Reference no: EM133664466

CASE EXAMPLE

Suppose you are a manager at Child Welfare Upington in Northern Cape. Your staff components comprising the three social work supervisors, twelve social workers and three auxiliary social workers. At the core of your organisations' service delivery is early intervention services to at risk/vulnerable children and youth including their families by means of providing foster care applications and placement, placement of children in places of safety, family reconstruction services, and adoptions. You also run poverty eradication projects. Statistics are thus kept monthly to track the financial standing of the organisation and the service provided as well as achievements and constraints. Since the beginning of the year, you have noticed several trends escalating at an alarming rate. To date there has been a 21% increase in cases of abandoned children and 33% increase of cases of unaccompanied migrant children. In addition, the social workers have also been resigning at an alarming rate with 30% of social work practitioners having resigned over the past two years. To top it all, two of your social work staff members have been found guilty of malpractice by the South African Council for Social Service Professions (SACSSP) and have since been suspended. The Department of Social Development has also delayed their payment of subsidy by three months and the subsidy constitutes 70% of the organisation's total running costs. Realising that as an organisation you are faced with serious challenges, you therefore call an urgent staff meeting to look at ways of overcoming the identified challenges.

Question

1. Describe the empowerment approach.

2. Give examples of how you could apply this management approach in the organisation.