Management in social service organization
Author : Ruchi Shrivas
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The development of strategic management in the non-profit context: Intellectual capital in social service non-profit organizations.
KONG, E. (2024), states that knowledge is critical to for‐profit organizations as it is to NPOs. As a result of the public sector reform movement, NPOs are forced to change the way they manage and operate their activities. There is more literature pointing to the problems NPOs have in this regard. However, there is relatively little written on what adapted strategic management methods are most appropriate for the pursuit of non‐profit activities in today’s knowledge economy. Social service non‐profit organizations are now urged to use their organizational resources more effectively in the competitive non‐profit environment. As argued in this paper, SSNPOs urgently need a competent strategic management framework. This competent strategic management framework must allow the organizations to keep their independence and their ability to pursue social missions, and simultaneously enhance organizational efficiency and effectiveness. The applicability of a number of popular strategic management concepts was examined within the non‐profit context. This paper argues that IC is a valid strategic management conceptual framework for SSNPOs. Intellectual capital allows SSNPOs to pursue their social objectives and use their resources effectively; and simultaneously to sustain their cherished qualities. Further research involving specific non‐profit sub‐sectors and methodologies needs to be carried out to test empirically the findings in this paper.
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Key success factors for social services organizations in Poland.
KOTAS, M. 2024, explains the basic goal behind any action undertaken in an organization management is the will to achieve success. Key (or critical) success factors are the organization’s resources, competence and qualification that create its competitive advantage on a particular market at a given time, and are able to determine its possible future success. The aim of this article is the analysis of the discrepancies between the factual and perceived key success factors of the social service organizations. The results point to the management of social services organisations not possessing enough knowledge about the factors responsible for the success of the entities they manage. This signifies the need to equip the management of the social services organisations with a theoretical background and practical knowledge which will allow them to manage with the expected results.
3. Framing Standardization: Implementing a Quality Management System in Relation to Social Work Professionalism in the Social Services.
NORDESJÖ, K. 2024,states that this article describes and analysis how standardization is framed and adapted in relation to social work professionalism, by investigating how a regulation on quality management systems is implemented in a Swedish social service organization. A decoupling between department and unit frames enables the organization to fulfil objectives of organizational professionalism and external legitimacy while professionals can participate in the formulation of procedural standards relating to an occupational professionalism. Tensions are delegated to street-level. An implication is the possibility for managers and professionals to adapt standards to a professional practice, although this may undermine the uniformity of standards.
4. The Impact of Dynamic Capability on Business Sustainability of Organizations.
CHATTERJEE, S. et al. 2024, emphasis that a firm’s dynamic capability is its ability to sense, seize and reconfigure its internal competencies to address any external changes to the business environment. Social customer relationship management (SCRM) is an organization’s marketing capability to use social media services and technologies to connect more closely with their customers and meet customers’ needs. Few studies have examined the influence of organization’s dynamic capability on its business sustainability. There is also no study which investigated the moderating role of SCRM on the relationship between an organization’s dynamic capability and its business sustainability, although there is a growing interest among researchers, academicians and practitioners to understand this relationship. Therefore, the aim of this study is to examine the impact of dynamic capability on an organization’s business sustainability, with SCRM as the moderator. With the help of dynamic capability view theory and the literature, a model has been developed conceptually. Later, the model is validated with the structural equation modelling technique by considering 302 respondents from different types of Indian organizations. The study finds that an organization’s dynamic capability has considerable impact on business sustainability. Also, the study confirms that SCRM has a significant moderating role in the relationship between organizations’ dynamic capability and business sustainability.
5. Measuring creativity: role of service quality management, knowledge sharing and social interaction.
LIN, X.-Q. et al. 2024, states that the contrast to the enormous literature on the relationships between creativity and personal values, relatively few studies have addressed the question of the creativity–service quality link. The purpose of this study is to examine the antecedent factors of the motivation and cooperation climate of service quality and to consider the consequences of service quality on banking service employees’ creativity. Data were collected from 502 bank employees in China. The results of structural equation modelling (SEM) found multiple mediation roles in a cooperative climate and service quality management that characterise the relationship between employees’ motivation and creativity. In addition, the moderate roles of social interaction and knowledge sharing are also discovered. Several alternative models of the first and second factors of motivation and service quality management were examined to determine the robustness of the original proposed models.
6. Social impact bonds and public service reform: back to the future of New Public Management?
FRENCH, M. et al. 2024, explains this article explores where the increasing adoption of SIBs and outcomes-based contracting may lead public service systems—toward New Public Governance, or ‘back’ to New Public Management. We present analysis from the first significant longitudinal qualitative study of a major UK SIB focused on improving outcomes in the context of social determinants of health to analyse how the two governance logics manifest and interact across the SIB life course. We find that while both governance logics were present at initiation, over time NPM elements strengthened while NPG elements weakened. Two inalienable elements of the SIB model—investor power and data requirements for contract management—appeared to drive this change. Our findings provide evidence that SIBs promote a retrenchment of NPM, rather than a transition to NPG or a hybridization of the two governance logics. Findings also show how NPM, rather than a transitional stage toward NPG, can prove the more resilient and dominant governance logic within institutional forms.
7. Assessment of Social Services’ Disaster Risk Management: Case Finland.
RAPELI, M. 2024, states that local actors are crucial in disaster risk management; thus, their capacities should be assessed periodically. In this study, local social services’ preparedness plans were assessed using Emergency Management Program Measurement and quantitative document analysis. The specific aim was to study how social service areas of various sizes were prepared for disasters in Finland. The results showed that disaster risk management capacity varied significantly between large and small service areas. Larger areas were better prepared for supporting management, and had better procedures to activate their response, modern public information and deeper cooperation with the private sector and the civil society. The differences might derive from the fact that large areas have more resources allocated to disaster risk management.
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Architecture and simulation of social management service system based on internet of things information model.
WU, Z. 2024, explains with the advancement of information construction, as an important part of smart city, the construction of smart society is invested. As a new mode of social management innovation under the new situation, the advantage of smart society is that it can complete the full integration of existing public resources and infrastructure, realize the knowledge mining of appearance information, so as to make social services and management more information-based and intelligent based on the common needs of smart social management, this paper analyzes the overall function of social management system in detail, puts forward the architecture and simulation of social management service system based on internet of things information model, and realizes the smart social management system, so as to make social service more high-quality and efficient, and social management more standardized and scientific. This paper describes how to promote social management services, and the specific needs of social information as the research basis of this paper, realize the application of social information integrated management service platform, and then give play to the advantages of information technology, realize the transformation of social management work mode, facilitate the social management work, improve the overall quality of life of the community, and reduce the cost of management.
9. A hybrid trust management framework for a multi-service social IoT network.
NARANG, N.; KAR, S. 2024, states that social IoT (or SIoT) is an alternate architectural pattern for IoT, which involves IoT devices with social behavioural attributes. A SIoT-based service network makes use of social collaboration between IoT devices to enable low-latency collaborative services and applications. A key challenge in implementing a SIoT-based service network in a multi-vendor environment of heterogeneous devices is the issue of Trust. In this paper, we propose a hybrid trust management framework that makes use of Probabilistic Neighbourhood Overlap (P-NO) , a method for estimating tie-strengths between nodes. The neighbourhood overlap concept is borrowed from past research in sociology and extended in our paper for directed social networks. Our proposed trust management framework is hybrid because: (1) P-NO is applied on a social graph that is generated from two types of social networks — the IoT device owners’ online social network (like Facebook) and the IoT-devices’ social network (i.e. the SIoT network). Accordingly, the approach makes use of both human intelligence and device artificial intelligence for trust management. (2) The framework uses a mix of dynamic (interaction-based) and static (graph-based) approach for trust management. It helps in limiting resource overheads of a pure dynamic approach, while still benefiting from its higher accuracy compared to a pure-static approach. We provide both theoretical and simulation-based analysis of our trust management framework. Our study shows the effectiveness of the proposed framework in handling different attack scenarios while requiring limited storage and computational resources in IoT devices.
10. Risk Management in Social Services.
DOCA, A. S.; TUREAC, C. 2024, explains the Risk management is a continuous process. Once a professional has committed to a particular risk course of action, they must continue to monitor, identify, and respond to progressive risks, as they may change even within the course of a single intervention. The aim of the research is the continuous development of additional risk management strategies including file instrumentation, depending on the risk characteristics, operational intra- and inter-institutional partnerships in risk management; complying with standards and legislation, creating and complying with work procedures, complying with and updating the risk register.
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Conclusion
The collection of articles delves into various aspects of strategic management, success factors, quality management, dynamic capability, creativity, social impact bonds, disaster risk management, IoT-based service systems, trust management, and risk management within the context of social services and non-profit organizations. These studies collectively underscore the importance of strategic adaptation, knowledge management, and effective organizational frameworks for achieving success, enhancing service quality, and ensuring sustainability in social service delivery. Additionally, they highlight the complexities and challenges inherent in managing social services, including the need for standardized approaches, innovative solutions leveraging technology such as IoT, and robust risk management strategies. Through empirical research and theoretical frameworks, these articles contribute to a deeper understanding of the multifaceted nature of managing social services and provide insights into avenues for future research and practice improvements
REFERENCES
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The development of strategic management in the non-profit context: Intellectual capital in social service non-profit organizations.
KONG, E. The development of strategic management in the non-profit context: Intellectual capital in social service non-profit organizations. International Journal of Management Reviews, [s. l.], v. 10, n. 3, p. 281–299, 2008. DOI 10.1111/j.1468-2370.2007.00224.x. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=0a67b7f2-d3fa-3fe7-9500-3b7d5c18ab75. Acesso em: 24 fev. 2024.
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Key success factors for social services organizations in Poland.