| Summary: | 博士 === 東海大學 === 社會工作學系 === 90 === The Abstract
New managerialism encourages more “market-like mechanism” trends. For examples: encouraging competition, injecting entrepreneurialism, encouraging innovation, giving the customer wide choices and increasing efficiency. New managerialism impacts hugely on social welfare agencies. Due to lack of government financial support and more widely demand from the society, social welfare agencies are looking for how to survive and grow in the new era. They start applying the new managerialism principles to increase organization efficiency in order to meet the future challenge. But social welfare agencies have essences different from general business units. Therefore, we shall only conduct the management concept into service supply because social welfare agencies focus on social justice and people. It shall not be replaced by efficiency, market, consumer orientation, but amplify both advantages for better result.
The study purpose is focused on understanding how our social welfare agencies face the new managerialism and what are their provisions and counterplots. In addition, it looks for what are social welfare agency managers’ opinions toward new managerialism. New prerequisites are developed for new managerialism managers based on the study.
By employing the deep interview in the qualitative research method. It utilizes researcher operations’ new managerialism for interviewing reference and focuses on interviewing social welfare agency''''s chief managers. Nine social welfare agency manager’s interviews are collected. The study finds that social welfare agency’s renovations are faster than before. They utilize the running leaps model and agree on quasi-market model to grow “benignant“ competition. Organization structure renovations are affected by customer needs and developed toward the direction of “service-centered”.
Otherwise, the future trend is focused on the performance evaluation and the efficiency, effectiveness and quality are the assessment criteria. More researches need to be done to standardize concrete operational skills. Moreover, new managerialism moves into social welfare agencies because of a) contracting-out with government facilities, b) customer-oriented service culture, c) related professionals, based on the research. But government and social welfare agencies cooperation on authority, information and resources is not fair because of the “asymmetric partnership”. In order to let social welfare agencies have the ability, knowledge and skills to handle the relationships with government, social welfare agencies requires professionals. In the process of new managerialism development, social workers in Taiwan get emphasized.
Finally, researcher submits many suggestions to government and social welfare agencies about the new managerialism. In addition, he also found the limits and difficulties of the new managerialism in this study. Researcher submits “relative value” principles to help social welfare agency managers to achieve organization goals and public profit based on performance.
Key terms: social welfare agency; new managerialism; social work management; customer-oriented
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