-kulturele kliënt sisteem voldoen. Aanbevelings na aanleiding van die bevindinge sluit in dat die besigheidsplan van die Direktoraat Maatskaplikewerk-dienste meer moet fokus op ontwikkelingsaspekte en die noodsaaklikheid moet aandui dat 'n verskeidenheid kennis- en vaardigheidsbasisse nodig is van toepaslike modelle en benaderings in die praktyk. Die maatskaplikewerk-diensleweringsisteem benodig meer teoretiese kennis en vaardighede in die bestuur en implementering van In multi-kulturele bevoegde maatskaplikewerk-diens, asook die vaardigheid om maatskaplikewerk-programme in kultureel aanvaarbare programme om te skakel. Hulle moet verder ook oor die vaardigheid beskik om probleme binne hul eie kulturele/etniese agtergrond effektief te hanteer, alvorens enige maatskaplikewerk-intervensie met In kultureel-diverse kliëntsisteem kan plaasvind. Maatskaplike werkers moet ook bemagtig wees met betrekking tot die rol, funksie en implementering van maatskaplike ontwikkelingsstrategieë binne die konteks van daaglikse dienslewering en dus gehelp word om binne die multi-kulturele maatskaplikewerk-omgewing te werk. Verder moet personeel in elke maatskaplikewerk-kantoor en/of -afdeling kommunikasie stuikelblokke identifiseer wat dienslewering negatief kan beïnvloed. Opleidingsprogramme moet ontwikkel word vir die voorbereiding en voordurende onderrig van die maatskaplikewerk-diensleweringsisteem rakende kulturele bevoegdheid. Voorts moet navorsing onderneem word oor die verligting van spanning by maatskaplike werkers teenoor In kultureel-diverse kliëntsisteem; die effektiwiteit van maatskaplikewerk-programme om kulturele bevoegdheid te bereik; en die effek van maatskaplikewerk-bestuur op In kutureelbevoegde-praktyk.

Thesis (M Social Work)--Stellenbosch University, 2003. / Some digitised pages may appear illegible due to the condition of the original hard copy. / ENGLISH ABSTRACT: Universally social welfare organisations are under considerable pressure to perform in new and demanding ways. Continual change in one form or another is an inescapable part of both social and organisational life. After the political transformation of 1994, all South African non-profit social welfare organisations were called upon to participate in the development of an equitable, people-centred, democratic and developmental social welfare system. The process of reconstruction and development which is currently underway in South Africa requires non-profit social welfare organisations to transform their governance structures and approach in keeping with the new social developmental approach to service delivery such as the White Paper for Social Welfare (1997), the Non-profit Organisations Act (1997), the Public Finance Management Act (1999), the Codes of Good Practice for South African Non-profit Organisations (2001) and the Code of Corporate Governance - King II Report (2002). The political reforms in South Africa and the dramatic change in socio-economic policies and legislation such as the promulgation of the White Paper for Social Welfare (1997) illustrates how the external environment could impact on the provisioning of social welfare services in the non-profit sector. Social welfare organisations are therefore challenged to transform their governance structures to reflect the legislative changes in the country. In order for social welfare service providers to implement a developmental approach to social welfare, management boards of non-profit social welfare organisations need to adopt a proactive role in facilitating the transformation process. The management board is a policy making body of the organisation with a legal duty to ensure that the organisation's actions are consistent with the its goals and objectives. The motivation for the research study is to explore whether management boards of non-profit social welfare organisations had transformed their governance structure and practice in keeping with the transformed social welfare legislation and codes of practice. The literature review demonstrates that management boards of social welfare organisations have clearly defined roles and responsibilities. A more progressive perspective on the roles and responsibilities is linked to the management board's ability to respond to changing environments. According to theorists on modern governance (Carver, 1990, Abels and Murphey, 1981, and Herman, 1989), management boards should initiate, plan and manage the change process in order to improve the operational effectiveness of the organisation and to strive towards what ought to be for the creation of a just society. The White Paper for Social Welfare (1997) describes a just society as being one that facilitates the development of human capacity and self-reliance within a caring and enabling environment. The findings of the study conclude that the majority of management boards of social welfare organisations have transformed their governance structure however, they should be more informed about contemporary governance practices and social welfare transformation processes. Management boards need to develop an agenda for social transformation in order to respond more proactively to the call for a transformed social welfare practice in the country. The legislative framework of the South African Government makes provision for the formulation of principles and regulations that guide transformation practices in the non-profit social welfare sector. In order to ensure that transformation takes place within the sector, the government has mandated the Department of Social Development with the responsibility to monitor the process. The challenge that exists for the Department of Social Development is to create a structure for dialogue and feedback between the various role players in order to share the responsibility for the transformation of social welfare practice. / AFRIKAANSE OPSOMMING: Oor die algemeen is daar 'n redelike mate van druk op welsynsorganisasies om op nuwe en uitdagende maniere dienste te lewer. Voortdurende verandering in die een of ander vorm is 'n onvermydelike deel van beide die sosiale en organisatoriese lewe. Na die politieke transformasie van 1994 is daar 'n beroep gedoen op alle nie-winsgewende maatskaplike welsynsorganisasies in Suid Afrika om deel te neem aan die ontwikkeling van 'n gelyke, mens-gesentreerde, demokratiese en ontwikkelende maatskaplike welsynsisteem . Die proses van rekonstruksie en ontwikkeling wat tans in Suid-Afrika aan die gang is, vereis van nie-winsgewende welsynsorganisasies om hulle bestuurstrukture en benadering in ooreenstemming te bring met die nuwe maatskaplike ontwikkkelingsbenadering tot dienslewering soos vervat in die Witskrif vir Maatskaplike Welsyn (1997), Die politieke hervorminge in Suid-Afrika en die dramatise veranderinge in sosio-ekonomiese beleid en wetgewing, soos byvoorbeeld die uitvaardiging van die Witskrif vir Maatkskaplike Welsyn (1997), Wet op Organisasies sonder Winsoogmerk (1997), Wet op Openbare Finansiële Bestuur (1999), Kodes vir Goeie Praktyk vir Suid Afrikaanse Nie-Winsgewende Organisasies (2001) en die Kode vir Korporatiewe Bestuur- King II Verslag (2002), illustreer hoe die eksterne omgewing die voorsiening van maatskaplike welsynsdienste in die nie-winsgewende sektor kan beïnvloed. Maatskaplike welsynsoganisasies staan daarom voor die uitdaging om hulle bestuurstrukture sodanig te verander, dat dit 'n weerspieëling sal wees van die wetgewende veranderinge in die land. Om die maatskaplike welsyns-voorsieners in staat te stelom 'n ontwikkelings -benadering te implimenteer, moet bestuursrade van nie-winsgewende organisasies 'n pro-aktiewe rol speel om die transformasie proses te fasiliteer. Die bestuursraad is die beleidmaker van die organisasie en het 'n wetlike verpligting om seker te maak dat die organisasie se optrede in ooreenstemming is met die organisasie se doelstellings. Die motivering vir die navorsing is om ondersoek in te stelof bestuursrade van nie-winsgewende maatskaplike welsynsorganisasies hulle bestuursstrukture en praktyk aangepas het om in ooreenstemming te wees met die veranderde maatskaplike welsynswetgewing en praktyk kodes. Die literatuurstudie toon aan dat bestuursrade van maatskaplike welsynsorganisasies duidelike gedefinieerde rolle en verantwoordelikhede het. 'n Meer progressiewe perspektief op die rolle en verantwoordelikhede is gekoppel aan die bestuursrade se vermoë om te reageer op veranderende omgewings. Volgens skrywers oor moderne bestuur (Carver, 1990, Abels en Murphey, 1981, en Herman, 1989), moet bestuursrade die veranderingsproses inisieer, beplan en bestuur ten einde die operasionele effektiwiteit van die organisasies te verbeter en om te streef na wat behoort te wees vir die totstandkoming van 'n regverdige samelewing. Die Wit Skrif vir Maatskaplike Welsyn (1997) beskryf 'n regverdige samelewing as een wat die ontwikkeling , van die kapasiteit van die mens en sy vermoë tot selfstandigheid fasiliteer binne 'n ondersteunende en bemagtigende omgewing. Die wetgewende raamwerk van die Suid Afrikaanse Regering maak voorsiening vir die formulering van beginsels en regulasies wat die transformasie proses in die nie-winsgewende maatskaplike welsyn sektor begelei. Om te verseker dat transformasie wel plaasvind binne hierdie sektor, het die regering 'n mandaat gegee aan die Departement van Maatskaplike Ontwikkeling om hierdie proses te monitor. Die uitdaging vir die Department van Maatskaplike Ontwikkeling lê daarin om 'n struktuur daar te stel vir dialoog en terugvoering tussen die verskillende rolspelers sodat hulle gesamentlik verantwoordelikheid kan neem vir die transformasie van die maatskaplike welsyn praktyk.

published_or_final_version / Social Work / Master / Master of Social Work