Towards the Reconceptualisation of Social Welfare in South Africa: An Analysis of Recent Policy Trends

Weyers, Mike

doi:10.15270/49-4-33

Cited by 4 publications

(5 citation statements)

References 3 publications

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“…The social development approach was anticipated to accelerate transformation by addressing issues of race, class, gender and spatial imbalances because of its macroeconomic focus, emphasising the interdependence between social and economic development (Midgley, 1995;Patel, 2005;Gray, 2008;Patel, 2009;Rautenbach & Chiba, 2010;Weyers, 2013;). Emanating from the social development approach was the term 'developmental social work', which authors such as Patel (2005), Gray (2008) and Rautenbach and Chiba (2010) contexualised as social work services that are geared towards holistic, planned intervention, which places human and social concerns at the centre of social welfare policy and planning.…”

Section: Background and Literature Reviewmentioning

confidence: 99%

“It Doesn’t Matter How Many (Cases) You Got, if You Love the Job, You Can Manage Everything”: Management Strategies Utilised by Frontline Social Workers

Perumal

Tanga

2020

SWORK

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The adoption of the social development approach in South African social service organisations continues to challenge and stretch organisations in many directions. The frontline social worker navigating this terrain, carrying the bulk of direct services and undertaking various management tasks, is confronted with personal trauma, resource constraints, organisational issues, ethical dilemmas as well as the pressure of inclusive and representative service delivery. An exploratory descriptive qualitative empirical study using a case study research design was undertaken with the main aim being to explore and describe the management tasks of frontline social workers in the NPO sector in Port Elizabeth. Semi-structured individual interviews were held with frontline social workers and one focus group was held with middle managers. The study's findings revealed the aspects contributing towards undertaking management tasks, the experiences of executing management tasks and the consequences of doing so. This paper presents the management strategies utilised by frontline social workers.

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Section: Background and Literature Reviewmentioning

confidence: 99%

“It Doesn’t Matter How Many (Cases) You Got, if You Love the Job, You Can Manage Everything”: Management Strategies Utilised by Frontline Social Workers

Perumal

Tanga

2020

SWORK

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“…The residual and institutional models subscribed to offering preferential services to minority privileged populations based on "stop-gap" measures and social security only (Midgely, 1995;Gray, 2008;Patel, et al, 2012). The social development approach, on the other hand, was anticipated to accelerate transformation by addressing race, class, gender and spatial imbalances because of its macroeconomic focus, emphasizing the interdependence between social and economic development (Patel, 2005;Patel, 2009;Gray, 2008;Midgely, 1995;Weyers, 2013;Rautenbach & Chiba, 2010). Emanating from the social development approach was the term developmental social work which authors such as Patel (2005), Gray (2008) and Rautenbach & Chiba (2010) contexualised as social work services being geared towards holistic, planned intervention which places human and social concerns at the centre of social welfare policy and planning.…”

Section: South Africa's Transition To a Social Development Approach Tmentioning

confidence: 99%

We Continue to "Manage": A Transformational Leadership Perspective on Social Work Management in the NPO Sector in South Africa?

Perumal¹

2015

ijrh

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Although South Africa's policies have evolved significantly since the attainment of democracy in 1994, social work management education and training remains visibly neglected and leadership as a subset of social work management appears to be less prominent in social work practice. Social workers at the frontline, middle and top management levels in the NPO sector have continued to deliver services and uplift marginalised communities despite not having formal management qualifications in social work. This paper suggests ways of strengthening management capacity in the Non-Profit Organisation sector from a transformational leadership perspective based on Burns (1978) and Bass and Avolio's (1994) work, so that social workers may continue to "manage" despite the macro level challenges they face in the wake on evolving policies in South Africa.

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“…One of the reasons why social workers use group work methods is that a group acts as a mediator between the individual and the society (communities; Abels & Abels, 2001). Since 1994, social development and the empowerment of individuals and communities have become a priority in SA (Nyandeni & Ross, 2012;Weyers, 2013). MacPhee et al (2014) proved that leadership programs can be directly linked to empowerment.…”

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confidence: 99%

An Empowerment Narrative Leadership Program for a Disadvantaged Community

Ubbink

Strydom

2018

Research on Social Work Practice

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Purpose: This research is providing social workers with a deeper insight into the process of empowering people from disadvantaged communities with leadership abilities by applying a narrative approach in group work and to develop members’ individual potential within their social construction of leaders and leadership. Method: This research was undertaken following the developmental and utilization model of Grinnell with a combined qualitative and quantitative research approach. The research was performed from a postmodern and social constructivist paradigm and therefore relied more on the qualitative research perspective. Results: The research includes guidelines for a group work narrative leadership program. The impact of the social constructionist approach on the group members re-authors their narratives. Conclusions: Group work by means of the narrative approach in social work is recommended because it has become evident from this study that a richer description of the lives of people can be gained.

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Towards the Reconceptualisation of Social Welfare in South Africa: An Analysis of Recent Policy Trends

Cited by 4 publications

References 3 publications

“It Doesn’t Matter How Many (Cases) You Got, if You Love the Job, You Can Manage Everything”: Management Strategies Utilised by Frontline Social Workers

“It Doesn’t Matter How Many (Cases) You Got, if You Love the Job, You Can Manage Everything”: Management Strategies Utilised by Frontline Social Workers

We Continue to "Manage": A Transformational Leadership Perspective on Social Work Management in the NPO Sector in South Africa?

An Empowerment Narrative Leadership Program for a Disadvantaged Community

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